Transcript Tooling University LLC

Panel Discussion 1
Eaton Hydraulics - Ron Krueger
Penn United.)- Jim Ferguson
Morris Group - Mike Whitney
Harley Davidson - Al Salentine
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Eaton Corporation
Tooling U User Group Discussion
Las.)Vegas
September 13, 2011
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Eaton Corporation
 Hello, My name is Ron Krueger
 I have been employed with Eaton Corporation for 14 years
 The last 5 years has been in training.
 Eaton located in Eden Prairie Minnesota makes hydraulic motors
and steering controls
 Making these products requires precision machining skills
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Eaton Corporation
 Eaton found it hard to find people to fill these highly skilled positions
 Eaton decided to start a training program to train people from within
the company
 In 2005 Eaton started a state led apprenticeship program using
ToolingU, State guidelines and The National institute of
Metalworking skills (Nims)
 In 2008 Eaton started offering bonus to employees that completed
ToolingU classes
 Eaton started ToolingU because It fit the companies training needs
for a couple of reasons
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Eaton Corporation
 Our apprentice program starting using ToolingU for their education
hours.
 Because of the flexible ToolingU offers Eaton rolled it out to all the
employees, Which enabled them to start taking classes and prepare
themselves for higher paying positions with-in the company.
 Eaton’s desired outcomes were to help their employees learn about
new areas in the shop and prepare them to move into new positions
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Eaton Corporation
 At the present time about 40% of the shop floor uses ToolingU.
 Eaton use it to help with cross training employees to other job
functions.
 It is used to help employees learn more in their current roles.
 Engineer's use it to help understand process that they may not fully
understand.
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Eaton Corporation
 Employees are able to be more flexible with the number of machines
they are able to run.
 We spend less time with one-on-one training because employees
have a better understanding of the terms and machine functions.
 Some employees are uncomfortable using a computer.
 One of the lessons learned was to not have the test answer
available to the employees.
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Penn United Technologies Inc.
Tooling U User Group Discussion
Las.)Vegas
September 13, 2011
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Penn United
Technologies Inc.
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Jim Ferguson
[email protected]
724-352-1507 Ext. 4621
Director of Training
L.I.G.H.T~Learning Institute for the Growth of High Technology
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Established 1999
17,000 sq. feet - Machining, Grinding, Computer Labs and Classrooms
Provide training to Apprentices, our Employees and Customers
MSSC, Certified Production Technician
www.LIGHT-training.com
 Penn United Technologies Inc.
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799 North Pike Rd, Cabot, PA 16023
www.pennunited.com
Founded in 1971 Precision Tool and Die Manufacturer
600 Employee Owned Company (ESOP)
40 miles Northeast of Pittsburgh
Progressive Dies, Stamping, Electroplating, Tungsten/Silicon Carbide
Servicing: Medical, Energy, Defense, Aerospace Industries
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Penn United
Technologies Inc.
 Overview of need for training
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Leadership – Serving/Mentor Leadership Model
Apprentice – Continuous Improvement In-House vs. Vo-Tech
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All employees – Not many courses for “Precision Manufacturing”
 Key business objectives
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Value of Employee – Keep and Develop
Develop a “Culture of Learning”
 Key considerations for designing our training program
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Effective, Relevant, Accurate Training = Results
‘Productus Interruptus’ – Avoid this common manufacturing disease
‘Guys don’t ask questions’ – But they still want the correct answer
Best combination for Blended Learning in Manufacturing
 Why we opted for Tooling U
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Ease of use
Relevant to Precision Manufacturing
Cost of Personal E-Learning vs. Classroom
E-Learning is self-paced “Great for Guys and Gals too”
Quicker learning of ‘Basics’ (Blocking & Tackling Standard)
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Penn United
Technologies Inc.
 Overview of how we designed the Tooling U program
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Pilot for 3 months – Spring of 2010
Targeted groups for one year “subscription - ten packs” finished 8/11
 Desired outcomes
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Better engaged Leadership-Classroom Blending-’Supervisor Essentials’
Management Acceptance
Improve Apprenticeship program
 Key training/learning objectives
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Improved performance
Develop an interest in learning and acceptance of E-Learning by participants
How to implement Blended Learning
 Overview of how we implemented and rolled out to workforce
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Pilot for 3 months with 15 people/cross section of employees/groups
Subscription for 100 - Launched with Client Executive to navigate website
 Team Leaders and Lunch N Learn - 20
 Area Coordinators - 20
 Instructors - 15
 Apprentices and Class Room/Hands-on Machine Instruction – 15
 Westinghouse: Customer Quality Certification - 30
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Penn United
Technologies Inc.
 Key Tooling U pieces/functionality for supporting our objectives
 Easy to use by participants- Easy access at home, at LIGHT or Kiosks in Shop
 Administration Package also very user friendly
 Help desk staff very friendly and helpful – ‘No Peggys’
 How long have you been live with Tooling U
 One Year
 Other critical pieces of program, i.e. shop floor, classroom, etc.
 ‘Blended’: In classroom through Instructors
 ‘Applied Blended’: Hands-on with machines in LIGHT lab through Instructor
 ‘Applied Blended’: Shop floor through Team Leaders/Area Coordinators
 Summary of outcomes and results
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Survey of participant comments – “Good and Relevant”
Team Leaders who engaged Employees feel it improved performance
Management Acceptance
‘Retention’
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Penn United
Technologies Inc.
 Summary of ongoing progress
 Performance evaluation implementation
 Beginning to build into Apprentice “curriculum”
 Career Development for all employees
 Ongoing challenges
 All new employees – ‘Onboarding Process’ (Target Retention)
 Add to MSSC/CPT program – Safety, Quality, Manufacturing and Maintenance
 Editing courses: “Penn Unitedize”
 Key lessons learned
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Early personal engagement
Performance evaluation accountability
Leadership involvement selecting classes
More intentional planned curriculum
‘Blended’ and ‘Applied Blended’ necessary ASAP
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The Morris Group Inc.
Tooling U User Group Discussion
Las.)Vegas
September 12, 2011
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The Morris Group Inc.
 The Morris Group Inc. (MGI) HQ in Windsor CT
 Mike Whitney, Chief Learning Officer, Morris University
 Morris Group Inc. Third generation - family owned for 70 years.
Comprised of 13 Operating Units. Strong entrepreneurial spirit.
420 Employees $350 million annual sales
Morris Value Proposition
MGI provides manufacturing technologies that
include machinery, automation, measurement, software, training,
& customer support for U.S. metal parts makers to help those
companies be winning competitors in the world market.
High Value for customers and suppliers ensures our future.
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The Morris Group Inc.
 MGI’s needs for learning come from what customers demand
 Those primary customer demands are:
Help Us Do More With Less – RESPONSE Build Tech Prowess.
Innovative Processing Parts – RESPONSE Build Tech Prowess.
Grow Competencies – RESPONSE Build Tech & People Skills.
 Key Considerations in Designing Our Learning Programs
Align MGI value delivery with needs of customers & suppliers.
Attract and Retain the Best Talent in all areas of MGI.
Create a common company language and culture.
Establish Best Practices and implement them.
 We Opted for Tooling University because:
TU content best fulfilled our needs for technical prowess.
TU took ownership to help us maintain our launch schedule.
TU offered an LMS where we could incorporate non-TU content.
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The Morris Group Inc.
 Overview of how we designed the Tooling U program
Do a learning needs analysis throughout MGI – set our course.
Establish the university budget and comply with it.
Reach our launch goal of January, 2011 (from April 2010).
Audit content of all courses prior to release to employees.
Support our goal of superior technical competence.
 Desired outcomes
Reduce mistakes related to lack of technical knowledge.
Adopt a “Skills Inventory” approach to employee development.
Lay the foundation to be a learning organization.
Know what training and education cost the company and
measure benefits.
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The Morris Group Inc.
 Continued overview of Tooling U program design
Key Tooling U pieces/functionality for supporting our goals
Create hierarchies for supervisor viewing of learning results.
Create custom reports to track progress in competencies.
Add content not from Tooling U to TU portal.
Measure competency with built-in exams.
 Other critical pieces of program
Morris skills inventory to anticipate & match customer needs.
Use of Tooling U contributes to common language & culture.
Tooling U training is open to all Morris personnel.
48 personnel in our first group to take TU courses.
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The Morris Group Inc.
 Summary of outcomes and results
Still in early stages but data on learning is very instructive.
We are on target for 2011 TU course completion as planned.
Recognition of lifelong learning as a Morris performance driver.
 Ongoing challenges
Gaining and retaining share of mind of our personnel.
Business priorities sometimes override learning objectives.
Balancing online and instructor led content.
 Key lessons learned
Don’t start vast projects with half vast ideas.
Constantly survey your audience for feedback. Needs change.
Be clear in what data you track. Use data as a management tool.
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The Morris Group Inc.
Thank You!
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Harley-Davidson
Tooling U User Group Discussion
Las Vegas
September 12, 2011
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Allan Salentine
Manager, Employee Tech Learning & Development, Harley-Davidson University
Juneau Avenue, Milwaukee WI
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Mechanical Engineer / Training and Development professional
Over 25 years of mfg experience
Current role - identify, develop, and deploy standardized, technical training
Major roles and accomplishments:
 Led team that brought new H-D LMS online for employee and dealer development
 Manufacturing Supervisor / Manufacturing Engineer / Organization Development &
Training Lead at Capitol Drive Plant in Wauwatosa, WI
 Developed H-D’s Gear School program, led implementation of the Simulated Work
Environment Project for CI, and H-D’s Job Aid process.
Education: A.S. Industrial Engineering / B.S. Business Mgmt / M.S. Project Mgmt
Certifications in Training Mgmt, Manufacturing Methods,
Standards & Procedures, and Manufacturing Technology
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1903 / 04 Serial Number 1
The Harley-Davidson “Factory” (Shed)
Milwaukee, WI 1903
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WILLIAM S. HARLEY
ARTHUR DAVIDSON
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WALTER DAVIDSON
1917 / 1918 – Almost 20,000 motorcycles built for WWI
Quartermaster School established to train military mechanics –
Later became the Service School for dealer network mechanics
and still later became Harley-Davidson University
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HDU Journey
1917
1980’s
1990’s
2000’s
2008
2009
2010
H-D sells motorcycles to US military, technical training begins, “Quartermaster and Service Schools”
New management steps up technical training and adds business skills
Satellite Broadcast, Computer-based training added
Online content, 250K + delivered
Numerous events: Sales
conferences, dealer
seminars, webcasts, align
w/ technical schools,
curriculum standards, &
international training
Organizational
transformation HDU becomes
part of HR
Fall 2009 - New Leadership,
Assessment, Employee
Development transferred to
HDU
Over 93 years of delivering
content and still training
2010 Analysis
Restructure
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HDU – A hard look in the mirror and the state
of Employee Learning and Development…
 Lack of a coordinated framework for Employee and Dealer Development
 Lack of shared Learning & Development vision, direction, value
 Lack of planning has yielded insufficient funding, misaligned curricula,
duplicated efforts, decreasing standardization and increasing inefficiencies
 Challenged to meet expanding global business requirements and expectations
with limited technology, decreasing resources, and lack of a consistent global
mindset
 Lack of standardized training processes  4000+ courses in LMS
 Variation in quality
 No framework to map curriculum to, little understanding of what is
foundational to employees, uncertain of training gaps
 No central repository for training material, instructor guides, etc.
 LMS user acceptance is low, great need to improve perception
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Our Study Results….(cont’d)
 We are not leveraging economies of scale with Training & Development
 Too many dollars spent on external fill-the-need-of-the-day training, seminars,
and other non-standard services
 Resources could be better leveraged for Employee Development
 Not consistently using a preferred supplier network
 Not leveraging “off the shelf” training and spending more to
“Harley-ize” for in-house use
 Need to decrease cycle time for developing training internally
(currently 14-16 weeks) and leverage more technology to deliver learning
 Individuals / departments / functions doing their own thing when it comes to
Learning and Development
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Moving Forward…
HDU is recognized as the primary service provider for
employee and dealer learning and development globally.
We develop and deploy robust learning through a
standardized framework and processes that align with
company goals and strategies to help deliver business
value. The Business Process and Talent Management
Strategies will be the primary drivers of learning and
development needs across the business.
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HDU
Customers
Learning & Development Tracks
Employees
Technical
Dealers
Gen. Ed /
Bus. Skills
Suppliers
Systems / Creative Services
Resource Center / Preferred Suppliers
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Leadership /
Management
Learning Model
Focused
Specific Global Priorities (Current)
Examples
•Global
Training
•Cosmetics
•GD&T
Corporate
Foundational
Site
Transitional
Developmental
Example
Job 1 to Job 2
Personal & Site Needs
•On-the-Job Training
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 Why we opted for Tooling U
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Curriculum already developed – provides off-the-shelf options
Learning content updated regularly by industry experts
Training products and offerings that align with our business needs
Great support and flexibility of Tooling U’s professional staff
Allows us to rapidly create blended programs for MFG
 Introduced Tooling U through Information Visits
 HDU Open House at Corporate HQ
 Pilgrim Road Powertrain Plant
 Product Development Center
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Pilot 1 – Manufacturing Supervisor Training (1st & 2nd Quarter, 2010)
 Description
 H-D Powertrain Operations identified the need to provide
foundational manufacturing training to 29 leaders that included
supervisors, engineers, and area managers – mitigate effects of
company-wide restructuring and job transitions.
 10 Tooling U online courses were included in the curriculum to
serve this need – e.g. Basic Measurement / Cutting Processes /
Mechanics of CNC, etc.
 This target group had various levels of experience and some were
new to manufacturing.
 Outcome
 Positive feedback from participants and plant leadership
 Achieved goal of developing and reinforcing a baseline
understanding of common manufacturing terminology and
processes
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Pilot 2 – Green Field Operations (3rd Quarter 2010)
 Description
 Developed a training program that can easily be delivered to smaller
start-up operations.
 Blended approach of H-D custom on-line content, H-D ILT content
and Tooling U content.
 Prepared two subject matter experts to deliver this material to a
group of 15 employees.
 Outcome
 Leadership very impressed with the blended training program
format
 Operations appreciated the quality of foundational training provided
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Pilot 3 – New Employee Training (July – August 2011)
 Description
 Train a pilot group of 80 new employees split into 2 groups for a period of almost
5 days. All had successfully completed pre-employment screening.
 This training was a mix of online courses and instructor led materials delivered by
subject matter experts. Additionally, these courses were a blend of H-D courses
as well as the Tooling U online courses that we host. Each participant was
required to achieve 80% on the post-test in order to advance to the next course.
The blended approach will allow us to gather data / test / plan for our final model.
 Outcome (Some TBD)
 We will continue to gather data and develop the final model for casual worker onboarding, which will be standardized across all manufacturing sites.
 Determine if making an investment in new worker training will result in improved
business results
 Measure impact of this training on retention, quality, safety and productivity of the
participants trained as compared to previous methods.
 An additional outcome is to determine if the appropriate training material has
been selected.
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Pilot 3 Outcome (cont’d)
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75 people completed the training
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Level 1 Feedback – Avg score 5.2 (1-6 scale) for program
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Learned new knowledge - 5.6
Conducive to learning 5.6
I will be able to apply this new knowledge on the job 5.7
Lessons learned
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The variance of online learning time was greater than pilots with our
internal employees. This was partially due to our internally-developed
courses including an assumption of participants already having a level
of H-D knowledge (Acronyms, Process, etc.)
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Need to add basic computer skills to our hiring criteria
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Use more Tooling U courses (appropriate learning level and not
“Harley-ized”, industry-proven learning material)
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Several opportunities to reduce cost and burden on H-D staff in future
state model
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Next Steps
 Develop a standardized curriculum for all new MFG
employees
 Develop manufacturing functional area training for
existing employees
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