Transcript Slide 1

Ongoing Training and Upskilling
of the Workforce
Eur. Ing. Keith Bevis
Background
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Supply Chain Impact Study
Industry Forum
Automotive College
Automotive Academy
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Structure
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Investigative roots
ASPEN/SPICE training methods
Current training situation
Government Reflections on Training
National Skills Academy
Lessons learnt
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Investigative Roots
• Context of research
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LVP Situation
Academic partnership
– Hertfordshire, Cranfield and Luton
Extent of study
• Tools for research
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Questionnaire
Visit
Seven QCD Measures
• Key findings
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Ripple
Mapping
Deficiencies
Eye witness check
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Management view
Research view
Innovation, Quality
Awards, Zero Defect
Long established company focusing on quality in
every area. Teamwork evident. Focus on
improvement
Leadtime Quality
Level of control, visibility, communication low.
Environment dirty and potentially dangerous
Part of worldwide group,
brand, low overheads
In process of major change, management team
aware of poor condition of shop floor; little control
of process, environment and machinery.
Integrated with suppliers
to solve problems,
Project management
and reliability
Clear evidence of team deployment and
continuous improvement. Large clean site, geared
for flexibility
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Training Methodology
• Performance targets
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The EFQM Business Excellence Model
Rapidscore tool
“400” target
• Diagnostic activity
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Data gathering
Management enthusiasm
Agreed training
• Training provision
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Selection
Monitoring
Feedback
• Follow on training
• Towards 2010
• Automotive Academy and National Skills Academy for Manufacturing
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Training Methodology
• Performance targets
• The EFQM Business Excellence Model
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Project feedback
We’re getting through jobs more quickly and effectively. Reduced
turnaround times for each job and we do a better job.
Increased abilities and awareness. People can do something they
couldn’t do before. Staff confidence and the way they look at things
has improved. The time spent in management meetings greatly
reduced – process flow and productivity improved.
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Delayed feedback
In company groups there were often members of staff who felt they had already
had the training and did not need a repeat. There would also be novices in
the group. This relates partly to staff turnover.
Training had identified members of staff who were not up to the training nor the
company’s longer term plans for their development.
In the SME environment, the outcomes of the training may need to be adapted
to the actual situation in the company to complement other development
activities – this was a good example of double loop learning.
The evidence of implementation and company benefit is poor.
Outcomes of the training were not directly measurable simply from a lack of
measurement or appreciation of measurement prior to the training. Outputs
tended towards being “better tracking” of defects.
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Engineering
Management
(Mainly
NPD)
Project
Management
POLEMICS
Logistics &
Purchasing
Engineer
-ing
Supply
Chain
Mgt
Business
Improvement
Techniques
Operational
Management
Performing
Manufacturing
Operations
BUSINESS PROCESS FLOW
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‘OWNER’
SEMTA
ECITB
(Process
Plant
Industry)
CIPS + ILT
+ IOM
+ IoE
SEMTA
SEMTA
CMI +
Others In
Consortium
SEMTA
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LEITCH REVIEW OF SKILLS, ‘PROSPERITY FOR ALL
IN THE GLOBAL ECONOMY – WORLD CLASS SKILLS’
• HM Treasury/DfES appointed Lord Leitch – independent review of
skills needed for the UK to remain competitive in 2020
• Leitch argues, “… current adult skills targets fall short to maintain
UK competitiveness”
• Demand led system rather than a supply led system
– Previous approaches have been too supply driven, based on
Government planning to meet ineffectively articulated
employer demand
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AN INTRODUCTION TO THE NATIONAL
SKILLS ACADEMY FOR MANUFACTURING
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Core Functions of the NMSA:
– Develop and implement national standards for manufacturing skills
delivery
– Consolidate and validate the provider network
– Engage employers and individuals with the Academy products and
services
– Promote the sector to underrepresented groups and communities
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Best Practice Programme (Japan)
GUIDED VISITS TO HONDA,
NISSAN AND TOYOTA
PLUS 3
SUPPLIERS TO
EACH
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Lessons learnt
• The surviving companies
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Honest
Innovative
Prepared to diversify
Prepared to Pay
• The training
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Location
Adaptability for SMEs – pressure on resources
Degree of customisation
Management commitment
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Thank you
Much of this work has been documented in the thematic working
group papers associated with the Automotive Regions Project.
Summaries of all the papers appear in the book “Automotive
Regions: Present and Future” and the full text of each paper has
been included on the accompanying CD.
If you have questions, please ask now or contact me during the
conference or by email later.
[email protected]
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