People Development

Organisation

K CTS
Vision for People & Organisation
K CTS

z What is your vision for people?

ƒ For the Operator
ƒ For the Engineer
ƒ For the Leader

z What is the factory aim organisation to deliver the goals of the

business?
Organisational People
Vision Organisational People
Vision Aim Organisational Design Management
Mission Aim Organisational Design Management
Organisation Strategy Structures Objectives
&Mission
Values Organisation Strategy Structures
& Values & Roles &Objectives
Strategy
Support Organisation
K CTS

z What is the organisation for developing people in the factory?

z What are the roles, responsibilities and accountabilities of:

z The Pillar leader
z The WCM Facilitator ROLE: KCTS

MANAGER

z The Plant Manager

ROLE - MANAGER TO LEADER -

The setting of targets for each member of his reportees against the company cascaded goals and
targets.
Development of clear management controls and meeting structures to ensure that company targets can
be achieved.
To develop, lead, support and grow the departmental continuous improvement (CI) programme
To ensure standards are developed and adhered to for Quality Safety and Maintenance

z What are the skills required to deliver

To ensure that there is a clear set of action plans for each departmental target with clear resources and
budgets to achieve.
To provide effective communication and feedback to all members of his team on the performance of the
plant and department and on their ability to achieve the targets. Leaders should be motivationally /
disciplinary biased as appropriate

those roles? To lead disciplinary procedures for any breaches of company standards and procedures. Focussing on
solving the conflicts rather than punishing the individual.
To be an active member of the factory management team, fully involved in the strategic development
of the site against its corporate objectives.

RESPONSIBILITIES

Responsible for the development of the departmental staff to meet the existing and future requirements of the
business, ensuring that there is a clear action in place.
Developing the continuous improvement process in the department and coaching them in the development and
use of it.
Development and control of the departmental budget.
Communications between his and any other department.
Successful implementation of any new capital projects in his department.
Reporting the departmental KPI’s and ensuring clear action plans are in place for achieving the targets
For watching emerging technologies and utilising this to develop strategic opportunities to grow the business
To be aware of the competition and to use this in motivating continuous improvement of his staff, products,
technology and systems.

ACCOUNTABILITIES

For the adherence to agreed company budgets

For achieving the monthly departmental targets and ensuring there are effective plans for their achievement
There are safe operational systems and procedures within the factory and that they are fully complied with and
that this is audited.
He is the legal representative on the site in the time of crisis
 People Development
Education & Training Practitioner
Workshop

Role of the Pillar Leader

K CTS
Generic Role & Responsibility
K CTS

Covering four key areas of:

z Coordination
z Performance & Pace
z Training
z Promotion
z Co-ordination K CTS

ƒ Recruitment of a Pillar Team

ƒ Set up & running of effective pillar meetings

ƒ Attend Steering group meetings

ƒ Develop Master plans for developing and implementing pillar

activities.

ƒ Evaluation of effectiveness of the pillar through self assessment.

ƒ Liaison across Pillars and Teams

z Performance & Pace K CTS

ƒ Clarify Vision for pillar and its link to business goals and losses

ƒ Establish KPI’s & Targets for achievement related to specific

pillar activity

ƒ Ensure performance is visually displayed and reported

z Training K CTS

ƒ Identify relevant training requirements for the pillar.

ƒ Support the design and delivery of training where appropriate.

ƒ Ensure review and effectiveness of training.

z Promotion K CTS

ƒ Identifies and provides opportunities to promote success

of activities and teams:

z Success days
z Company magazine
z On line presentations to visitor and Customers
z Reward & Recognition
Pillar Responsibilities
K CTS
z To develop staff with the skills and competencies to meet the existing and future
requirements of the manufacturing operation.

z To work with the WCM manager to develop the change and open learning
culture required for the programme.

z To develop and implement the 7 step methodology for education and training
through a pilot model and continue to evaluate its effectiveness.

z To ensure that the site has the capability to provide effective training to the
teams through the development of in house training facilities , materials and
trainers to meet the training and the use of appropriate 3rd Party services.

z To monitor the skill base of the factory, identifying weaknesses and ensuring
they are addressed.
Specific Activities
K CTS
z To identify the current skill base within the factory and develop a
skill matrix to show the current status.

z Define the future roles and skills needed for all employees.
z Develop a skill assessment programme.

z Assess skills and develop suitable individual training programmes.

z Assess MAJOR LOSSES identifying skill weaknesses, developing

z suitable team and departmental training programmes.

z Develop suitable individual appraisal and development system.

z Develop job description / role profiles for all jobs and team roles.
Pillar Leader Requirements
K CTS
z Belief in the WCM Principles
z Practical experience of the Education & Training process
z Understanding of People Development tools & techniques
z Good awareness of AM, PM and FI Pillars and their processes
z Basic awareness of other WCM pillars

z Good Meeting Management skills

z Good presentation skills
z Coaching skills

z Credibility & Influence with Peers, seniors and subordinates

z Tact, diplomacy and assertiveness
z Time to dedicate
z A desire to improve
Pillar Leader Requirements
K CTS

The Pillar Leader should NOT:

z Be personally involved with all people on an individual basis.

z Carry out all the Pillar Group activities alone.
z Score highly on audits!
z Cheat on success stories.
z Focus on Consultancy visits and not factory change and sustainability.
z Work with Just favourites.
z Be openly in conflict with the WCM Manager.
z Stop the use of tools or a process because you can’t get them to work.
z Allow multiple systems or paperwork to be developed.
Why Improvement Programmes fail
K CTS

Clear Vision or Objective

95%
Senior Management Commitment
94%
Measurable Targets
90%
Doable Program
83%
Improvement Sought is worthwhile
Worthwhile 76%
Employee Empowerment
70%
Source: Arthur. D. Little Inc.
The Change Process
K CTS

World
Class Desired
Methods Position

DESIGN

Current
Position
The Change Process
K CTS

? Desired
Position

DESIGN

Current
Position

“Why are we not there already?”

The Change Process
K CTS

World
Class Desired
Methods Position

DESIGN
IMPLEMENT Conflicts
Current
Position WHY ?
PROBLEMS
& ISSUES
The Change Process
K CTS

World STEP WISE

Class IMPLEMENTATION Desired
Methods Position

Conflict

Current
Position WHY ?
PROBLEMS
& ISSUES
The Change Process
K CTS

World STEP WISE

Class IMPLEMENTATION Desired
Methods Position

Conflict

Current
Position WHY ?
PROBLEMS
& ISSUES
The Change Process
K CTS

Strategy into Action

STRATEGY CAPABILITY CULTURE

Ability to Change
Syndicate Exercise
K CTS
z In your syndicate team, considering the goals of WCM, discuss what is the vision for
people in your organisation. Focus on Operator, Engineer, Leader.
ƒ Produce a picture for each role and highlight the key responsibilities that each should
have for people development.

z Discuss and produce a generic aim organisation for the support of people
development BPB Factory. Consider the roles of the Pillar leader, WCM Facilitator,
Plant Manager

z Produce a role profile that includes role description, responsibilities and

accountabilities for one of the above.

z For the chosen role produce identify the specific tasks and produce a skills matrix.

z Identify the key barriers to success in delivering your aim organisation and identify how
you may overcome them.

z Finally compile on an activity board and be prepared to present back to the group for
discussion.
Syndicate Exercise – Activity Board Format
K CTS
PEOPLE
PEOPLEDEVELOPMENT
DEVELOPMENT Pillar
PillarLeader
Leader
ROLE: K CTS

MANAGER
ROLE - MANAGER TO LEADER -

VISION
VISION
The setting of targets for each member of his reportees against the company cascaded goals and
targets.
Development of clear management controls and meeting structures to ensure that company targets can
be achieved.
To develop, lead, support and grow the departmental continuous improvement (CI) programme
To ensure standards are developed and adhered to for Quality Safety and Maintenance
To ensure that there is a clear set of action plans for each departmental target with clear resources and

ROLE
ROLEPROFILE
budgets to achieve.
To provide effective communication and feedback to all members of his team on the performance of the
plant and department and on their ability to achieve the targets. Leaders should be motivationally /

PROFILE
disciplinary biased as appropriate
To lead disciplinary procedures for any breaches of company standards and procedures. Focussing on
solving the conflicts rather than punishing the individual.
To be an active member of the factory management team, fully involved in the strategic development
of the site against its corporate objectives.

Operator Engineer Leader

RESPONSIBILITIES

Responsible for the development of the departmental staff to meet the existing and future requirements of the

Operator Engineer Leader

business, ensuring that there is a clear action in place.
Developing the continuous improvement process in the department and coaching them in the development and
use of it.
Development and control of the departmental budget.
Communications between his and any other department.
Successful implementation of any new capital projects in his department.
Reporting the departmental KPI’s and ensuring clear action plans are in place for achieving the targets
For watching emerging technologies and utilising this to develop strategic opportunities to grow the business
To be aware of the competition and to use this in motivating continuous improvement of his staff, products,
technology and systems.

ACCOUNTABILITIES

For the adherence to agreed company budgets

For achieving the monthly departmental targets and ensuring there are effective plans for their achievement
There are safe operational systems and procedures within the factory and that they are fully complied with and
that this is audited.
He is the legal representative on the site in the time of crisis

TASK
TASKMATRIX
MATRIX SKILLS
SKILLSMATRIX
MATRIX
AIM
AIMSUPPORT
SUPPORT

E
E

M
M

A
A

A
SKILLS M A TRIX SKILLS M A TRIX

N
N

N
ORGANISATION

T
T

Y
Y

S
S

K
K

P
P

EO

IL
EO

IL
ORGANISATION

LA
LA

FS
FS

R
R

K
K

E
E

A
A

IL
IL

L
L
SA FETY SA FETY

STA RT U P STA RT U P

PRO CESS PRO CESS

CLEA N I N G CLEA N I N G
TECHNI CAL TECHNI CAL
A U TO N O M O U S A U TO N O M O U S
M A I N TEN A N CE M A I N TEN A N CE

CH A N GEO V ER CH A N GEO V ER

Q U A LI TY CO N TRO L Q U A LI TY CO N TRO L

SH U T D O W N SH U T D O W N

SA FETY SA FETY

FO CU SED I M PRO VEM EN T FO CU SED I M PRO VEM EN T

A U TO N O M O U S A U TO N O M O U S

Organogram
W CM TO O LS M A I N TEN A N CE TO O LS W CM TO O LS M A I N TEN A N CE TO O LS
FO CUSED TPM PRO F ESSI O N A L FO CUSED TPM PRO F ESSI O N A L
M A I N TEN A N CE M A I N TEN A N CE

Organogram
EA RLY EQ U I PM EN T M GM T EA RLY EQ U I PM EN T M GM T

Q U A LI TY CO N TRO L Q U A LI TY CO N TRO L

TEA M W O RK TEA M W O RK

BEHAV I O URS CO M M U N I CA TI O N BEHAV I O URS CO M M U N I CA TI O N

TEA M LEA D I N G TEA M LEA D I N G

O THER SKI LLS O THER SKI LLS

Plant
PlantManager
Manager
WCM Facilitator
WCM Facilitator
PillarLeader
Pillar Leader BARRIERS
BARRIERSTO
TOCHANGE
CHANGE
Pillar Leader
ISSUES
ISSUES ACTIONS
ACTIONSTO
TO
ADDRESS
ADDRESS
Focussed Role
K CTS

RED
RED TEAM
TEAM BLUE
BLUE TEAM
TEAM
Pillar
PillarLeader
Leader Plant
PlantManager
Manager

GREEN
GREEN TEAM
TEAM
WCM
WCMFacilitator
Facilitator