CORPORATE LEARNING DRIVING HUMAN CAPITAL DEVELOPMENT IN GLOBAL MANUFACTURING AND SUPPLY CHAIN DR. SALAH AL EISSA GLOBAL LEARNING LEADER

Transcription

1 CORPORATE LEARNING DRIVING HUMAN CAPITAL DEVELOPMENT IN GLOBAL MANUFACTURING AND SUPPLY CHAIN DR. SALAH AL EISSA GLOBAL LEARNING LEADER

2 AGENDA Capability development framework- SABIC case Key success elements of Learning Solutions What should a blended business solution learning address 2

3 Key Success of Learning Solutions What are the components of successful learning solutions? Sense of Urgency Leadership Support Experiential/Blended Business Performance Metrics Real business need Linked to strategy Address Capability building Solutions are designed with future in mind Business ownership Linked to leadership objectives Business leaders participate in the design and delivery Resource allocation Experiential Learning Truly blended! Targeted Fit for the need and culture Learning has clear business impact Clear metrics Enhance knowledge transfer Learning solution achieved what they set out to do 4

4 SABIC CASE STUDY 5

5 ORGANIZATION HEALTH ASSESSMENT ACROSS MANUFACTURING VALUE CHAIN Background LEADERSHIP 1) Inconsistent critical organization behavior across leadership within Manufacturing 2) Lack of sustainable critical spine positions - capabilities across various disciplines 3) To many management systems that requires integration. PERF. MGT OE- Org Design SHEMS/Technical ladders/competencies Framework Launch of Safety Management System in SABIC Organization assessment: Capabilities Operating Rhythm WORK PROCESSES OE- Decision Complexity IMTYAZ Human Capability and leadership Development MFG Solutions Management Systems Review SHEMS+ DuPont Review MEMS McKinsey Review INTEGRATED MANAGEMENT SYSTEM Develop and Launch solutions Strategic Ambition 6

6 SYSTEM Organization Effectiveness BUSINESS CHALLENGE ORGANIZATIONAL HEALTH ASSESSMENT HIGHLIGHTED LEADERSHIP GAPS LEADERSHIP Findings Summary PERF. MGT 63 OE- Org Design Leadership Ineffective leadership visibility with inconsistent culture. Week sense of urgency to eliminate low value work and defects OE- Org Design Inadequate understanding of Process Safety Weak strategic workforce planning to preserve required expertise level. WORK PROCESSES OE- Decision Complexity STRATEGIC PERFORMANCE LEVEL TOWARD BEST QURTILE Survey data LEADERSHIP 7

7 L&D MAPPED TO MFG STRATEGY EXECUTION L&D contribution to the strategy targets First Quartile IMPROVEMENT PROFITABLE GROWTH IMPROVEMENT GROWTH INNOVATION TRANSFORMATION L&D activities Linked to the strategic objectives, resulting in harmony with the business plan actions Strategic Objectives 1. World Class EHSS Performance 3. Improve Energy Intensity 6. Reliability 8. Maximum Utilization of Feedstock 7. Support Growth (Differentiation, Organic & Inorganic) 4. Transform Key Manufacturing 5. Improve Tools and Systems (LEAN) 2. Manufacturing Organization Effectiveness 9. Improve MFG Cost (LEAN) Business solutions addressed At different initiatives to enable strategic objective Integrated Approach Initiatives MFG Leadership and capability Interventions 8

8 BUSINESS TRANSFORMATION AND SOLUTION IDENTIFICATION: INTEGRATED APPROACH 01 MFG Global solution group established Sponsorship by Executive MFG leaders 03 Establishment of Steering committee Establishment of WFD&CI community 05 Continuation of Business solutions deployment 02 Integrated HR Team L&D MFG, TM, HRBP led by Sr. HR leader Strategic alignment with Business 04 Integrated learning solutions with MFG initiatives 9

9 MANUFACTURING LEADERSHIP AND CAPABILITIES WORK STREAMS MFG Success Profile Characteristics of MFG leaders Critical Org behaviors in MFG sites SABIC MFG way Input to other work streams Talent Pipeline Process for talent identification and pipeline Spine positions Aligned with TM and HR Implementing CARE Model Directors& Sr Mgr Development Front Line Supervisor Experiential learning and capability journey Development plan completed using 70:20:10 approach Proposed implementation plan completed. Pilot session done. Competencies and capability model for FLS Learning interventions Global Implementation with specific priorities 10

10 INTEGRATING L&D & MANUFACTURING SOLUTIONS TRANSFORMATION DELPOYMENT MATURITY 2016/ Translating The Strategy Strategic Initiatives Solution Integration Delivery & Maturity Launched integrated management system Deployed capability building programs: Driven by Sources of Values and based on Manufacturing Value Drivers Deployed SHEMS+ Integrated Manufacturing System Blended Learning Solutions Learning Interventions Adaptation of 10:20:70 ONE central governance Deployed Globally to drive Performance and impact linked to strategic objectives Work Force Development ownership Engaged cross-functional teams Interfaces with SABIC Academy and HR Strong drive for improvement (culture) Performance metrics against gap identified DEPLOYMENT ALIGNMENT PERFORMANCE *Launched and full deployment in

11 MLP AND ACTIVE ENGAGEMENT STATUS- CUSTOMIZED SOLUTIONS Manufacturing Leadership Capability Approach Prime Engagement Sustainability Content Design Workshop delivery Documenting the change Assessment Leadership engagement Feedback gathering Performance Analysis Experiential learning TTT as we go Scenario based learning Develop site coaches Line Mgr engagement Partnership with WFD Jubail launch US Launch 275 Master Coaches trained In 19 Global sites Executive & Sr. Manager Engaged 5,730 Hrs Work Force Development & Excellence functions Master coaches 5,040 Hrs Plant Management Team TTT 57,600 Hrs Front liners. Europe Launch 5,600 Hrs Continuous improvement Lean Manufacturing 12

12 MFG LEARNING SOLUTION: MIDDLE MANAGEMENT WORKSHOP Drive accountability through performance reporting rhythm with sites & functions Introduce LEAN tools to influence culture (GEMBA, Kaizan, Leader Standard Work) Collaborative organization structure - PMT Critical Organizational Behaviors driving performance and business results Continuous Improvements Leadership Visibility 13

13 Conclusion: Key Success of Human Capability Development What are the components of successful learning solutions? Sense of Urgency Leadership Support Experiential/Blended Business Performance Metrics Real business need Linked to strategy Address Capability building Solutions are designed with future in mind Business ownership Linked to leadership objectives Business leaders participate in the design and delivery Resource allocation Experiential Learning Truly blended! Targeted Fit for the need and culture Learning has clear business impact Clear metrics Enhance knowledge transfer Learning solution achieved what they set out to do 14

14 INTEGRATED SOLUTIONS FOR MANUFACTURING PERFORMANCE FINANCIAL PERSPECTI VE INCREASED PRODUCTIVITY PROFITABLE GROWTH INCREASED REVENUE CUSTOME R (SBU) PERSPECTI VE MANAGE COSTS INCREASE PRODUCTIO N REDUCE OPERATIONAL RISK SUPPORT NEW MARKET MFG FOCU S AREA (INTERNAL PROCESSE S) INCREASE EFFICIENCY Asset Utilization Energy & Sustainability Yield Improvement Fixed Cash Cost CAPEX Discipline Site Integration & Synergy IMPROVE OPERATIONAL INTEGRITY Operation Integrity Design Integrity Risk Management Process Support Equipment Strategy Regional Equipment Support SUPPORT GROWTH Support New Assets Differentiation- Support New Product Introduction Support Asset Technology Development TRANSFORMATIO N PROJECTS EHSS Transformation Project MFG Excellence Management Standards (MEMS) Strategic Awareness (Line ofsight) MFG Leadership and capabilities Cost Leadership Program No. 1 15

15 THANK YOU