09 - PD - BOK _Introduction_05282014_V3

Prévia do material em texto

28-5-2014 
09 - PD - People Development 
Book of Knowledge – Introduction – V3.0 
Training materials of the WCM Central Team 
Contains confidential proprietary and trade secrets information of CNH Industrial. Any use of this work without express written consent is strictly prohibited. 
 
World Class Manufacruting – For Internal Use Only 28-05-2014 2 
Purpose 
The purpose of the Book of Knowledge (BOK) is to capture 
the knowledge of the Pillar in theory and examples. This 
book covers the basics theory and some common standards 
of PD (Step 0). 
 
There are 4 Books of Knowledge for PD: 
1 – Introduction to PD (theory, radar charts, skill level, pillar radar chart, cluster 
radar charts and PD Systems. 
2 – Reactive PD - Tools/Methods/Examples 
3 – Preventive PD – Tools/Methods/Examples 
4 – Proactive PD – Tools/methods/Examples 
 
World Class Manufacruting – For Internal Use Only 28-05-2014 3 
Agenda 
Chapter 1 - Overview of PD with standard goals, purpose, vision, 
team selection and development, etc. 
 
Chapter 2 – Standard Radar Charts 
 
Chapter 3 - Skill Levels 
 
Chapter 4 - Pillar Radar Charts 
 
Chapter 5 – Cluster Radar Charts 
 
Chapter 6 – Competency Management Systems 
World Class Manufacruting – For Internal Use Only 28-05-2014 
Version Creator Update Items Date of publication 
Rev 1.0 Doug Stone 27 June 2013 
Rev 2.0 Doug Stone New Template 
CNHi 
13 Feb 2014 
Rev 3.0 Doug Stone Update 
standards 
29 May 2014 
Revisions 
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World Class Manufacruting – For Internal Use Only 28-05-2014 
WCM PILLARS 
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World Class Manufacturing 
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Management 
Commitment 
Clarity of 
Objectives 
Route Map 
of WCM 
Allocation of 
Highly Qualified 
People 
Time and 
Budget 
Competence of 
Organization 
Commitment 
of 
Organization 
Motivation of 
Operators 
Level of 
Expansion 
Level of 
Detail 
World Class Manufacruting – For Internal Use Only 28-05-2014 6 
Agenda 
Chapter 1 - Overview of PD with standard goals, purpose, vision, 
team selection and development, etc. 
 
Chapter 2 – Standard Radar Charts 
 
Chapter 3 - Skill Levels 
 
Chapter 4 - Pillar Radar Charts 
 
Chapter 5 – Cluster Radar Charts 
 
Chapter 6 – PD Systems and Processes 
World Class Manufacruting – For Internal Use Only 28-05-2014 
Visions, Needs, Objectives, Target 
Visions Definition: 
A “Vision” is what utopia would look like in the end. For People 
Development, it’s about Zero Human Errors, creating a learning 
culture where we learn from each other and seek out Masters of 
WCM. 
Needs Definition: 
A “Need” is why you have a People Development Pillar. 
Because you have Human Error, waste, lack a learning system 
to attack these. So this will describe the current state as a 
need. 
Objectives In this section we define the quality level of the activities in 
progress, according to the phase in which they are. These are 
activities currently taking place that we want to complete with-
in the year. 
Targets In this section we define the quantity level of the activities in 
progress. Targets are SMART and they refer to the Pillar. 
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Understanding and Setting SMART Goals 
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7 Steps of People Development 
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Step 1 
Step 2 
Step 3 
Step 4 
Step 5 
Step 6 
Step 7 
Define principles 
and priorities of 
training 
Set up an initial 
Training system for 
knowledge and 
competencies 
development 
Realize projects of 
improvement to 
save the level of 
competencies 
Set up a training 
system according to 
the competencies 
development 
Define a system for 
development and 
empowerement 
Develop 
specific 
competencies 
Ongoing 
evaluation of 
knowledge and 
competencies 
REACTIVE 
PREVENTIVE 
PROACTIVE 
World Class Manufacruting – For Internal Use Only 28-05-2014 
7 Steps of PD: STEP 1 
It’s mandatory to exstablish a fixed team to lead the People 
Development activities. The following questions have to be answered: 
 
 What are the knowledge and abilities needed by all Pillars to 
manage their activities based on the journey of each Pillar Team. 
 Where are the heaviest losses due to lack of knowledge and 
abilities? 
 What are the basic training needs of people to do their job correctly? 
 
 Safety Matrix (S-EWO), CD, QA Matrix, Breakdown Maps (EWO), 
human errors analysis and skill gap analysis help to identify critical 
knowledge and skills. Once these basic principles have been shared, 
we need to step forward to the priorization of the areas which need 
People Development interventions most. 
BUILD THE TEAM AND DEFINE TRAINING ACTIVITIES IN TERMS OF BASIC PRINCIPLES 
AND PRIORITIES 
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7 Steps of PD: STEP 2 
What competencies and knowledge (generic and specific) do 
people need to develop to do their job well? 
 
It’s important that people study and learn the knowledge deeply. 
Using Learn, Use, Teach, Inspect learning principles continuously. 
Competencies for Pillar Knowledge as well as Technical and Job 
knowledge is important as well. 
 
When what people need to learn is established, it’s also important 
how people will be trained and guided effectively. 
DEFINE A TRAINING PLAN TO DEVELOP KNOWLEDGE AND COMPETENCIES 
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7 Steps of PD: STEP 3 
Held training actions both in Manufacturing Training System (MTS) 
areas and in classrooms. 
 
Enlarge the use of TWTTP and OPL. 
 
Evaluate training costs & benefits through “investigate problems” in 
terms of cost, quality, breakdowns, NVAA, human errors etc. Basing 
on obtained results, review and develop further training actions. 
ORGANIZE A STRUCTURED TRAINING SYSTEM TO DEVELOP AND TRANSFER KNOWLEDGE 
AND COMPETENCIES AMONG PEOPLE 
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7 Steps of PD: STEP 4 
Methods used to develop and empower knowledge and competencies 
have to be analysed on a regular base and every effort has to be 
focused to implement them and eliminate problems due to lack of 
knowledge and abilities. 
Steps 1 - 4 have to be repeated to develop the level of processes 
awareness and competencies of workers. New roads have to be 
explored to quantify and evaluate the training actions results. 
Training systems have to be improved as more as possible. 
 
The training systems & contents have to be taken from a reactive 
level to a preventive level step by step. 
CHECK THE EFFECTIVENESS OF TRAINING SYSTEMS AFTER THEY’VE BEEN IMPLEMENTED, IN 
ORDER TO UPDATE COSTANTLY METHODOLOGIES & CONTENTS 
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7 Steps of PD: STEP 5 
Knowledge and abilities of people make the difference among 
companies. 
 
Create good Trainers 
 
Focus has to be directed to train people at all levels on knowledge 
and competencies more and more complex, in order to prepare the 
organization to future challenges. 
DEFINE A SYSTEM TO DEVELOP, EMPOWER AND TAKE CARE OF PEOPLE 
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World Class Manufacruting – For Internal Use Only 28-05-2014 
7 Steps of PD: STEP 6 
Take care of people development: create an organization made of 
high skilled people with strong competencies and knowledge. Create 
exception people. 
 
Identify in which business areas exists a high level of competence 
and experience.. Push experts to take the chance of money saving 
related to the improvement of those areas, to sustain the business 
through WCM methodologies. 
 
Therefore experts have to be provided with extra-knowledge in terms 
of intellectual contents. 
 
True innovation comes from this studies and efforts 
ACCESS TO AREAS OF SPECIFIC KNOWLEDGE AND COMPETENCIES RELATED TO DIFFERENT 
INTELLECTUAL CONTENTS 
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7 Steps of PD: STEP 7 
People knowledge and competencies have to be developed to: 
 
Evaluate the results of all the efforts done in terms of training. 
 
Evaluate economic benefits coming from inputs of experts. 
 
Evaluate training and development of intermediate and low level salaried. 
 
Quantify constantly the results of the investments done. 
 
Become a Learning Organization with autonomous operations 
CONTINUOUS EVALUATION 
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Why the need for People Development: 
 Because working methodologies and skills management tools are often un-reliable to ensure quality without risks and 
mistakes 
 Because skills development systems can be weak 
 Because commitment and motivation to improve can be weak 
 Sustain in a focused way the right competencies to develop other methodologies and improvements projects 
 
What is PD: 
 Assure, through a structured training system, the right abilities and skills for each workstation 
 Develop maintenance workers, and expert technicians as main drivers of training activities 
 Monitor the skills and knowledge level of all employees in order to keep progressing know-how 
 
Main activities 
 Job Cover Matrix 
 Gaps analysis and training plan development 
 Develop tools and create system of employee development 
 Set up training centers and provide with tools and equipment 
 Know-how standardization 
 
Expected results 
• Application of Quality Control: Quality indicators improvements 
• Good level of Maintenance knowledge 
• Application of Autonomous Maintainance techniques: cleaning and lubrication skills 
• Zero human errors: enlargment of working techniques as Poka Yoke 
• Incident risk reductions 
• Higher levels of motivation and commitment 
Basic Principles of PD: 
 
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World Class Manufacruting – For Internal Use Only 28-05-2014 
Number of People 
Number of People 
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Traditional Company 
WCM Company 
f e a b c d 
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Continuous Involvement 
Basic Training 
Training 
Human Error 
Management 
Focused 
Gap Analysis 
Based on: 
QA Matrix 
EWO 
S-Matrix 
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Based on: 
CD Losses 
Basic Principles of PD Related to: Involvement, Costs, Knowledge 
LEGEND 
a. Basic research 
b. Applied research 
c. Product Development & design 
d. Process Engineer (pre-production) 
e. Process Engineer (improvement) 
f. Operator 
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World Class Manufacruting – For Internal Use Only 28-05-2014 
Safety 
Breakdowns 
QA Matrix 
TWTTP MTS 
training 
center 
OPL 
SOP 
Quality 
improvements 
 
Breakdowns and 
losses trend 
analysis 
Financial 
assesment B/C 
Skill Improvement 
Training Priority Training Actions 
Evaluation of Training Standardization 
Deployment and standardization 
OPL 
Training in MTS area 
Skill Gap Analysis 
0
1
2
3
4
5
PD Pillar M ethodology (7 steps)
5S
AM TAG
5 Why+ 1H
OPL
Product Knowledge
Process Knowledge
Fmea
4M
5 Whys
ParetoHealth and Safety. Environment. M anual,
Laws and procedures
Economics
Unions Ralationship
Training
People Development
Process and Product Knowledge
WCM structure, logics, methods
Time M anagement
Communication
Sap HR
HR Tools
Cost Deployment 
0
1
2
3
4
5
2008 - 01 2008 - 02 2008 - 03 2008 - 04 2008 - 05 2008 - 06 2008 - 07
Conteggio di 2 - Competenze insufficienti - errori Conteggio di 1- Influenze esterne - Ricambi
Conteggio di 3 - Debolezza del progetto Conteggio di 4 - Manutenzione insufficiente
Conteggio di 5 - Mancata osservanza delle condizioni operative Conteggio di 6 - Mancato mantenimento delle condizioni di base
Originale/duplicato (Tutto) Linea (Tutto) OP (Tutto)
anno - mese
Dati
 
Stabilimento: Pilastro WCM: N.:
Reparto: Gamma: Approvato da: data:
Conoscenza di base Punto di attenzione Miglioramento revisione:
TITOLO: emessa da:
OPL: ONE POINT LESSON
Data formazione:
Docente:
Ricevente (nome):
Ricevente (firma):
Jesi Qualità QC_18
Off 2 – Primo tratto B1 APL-T5000 Ing. R. Parola 24/09/08
X 0
MODALITÀ DI AGGANCIO CORPO TRATTORE C. Piangerelli
APL – T5000
ANTERIORE POSTERIORE
1°
3°
UN AGGANCIO DIVERSO CAUSA 
COLLISIONE DEL CORPO TRATTORE CON 
I ROBOT 
Test to measure training 
 effectiveness 
0
1
2
3
4
5
2 0 0 8 - 0 1 2 0 0 8 - 0 2 2 0 0 8 - 0 3 2 0 0 8 - 0 4 2 0 0 8 - 0 5 2 0 0 8 - 0 6 2 0 0 8 - 0 7
T o ta le
O rig in a le / d u p lic a to ( T u tto ) L in e a (T u t to ) O P (T u tt o )
C o n te g g io d i 2 - C o m p e te n ze in s u f f ic ie n t i - e r r o r i
a n n o - m e s e
R i la s c ia r e q u i a l t r i c a m p i s e rie
Basic Principles of PD in PDCA: 
PEOPLE DEVELOPMENT METHODOLOGY 
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World Class Manufacruting – For Internal Use Only 28-05-2014 
 Skills management and training actions are based on losses, scraps and human 
errors, which are identified through Cost Deployment, QA Matrix, breakdowns 
maps, errors and gap analysis. 
 Specific competencies should be developed (training off the job and on the job) 
based on gaps. 
 Training actions have to be continually evaluated based on: training cost, costs 
due to lack of training (costs due to lack of knowledge and skills), benefits 
measurement, B/C calculation. 
 Professional roles have to be defined and optimized according to the level of 
knowledge and skills needed to attack the greatest losses defined by Cost 
Deployment, 5yr CD, and WCM Route Maps. 
 Reactive training first, then preventative training and proactive training as 
ultimate target 
Basic principles of PD: KEY POINTS 
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World Class Manufacruting – For Internal Use Only 28-05-2014 
More PD KEY POINTS 
• People Involvement and Empowerment 
• Provide everyone with basic training aligned with route maps, losses, standard job 
roles, preventive skills training. 
• Knowledge improvement –> focus: WCM methodologies 
• Skills improvement –> focus: specific professional role and production processes 
• Evaluate training effectiveness through 5 Levels of Evaluation 
• Identify losses and savings through Cost Deployment 
• Distinguish competencies into reactive, preventive and proactive 
Training is a transfer of Skill, Knowledge or Ability (SKA). 
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World Class Manufacruting – For Internal Use Only 28-05-2014 
Basic principles of PD 
REACTIVE 
TRAINING 
PREVENTIVE 
TRAINING 
Reactive Training is based on the 
know-how (SKA) to attack problems 
that currently exist, typically the 
problems causing the largest losses. 
Preventive Training is based on 
longer term analysis of 
problems that existed and 
setting up training to ensure the 
problems do not re-occur. 
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World Class Manufacruting – For Internal Use Only 28-05-2014 
UNDERSTAND 
THE WCM PRINCIPLES (See 
Training Library) 
WCM APPLICATIONS 
FOR PROBLEM SOLVING 
BASIC KNOWLEDGETO UNDERSTAND 
THE JOB 
BASIC SKILLS 
TO DO THE JOB 
SKILLS 
KNOWLEDGE 
Basic principles of PD 
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World Class Manufacruting – For Internal Use Only 28-05-2014 
APPLICATIONS 
WCM APPLICATION 
FOR PROBLEM SOLVING 
KNOWLEDGE/COMPETENCIES 
REQUIREMENTS 
TRAINING ON WCM HAS TO BE ORGANISED USING A HIGH LEVEL OF 
SAMPLES OF STANDARDIZED PRACTICES AND SPECIFIC APPLICATIONS 
OF THE METHODOLOGIES 
 KEEP IN TOUCH WITH THE REALITY OF PRODUCTION 
 
 TEACH THAT WCM IS NOT JUST THEORY, BUT THE FOUNDATION 
OF PROMBLEM SOLVING AND CONTINOUS IMPROVEMENT. 
 
 TEACH THAT SOLUTIONS SHARING & EXTENSION IS 
FUNDAMENTAL 
Basic principles of PD 
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STAFF COMPETENCIES 
Knowledge 
Skills 
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DON’T’ FORGET TO INCLUDE ALL STAFF, EVEN IF NOT PART OF A PILLAR. 
Basic principles of PD 
World Class Manufacruting – For Internal Use Only 28-05-2014 
STAFF COMPETENCIES 
Knowledge 
Skills 
Safety Workplace organization Logistics
WCM principles WCM principles WCM principles
Safety standards and countermeasures 5S Materials clasification
Ergonomics principles Materials clasification Management of materials flow
Environmental protection principles Packing logics and container management Internal transport - principles and logics
Identification and assessment of risks Time and method - Work analysis, Muri, Mura, Muda External transport - principles and logics
Tools of measurement (S matrix, Heinrich pyramid) Problem Solving tools (Kaizen) Safety and ergonomics
Analytical tools (root cause analysis, 5 Why´s, TWTTP) Safety and ergonomics Evaluation of stock level, delivery frequency and delivery time
Problem Solving tools (Kaizen) Visual Management (OPL, SOP, etc.) Logic of warehousing (FIFO, packing)
5S Quality principles ,product knowledge Packing logics and container management
Visual Management (Safety OPL, Safety Cross etc.) Logistics EEM
Safety audits (Quick, SMAT) Value Stream Mapping WCM principles
Cost Deployment Process FMEA and projects
WCM principles Professional Maintenance Data collection for project management (check list, MP info)
A Matrix (assessment of losses) WCM principles Project's costs analysis (IC, RC, LCC)
B Matrix Machines and equipment clasification Project management using 7 steps EEM
C Matrix (assessment of economic impact - costs of losses) Breakdowns deployment Development of HR potentials
D Matrix MTTR, MTBF and TBTCF indicators WCM principles
E Matrix Machine Ledger (machine logbook), components clasification Gap analysis
F Matrix Recovery of machine basic conditions Education and Training needs analysis
G Matrix Knowledge and application of EWO Training Plan
Projects assessment Problem solving tools, SMP Education and Training tools
Focused Improvement Breakdown analysis Communication tools
WCM principles Planning of periodic maintenance cycles and time schedules Human Error Management (TWTTP, Root cause analysis)
Cost Deployment 5S Multitask Matrix (3x3x3 concept etc.)
Problem analysis tools Spare parts management Environment
Problem Solving tools (Kaizen) Quality Control WCM principles
Advanced Kaizen methods (DOE, Taguchi, Anova, etc.) WCM principles Knowledge of company environmental policy
Projects assessment QA matrix Environmental risks evaluation
Autonomous Maintenance Process FMEA Standards and law requirements
WCM principles QC Problem Solving (Kaizen) Measurements and analysis of inputs and outputs
5S Problem Solving tools (4M, 5W+1H, 5 Why´s) Technical countermeasures
Anomalities continuous identification and signaling (TAG) Quality Maintenance (PPA, X matrix, QM Matrix, 5 questions for zero defects) Environmental audit
Machines cleaning and inspection Visual Management
EWO application SPC (Cp, Cpk, histograms, check-lists and control charts )
Problem Solving tools (Kaizen) Poka Yoke
CILR calendar Advanced Kaizen methods (DOE, Taguchi, Anova, etc.)
Visual Management 
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DON’T’ FORGET TO INCLUDE ALL STAFF, EVEN IF NOT PART OF A PILLAR. 
Basic principles of PD 
World Class Manufacruting – For Internal Use Only 28-05-2014 
OPERATORS COMPETENCIES 
TRAINING FOR DIRECT & INDIRECT OPERATORS 
Knowledge 
Skills 
ALL OPERATORS INVOLVED IN ACTIVITIES
WCM principles
Safety and ergonomics
Problem analysis tools
Problem Solving tools (Kaizen)
5s
Poka Yoke
Visual Management (OPL, sketches, Visual Aids, etc)
Safety Model Area Professional Maintenance
Safety Visual Management (Safety OPL, Safety Cross etc.) MTTR, MTBF and TBTCF indicators
Safety audits (Quick, SMAT) Machine Ledger (machine logbook), components clasification
AM Model Area Recovery of machine basic conditions
Anomalities continuous identification and signaling (TAG) Knowledge and application of EWO
Machines cleaning and inspection SMP
CILR calendar Breakdown analysis
WO Model Area Periodic maintenance cycles and time schedules
Muri, Mura, Muda Logistics Model Area
SOP Internal transport - principles and logics
kanban, Two bins and call methods External transport - principles and logics
Gondel Area and Strike zone Logic of warehousing (FIFO, packing)
Minimun material handling Packing logics and container management
Environment Model Area Quality Control
Recycling principles QA matrix
Energy recovery principles PDCA Cycle
Environmental audit Process capability study method (Cp, Cpk)
SPC ( histograms, check-lists and control charts )
27 
Basic principles of PD 
WARNING!! 
THE OPERATORS RADAR CHARTS HAVE TO 
BE FILLED WITH SKILLS REQUIRED TO DO 
VALUE ADDING OPERATIONS ALONG THE 
ASSEMBLY LINES 
World Class Manufacruting – For Internal Use Only 28-05-2014 
BEHAVIOUR REQUIREMENTS 
Execution 
ability Problem 
Solving 
ability 
Human 
Relation 
Behaviour. 
Involvement 
Team work 
PLANT MANAGER & STAFF OPERATORs 
LEVELS 
High 
Medium 
Low 
Basic principles of PD 
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World Class Manufacruting – For Internal Use Only 28-05-2014 
PROBLEM 
SOLVING Ability 
 
- Find & define 
problems 
- Solutions 
Analytical abilities Look at problems, anlysis and find the key to solve them 
Ability in data storing Collect all the infos to solve the problems 
Planning ability Set up schemes of necessary processes & define correct procedures to solve problems 
Ability of solutions building 
To solve problems, the correct contromeasure has to be chosen according to priority and urgency, then has 
to be implemented 
HUMAN 
RELATIONS 
 
- Influence on 
others 
- Self Control 
Self awareness Attitude to listen and to accept several opinions 
Stress management ability 
Ability of mantaining mental balnce and go for problems resolution in conditions of strong stress and with 
limited time available 
Ability to understand others Listen to colleagues opinions, analyze them and try to be cooperative 
Ability to persuade 
Communicate his/her own opinion to others in a correct way and, if it is different from the main one, try to 
persuade others. 
Ability to understand 
situations 
Check fastly the team energy and involvement and its psycological process of development, then try to feed 
it 
Leadership Definire objectives and roles of the team and lead the team coordinating different opinions 
EXECUTIVE 
ABILITY 
 
- Focused 
- Ongoing 
Positive attitude To be the first to face new problems and new situations 
Decision taking Take fast decisions when there are not enough infos to take decisions 
Energy Energy in facing problems, find high level target and take it as a challenge 
To be costant To keep costant and active at an high leve, through problem solving processes 
PLANT MANAGER & STAFF Behaviors 
Basic principles of PD 
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WCM Behaviors and the PLM Model 
Basic principles of PD 
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World Class Manufacruting – For Internal Use Only 28-05-2014 
OPERATOR Behaviors 
PARTECIPATION 
 
-Responsabilities 
 taking 
- Positive attitude 
 
Quality Understand Quality issues,Quality procedures and responsabilities to keep security safe 
Scraps reduction Show positive approach to reduce costs and scraps 
Flexibility Skill gaps have been found: will of growing up and developing in his/her professional role 
WCM activities 
improvement 
To be involved with enthusiasm in WCM activities 
TEAM WORKING 
 
- Understand others 
- Influence on team 
- Influence on 
others 
Shared targets Work actively to reach team targets 
Availability to help Availability to help and support other team members 
Knowledge sharing To be able And willing to share his/her own knowledge with others 
Show respect Show respect to other team members and colleagues 
Support to team decisions Support team decisions and work following them 
Good communication 
skills 
Communicate his/her own opinion to others in a correct way and, if it is different from the main one, try to 
persuade others. 
 
BEHAVIOUR 
 
- Concentration 
- Care 
Commitment 
Show commitment focused on reaching targets. To have technical and behavioural skills required to deliver 
the job 
Discipline 
To be disciplined in his/her own job. To ask for supervision and show others they can caount on his/her job 
and support 
Presence To have a positive approach to the precence 
Security Understand security issues, security precedures and to be aware of responsabilities 
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Basic principles of PD 
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Basic principles of PD 
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Agenda 
Chapter 1 - Overview of PD with standard goals, purpose, vision, 
team selection and development, etc. 
 
Chapter 2 – Standard Radar Charts 
 
Chapter 3 - Skill Levels 
 
Chapter 4 - Pillar Radar Charts 
 
Chapter 5 – Cluster Radar Charts 
 
Chapter 6 – PD Systems and Processes 
World Class Manufacruting – For Internal Use Only 28-05-2014 
Radar Chart – Definition 
Description 
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1 5G 
2 5W + 1H, 5Why 
3 7 WCM tools 
4 PD step 1 
5 PD step 2 
6 PD step 3 
7 E & T method and tools 
8 E & T 
9 Involvement of people 
10 Good communication system 
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11 PD step 4 
12 Efficient and effective education 
13 Efficient and effective training 
14 E&T standardization 
15 Root causes 
16 Preventive measures 
17 Gap analysis 
18 Absenteeism management 
19 Suggestion system 
20 Recognition and rewarding system 
P
ro
ac
ti
ve
 
21 Behavioral requirements for staff 
22 Improve staff behavior 
23 Behavioral requirements for operators 
24 Improve operator behavior 
25 Classification of staff 
26 Classification of operators 
27 PD step 5 
28 PD step 6 
29 PD step 7 
30 Correct evaluation 
• Radar Chart is the tool used to visualize the results of the 
individual competency evaluation process showing the 
original level, actual level and required level of knowledge. 
• It is a tool used to visually identify the gaps between 
required and current level of competencies ini order to 
determine training and/or development plans that close the 
gaps. 
• The Radar Chart is used for WCM, technical and behavioral 
competencies assessments. 
• This example is for the PD Pillar Team 
34 
World Class Manufacruting – For Internal Use Only 28-05-2014 
My Name 
•Logisics Mgr 
& Pillar Leader 
Alexander Smith 
•Logistics Support 
Christina Smith 
•Procurement & 
Demand Planning 
Nina Smith 
•HR Manager 
& PD Pillar Leader 
Stefan Smith 
•Warehouse Manager 
Andreas Smith 
•Assembly Manager 
WO Pillar Leader 
35 
Example of the Logistics Pillar Team 
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Target 
Actual 
2010 
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Leader 
Core-team 
Extended- Team 
• Click on the textboxes or on the appearing SmartArt Box, to 
ecit the names & funtions of your team 
• Click on Picture Icons to chose the picture, which will be then 
inserted/fitted automatically! 
• Paste the Radar Charts, which you can copy from the Radar 
Chart Excel File, into the Presentation  “Paste as Picture”! 
• Make sure, that all Radar Charts can be read on the slides 
• For the Big Radar Chart on the right side, use the Total Team 
Radar Chart (Team Average) 
•Also include Team Maximum radar chart, this can be on 
the preceeding slide. 
World Class Manufacruting – For Internal Use Only 28-05-2014 
Project Leader Certification: 
Start: ____________ Finish:______________ 
Trainer/Coach Certification: 
Start _____________Finish:______________ 
PD Pillar Leader Signoff: 
Start:_____________ Finish: _____________ 
 
Project Close Date: ________________ 
 
 
 Project leader initials at start of Project to validate proper 
skills/methods needed and at the finish of the project for gap 
closure based on observation and results. Trainer/Coach/PD Pillar 
Leader Certification is to validate gap closure in training system. 
 
Gemba Project Board Radar Chart 
36 
World Class Manufacruting – For Internal Use Only 28-05-2014 
Photo of Team 
Member 
Radar Chart showing 
Start of Project skill 
levels, Target Levels 
for Project, and 
Finish skill level after 
project completed. 
Don’t forget a key 
explaining colors. 
Gemba Project Board Radar Chart 
37 
World Class Manufacruting – For Internal Use Only 28-05-2014 
If the 
trainer/coach is 
different than 
the Project 
Leader then 
have their radar 
chart displayed 
as well. 
If the trainer/coach is 
different than the Project 
Leader then have the 
Trainer/Coach radar 
chart displayed as well. 
Gemba Project Board Radar Chart 
38 
World Class Manufacruting – For Internal Use Only 28-05-2014 
 
 
A matrix containing the Project 
Name, Pillar responsible, 
Tools/methods needed for the 
project only, list of project team 
members with Job Role and level 
of skill (Target, Start, Finish) 
A certification sign off 
box for Project 
Leader and PD 
representative. Sign 
certify correct start 
and project finish skill 
levels with Date of 
project close. 
Gemba Project Board Radar Chart 
Project Leader Certification: 
Start: ____________ Finish:______________ 
Trainer/Coach Certification: 
Start _____________Finish:______________ 
PD Pillar Leader Signoff: 
Start:_____________ Finish: _____________ 
 
Project Close Date: ________________ 
 
Project leader initials at start of Project to validate proper 
skills/methods needed and at the finish of the project for gap 
closure based on observation and results. Trainer/Coach/PD Pillar 
Leader Certification is to validate gap closure in training system. 
 39 
World Class Manufacruting – For Internal Use Only 28-05-2014 40 
Agenda 
Chapter 1 - Overview of PD with standard goals, purpose, vision, 
team selection and development, etc. 
 
Chapter 2 – Standard Radar Charts 
 
Chapter 3 - Skill Levels 
 
Chapter 4 - Pillar Radar Charts 
 
Chapter 5 – Cluster Radar Charts 
 
Chapter 6 – PD Systems and Processes 
World Class Manufacruting – For Internal Use Only 28-05-2014 
Skill Levels (Radar Chart 1-5) 
41 
5 
4 
3 
2 
1 
He /She does not know - Lack of knowledge and 
understanding of theory, process, and operation or 
deployment. 
 
He /she knows, but is not able to apply (Knowledge) - 
Knowledge of theory, process and operation , but not of 
practical application. 
 
He/she know,is able to apply, but not well 
(Application) - Knows how to do, but actions are not 
confident or reproducible. Able to apply under supervision. 
 
He/she is able to teach (Specialization) - Knowledge is 
such as to be able to train others. Knows how to explain 
the reasons for the operations performed and how to 
transmit skills. 
He/she is able to do well (Expert) - Knows the subject 
thoroughly, and able to perform relevant at any time and 
situation, according to specific requirements. 
 
World Class Manufacruting – For Internal Use Only 28-05-2014 
Certifying Each Level 
42 
5 
4 
3 
2 
1 
He /She does not know - Lack of knowledge and 
understanding of theory, process, and operation 
or deployment. No certification required. 
 
He /she knows, but is not able to apply 
(Knowledge) - Knowledge of theory, process and 
operation , but not of practical application. 
 
1 
2 
Certification of the Skill Level 2 is satisfied 
through pre/post written testing. In some 
cases such as Structured OJT, certification 
of Level 2 (Knowledge) and 3 (Application) 
can happen using the 4 Step method at the 
same time. 
World Class Manufacruting – For Internal Use Only 28-05-2014 43 
He/she know, is able to apply, but not well 
(Application) - Knows how to do, but actions are 
not confident or reproducible. Able to apply under 
supervision. 
 
5 
4 
3 
2 
1 
3 
The application level (level 3) for certification requires a structured approach of practical 
evaluation performance to standards. Training standards for the application level can be 
checklists, SOP, and Task Training Standards with objective criteria. 
In Structured OJT, Task Training Standards, SOP/OPLs, other work process standards. 
In Formal Project activities, specific checklists covering application and attitudes are 
measured. 
Certifying Each Level 
World Class Manufacruting – For Internal Use Only 28-05-2014 
Measurement System to Certify Levels 
44 
He/she is able to do well (Expert) - 
Knows the subject thoroughly, and able 
to perform relevant at any time and 
situation, according to specific 
requirements. 
 
4 
5 
4 
3 
2 
1 
For Structured OJT, expertise comes with experience and wisdom. This implies that Skill Level 4 should 
be certified after the trainee has performed successfully (to the standard) a number of times or time 
period. This is different for every task that needs to be trained and should be determined by the 
supervisor (Structured OJT). 
For formal/project learning, expertise comes with achieved results. This implies that some KPI or 
measurable outcome should be demonstrated. 
World Class Manufacruting – For Internal Use Only 28-05-2014 45 
5 
4 
3 
2 
1 
 Recommended by Supervisor 
 Achieve 4 Skill Level on Task to be trained. 
 Successfully completed the OJT Train-the-Trainer course 
or Facilitator Course. 
 Perform successful training measured by trainer 
evaluation. 
 How trainee has performed on Pre/Post/Results 
Certifying Each Level 
5 
He/she is able to teach 
(Specialization) - Knowledge is such 
as to be able to train others. Knows 
how to explain the reasons for the 
operations performed and how to 
transmit skills. 
World Class Manufacruting – For Internal Use Only 28-05-2014 46 
Agenda 
Chapter 1 - Overview of PD with standard goals, purpose, vision, 
team selection and development, etc. 
 
Chapter 2 – Standard Radar Charts 
 
Chapter 3 - Skill Levels 
 
Chapter 4 - Pillar Radar Charts 
 
Chapter 5 – Cluster Radar Charts 
 
Chapter 6 – PD Systems and Processes 
World Class Manufacruting – For Internal Use Only 28-05-2014 
Pillar Team Radar Charts 
47 
• Each WCM Pillar Team has a standard radar chart 
covering 10 Reactive, 10 Preventive, and 10 
Proactive Tools/Methods 
• It is the job of PD to ensure that targets are set and 
aligned annually with CD and route map needs. 
• It is the job of PD to ensure gaps to target are 
closed JIT and evaluation of the effectiveness and 
efficiency of the training. 
• It is the job of the Pillar Leader to ensure the correct 
targets are identified in partnership with CD, FI and 
PD. 
• Evaluate regularly targets and gaps. 
 
World Class Manufacruting – For Internal Use Only 28-05-2014 48 
Agenda 
Chapter 1 - Overview of PD with standard goals, purpose, vision, 
team selection and development, etc. 
 
Chapter 2 – Standard Radar Charts 
 
Chapter 3 - Skill Levels 
 
Chapter 4 - Pillar Radar Charts 
 
Chapter 5 – Cluster Radar Charts 
 
Chapter 6 – PD Systems and Processes 
World Class Manufacruting – For Internal Use Only 28-05-2014 
Plant 
Manager 
Pillar Leaders / 
Management 
Team Members 
Team Leaders 
Supervisors 
Specialists 
People Development through Clusters 
49 
World Class Manufacruting – For Internal Use Only 28-05-2014 
Plant 
Manager 
Pillar Leaders / 
Management 
Specialists 
Supervisors 
 
Strategic decision makers, have the forward-looking, cost-consciousness of the plant. Starting 
from the problems of factory cost deployment, strategic decision-making, setting objectives and 
targets (route map) of the plant. Define the organization, ie allocating people with the right skills 
in the right positions (columns). They speak the language of money, costs and savings. 
First pillar and leader levels. Tactical decision-makers have the ability to "see the 
problems", that area only to see them in order to choose the right methods and tools to 
deal with. Define objectives and targets at each pillar. They choose people with the 
right skills to tackle the problems, mobilize resources, oversee the activities of pillar. 
They are responsible for the results of the post, its depth and extent. They can be 
trainers. They speak the language of the KPI. 
Specialists “see the problems”, choose people with the right skills to tackle 
the problems, mobilize resources, oversee the activities of business unit. They 
are responsible for the results of the projects and impact on the KPI. They can 
be trainers. They speak the language of the KPI and specific problems of the 
factory. They are the specialists of each pillar, holding the specific know how. 
Leader of many activities and sites, spread the knowledge and methodology 
WCM through specific and targeted training activities. Supervisors are the 
leaders at this level. They monitor progress and ensure the correct application 
of the method. Zero optimum and their Ldrship. Chasing the roots causes of 
problems and seek countermeasures to eliminate them. They watch, scanning 
the problem, analyze it with detail and precision, to go and find out what is not 
apparent at first sight. They speak the language of the specific problems of the 
factory and concrete measures to solve practically. 
 50 
World Class Manufacruting – For Internal Use Only 28-05-2014 
Team Members 
Team Leaders 
Leader of site / project, are responsible for concrete, day by 
day activities of the WCM-level line of position. Are the 
speakers of the WCM, are coaching on the job, spread the 
methodology through its own example, by motivating, 
managing and constantly following the team. Together with the 
specialists, seek countermeasures to the root causes of the 
problems, through careful, detailed, in depth, rigorous problem 
solving. 
Those who bring, in practice, the activities of sites / projects. 
Even at this level, and can be identified through an intersection 
of evaluation technique and a behavioral ones more proactive 
(especially team leaders) are able to spread the method WCM 
through good practice and example. 
51 
World Class Manufacruting – For Internal Use Only 28-05-2014 52 
Analysis/Synthesis/Evaluation 
Application/Analysis/Synthesis/Evaluation 
Comprehension/Application/Ana
lysisKnowledge/Compreh
ension/Application 
Knowledge/App
lication 
• Evaluation: appraise, argue, assess, attach, 
choose compare, defend estimate, judge, 
predict, rate, core, select, support, value, 
evaluate. 
• Synthesis: arrange, assemble, collect, 
compose, construct, create, design, develop, 
formulate, manage, organize, plan, prepare, 
propose, set up, write. 
• Analysis: analyze, appraise, calculate, 
categorize, compare, contrast, criticize, 
differentiate, discriminate, distinguish, 
examine, experiment, question, test. 
• Application: apply, choose, demonstrate, 
dramatize, employ, illustrate, interpret, operate, 
practice, schedule, sketch, solve, use, write. 
• Comprehension: classify, describe, discuss, 
explain, express, identify, indicate, locate, 
recognize, report, restate, review, select, 
translate, 
• Knowledge: arrange, define, duplicate, label, 
list, memorize, name, order, recognize, relate, 
recall, repeat, reproduce state. 
 
Competency Management and Blooms 
Taxonomy 
World Class Manufacruting – For Internal Use Only 28-05-2014 53 
Competency Management and Blooms Taxonomy 
Analysis/Synthesis/Evaluation 
Analysis/Synthesis/Evaluation/Applicati
on 
Analysis/Application/Compre
hension 
Knowledge/Compr
ehension/Applicati
on 
Knowledge/Co
mprehension/
Application 
World Class Manufacruting – For Internal Use Only 28-05-2014 
Plant Manager Radar Chart 
5 Levels in Plant Manager radar chart are 
slightly different than others. 
Level 1 – Does not know or demonstrate 
Level 2 – Understands what needs to be 
done but is unable or unsuccessful. 
Level 3 – Understands and can demonstrate 
with limited results 
Level 4 – Understands and continually 
demonstrates successfully 
Level 5 – Can coach other Leaders 
 
5 Levels based on coaching model, 
higher level of learning. 
54 
Plant 
Manager 
World Class Manufacruting – For Internal Use Only 28-05-2014 
Competency Model Matrix 
Provides description of: 
 Competency Definition 
 Who’s responsible to deliver learning 
 How Plant Manager gains development 
55 
Standardized targets 
can be based on 
 Audit Scores. 
Plant 
Manager 
World Class Manufacruting – For Internal Use Only 28-05-2014 
Development Plan/Checklist for Each Radar Chart 
Item 
Competency codes help 
guide the development 
through each level. 
Plant 
Manager 
56 
World Class Manufacruting – For Internal Use Only 28-05-2014 
Job Role Radar Chart - Manager 
57 
World Class Manufacruting – For Internal Use Only 28-05-2014 58 
Production Engineer/ME 
Specialists 
Supervisors 
Pillar Leaders / 
Management 
World Class Manufacruting – For Internal Use Only 28-05-2014 
Job Role Radar Charts 
59 
Engineer Name: JOSÉ MOREIRA GONÇALVES Registry: 7180
Department: ENGENHARIA LOGÍSTICA
Graduation Area: Industrial / Production
Level Tool/Method Pillar Jun 2013 Dec 2013 Target Dif Jun Dif Dec
Reactive 1. 5G Safety 3 4 4 1 0
Reactive 2. 5W + 1H, 5Why Safety 5 5 4 -1 -1
Reactive 3. 7 WCM tools Safety 3 4 4 1 0
Reactive 5. The principle of Heinrich pyramid Safety 1 1 2 1 1
Reactive 6. S-Matrix Safety 1 1 2 1 1
Reactive 5. Causal/resultant losses Cost Deployment 2 2 2 0 0
Reactive 6. A, B and C matrices Cost Deployment 1 1 2 1 1
Preventive 7 IE Tools Focused Improvement 1 3 4 3 1
Preventive Cp, Cpk, QM matrix, 5CF0D Focused Improvement 3 3 2 -1 -1
Preventive QC of incoming materials Focused Improvement 2 2 3 1 1
Preventive Error proofing, fool proofing Focused Improvement 5 5 4 -1 -1
Preventive Basic PPA Focused Improvement 1 1 1 0 0
Preventive 9. VSM Focused Improvement 5 5 4 -1 -1
Preventive 10. SMED Focused Improvement 3 3 1 -2 -2
Proactive 2. Cost reduction by inductive/deductive approach: VA/VECost Deployment 1 1 1 0 0
Proactive 1. 7 QC Tools (Proactive) - 1 - Relations Diagrams Focused Improvement 3 3 1 -2 -2
Proactive 2. Theory of constraints Focused Improvement 1 1 2 1 1
Proactive 3. Separation of labor from equipment Focused Improvement 3 3 1 -2 -2
Proactive 4. Separation between operation and transportation Focused Improvement 3 3 2 -1 -1
Production Engineer - Radar Chart
World Class Manufacruting – For Internal Use Only 28-05-2014 60 
Supervisor/UTE 
Specialists 
Supervisors 
World Class Manufacruting – For Internal Use Only 28-05-2014 61 
Team Leader Development 
Team Leaders 
World Class Manufacruting – For Internal Use Only 28-05-2014 62 
Agenda 
Chapter 1 - Overview of PD with standard goals, purpose, vision, 
team selection and development, etc. 
 
Chapter 2 – Standard Radar Charts 
 
Chapter 3 - Skill Levels 
 
Chapter 4 - Pillar Radar Charts 
 
Chapter 5 – Cluster Radar Charts 
 
Chapter 6 – PD Systems and Processes 
World Class Manufacruting – For Internal Use Only 28-05-2014 
Basic principles of PD: 
Skills & knowledge Data Base 
63 
World Class Manufacruting – For Internal Use Only 28-05-2014 
Training Management System 
64 
• The Training Management System is 
currently the database used to 
manage all training activity in US & 
Canada. 
 
World Class Manufacruting – For Internal Use Only 28-05-2014 
Enterprise Applications of SABA 
1. Learning and Development – LMS, Social Learning, Mobile Learning, 
Learning Content Management, Publishing Tools 
2. Talent Management and Planning – Goals/Objectives, Performance 
Review/Appraisals, Social Performance, Succession Planning, 
Workforce Planning, Compensation 
3. Testing and Assessment 
4. Online Collaboration 
5. Enterprise Social Networking 
6. WCM PD Training Management 
 
SABA 
CURRENTLY BEING ROLLED OUT 
GLOBALLY to support WCM PD 
65 
World Class Manufacruting – For Internal Use Only 28-05-2014 
Job Cover Matrix (3 x 3 x 3) 
• A system has to be in place to ensure 
coverage of manufacturing processes with 
qualified people. The Job Cover Matrix is a 
tool used to visually show the coverage by 
process. 
• The depth of coverage is based on 3 
numbers. 
 First number: Each worker is qualified 
to perform in ## of work 
stations/processes. 
 Second number: Each 
station/process has ## of qualified 
workers 
 Third number: At least ## workers are 
qualified on all stations/processes. 
• The number is based on a combination of 
absenteeism and complexity/takt time of the 
process. Each Plant should determine the 
proper coverage needed. 
 
66 
World Class Manufacruting – For Internal Use Only 28-05-2014 
Task Training Standard 
67 
• A Task Training Standard is a tool 
used to train a skill on the production 
floor. 
• It has 4 main components; Objective, 
Important Steps, Key Points, and 
Reasons. 
• Best used for critical, quality, safety 
training objectives to create a more 
effective learning process with 4 Step 
method training. 
 
World Class Manufacruting – For Internal Use Only 28-05-2014 
Candidate is identified 
by assessing technical 
skills & behavioral 
attributes which is 
verified thru the 
coaching process. 
(Must have attained 
Level 4 in 
skill/knowledge to be 
trained and 
recommended by 
Supervisor) 
 
Candidate is engaged in the 
following activities: 
 
* Understanding of Whole-Part-
Whole teaching process 
* Understanding of adult learning 
principles (Laws of Learning) 
* Understanding of teaching aids 
classroom layout and movement 
* Understanding of Training 
Objectives 
* Identification of proper methods 
and tools needed for training 
* Training texts are developed 
including pre and post 
assessments (Part of LUTI) 
* Understanding trainee feedback 
and using feedback to refine 
training 
* Evaluate assessment results & 
identify next steps 
 
 
Trainer candidate 
develops and 
leads Pilot 
Classes 
(Observation) 
 
(Feedback 
provided) 
 
Trainer candidate 
develops and 
leads a defined 
number of 
practical classes 
with real trainees 
& meets 
expectations – 
results driven 
 (Application)Complete evaluation 
certification at Level 5 
Competency if results are 
within acceptable guidelines 
IDENTIFY 
DEVELOP 
EXHIBIT LEAD CERTIFICATION 
WCM Facilitator Certification Process 
Skill Level 2 Skill Level 3 Skill Level 4 Skill Level 5 
68 
World Class Manufacruting – For Internal Use Only 28-05-2014 
Candidate is identified 
by assessing technical 
skills & behavioral 
attributes which is 
verified thru the 
coaching process. 
(Must have attained 
Level 4 in 
skill/knowledge to be 
trained and 
recommended by 
Supervisor) 
 
Successful completion of 
OJT Train-the-Trainer 
Course containing: 
 
* Understanding of 4 Step 
Method teaching process 
* Understanding of adult 
learning principles (Laws of 
Learning) 
* Understanding of Training 
Objectives 
* Identification of proper tools 
needed for training 
* Training materials/ task 
training standards are 
developed and used as 
needed. 
* Evaluate assessment results 
& identify next steps 
 
 
Trainer candidate 
develops and 
leads Pilot 
Classes 
(Observation) 
 
(Feedback 
provided) 
 
Trainer candidate 
leads a defined 
number of 
practical classes 
with real trainees 
& meets 
expectations – 
results driven 
 (Application) 
 
Complete evaluation level 
certification at Level 5 
Competency if results are 
within acceptable guidelines 
IDENTIFY 
DEVELOP 
EXHIBIT LEAD CERTIFICATION 
OJT Trainer (4 Step) Certification Process 
Skill Level 2 Skill Level 3 Skill Level 4 Skill Level 5 
69 
World Class Manufacruting – For Internal Use Only 28-05-2014 
Continuous Improvement Model for Training 
Development 
1. Gap 
Analysis 
2. Create 
CRO 
3. Design 
Assessmen
t 
Instrument 
(SKA) 
4. Design 
Training (ILT, S-
OJT, Blended) 
5.Developing 
Good Trainers 
(ILT/OJT) 
6. Deliver 
Training 
7. Evaluate 
Effectiveness 
70 
World Class Manufacruting – For Internal Use Only 28-05-2014 
What is a suggestion? 
Suggestion (also called improvement proposal) “is an idea, formalized in the locally defined 
form, proposed by hourly people (bottom-up approach) that improves the current 
situation, in terms of safety, quality, cost or other; this means an improvement of the 
current standard of working. This can be done autonomously by the operators, or during 
a systematic WCM project approach (e.g. WO project step 2).” 
Are NOT considered as a suggestion, any issues raised, to restore the current situation to 
the standard. E.g. Tag to fix a broken lamp. So WO, AM, PM, Safety tags are excluded if 
they only mark a restore-to-standard condition. 
A suggestion, can become a QK, SK, MK, AK or WCM project depending on the complexity 
to solve it. In any case it can only be counted once. Remember that in Japan, a lot of 
suggestions are very simple improvement ideas, implemented directly by the production 
operators (e.g. small re-layouts on a workbench, moving of a tape to safe space, etc…), 
so in a lot of cases a QK (problem solving, involving other people) is not needed. 
 
71 
World Class Manufacruting – For Internal Use Only 28-05-2014 
TRAINERS 
CERTIFICATION 
 
RESULTS 
The suggestion system should be enhanced and demonstrate high level of 
involvement and quality of the suggestions. That requires a fine tuning of the 
system (initiated before) based on the results achieved so far. 
 
 
Evaluation 
of the 
suggestion 
Evaluation team 
Valid idea 
Not valid idea, 
unrealizable, 
already presented 
Receives a formal 
notice through a 
letter in which the 
Plant communicates
 the points 
Collect the 
idea in a data 
base and 
prepare a 
communication 
letter to be 
give n to the 
operator 
Evaluation team Operator 
Collect the idea in a data 
base and prepare a 
communication letter to be 
give n to the operator 
Evaluation team 
Operator 
Generates 
the IDEA 
Operator Operator 
Fills the sheet – 
format and 
delivers it to 
the supervisor 
 Overall flow of suggestions 
management (see step 3) 
Reserves 
the 
reward 
Suggestion System Process/Refinement 
72 
EXAMPLE 
72