A model for the development of work-based progression

routes: an employer, FE College and University

partnershipDr Alison Felce

Sandra Perks

Skills Outlook“With manufacturing and certain low-skill tasks increasingly becoming automated, the need for routine cognitive and craft skills is declining, while the demand for information-processing and other high-level cognitive and interpersonal skills is growing.”(OECD Skills Outlook 2013 First results from the survey of adult skills - Organisation for Economic Co-operation and Development 2014)

25 Years

Current Situation“There are 677,800 people of working age living in the Black Country, of which 22% are qualified to NVQ Level 4+ compared to a national average of 34%. 16% of residents have no qualifications, considerably higher than the national rate of 10%.” (Prof Ian Oakes – Board Leader BCLEP)

The partners

Employee / Learner

ZFL Vision • ZFL plan to develop an in-house ‘Training

Centre’ based on the successful Toyota model

• The Toyota centre provides “production and maintenance skills training to employees across all of Toyota’s European manufacturing operations”

Manufacturing News, Source : The Manufacturer Published : 05 Apr 2006 10:17

University of Wolverhampton Vision• A model for working in partnership to develop accredited

WBL provision• Input from ZFL to inform curriculum design in relevant

subject areas in University / College / UTC• Access to case studies to use in, and to inform, taught

curriculum developments• Short and long term placements for full-time students• Routes into NVQs / Apprenticeships / Higher

Apprenticeships for University and College learners• A robust case study for marketing and to inform future

business opportunities

Planned Outcomes

A mutually beneficial partnership in place

ZFL / University visions achieved

ZFL will have an empowered workforce able to plan their own career path and meet personal and organisational goals

Operator SetterTeam

LeaderModule Leader

SupervisorApprentice Manager Executive

Industry and / or Professional Body recognised benchmark criteria For example: National occupational standards

Professional competenciesHigher Education Qualifications Framework

NVQ or equivalent

Leadership and Management (CMI)

Hons Degree/BEng

MBA / Doctorate

Accredited Programmes and CPD opportunities

Identified career route within ZFL through defined courses and CPD

ZF LemforderTraining Centre

Concept Progression Route

What we have done:Steps to a successful skills lab

Preliminary Communicatio

n

•Determine aims and objectives•Communicate aims to employees to encourage engagement with the project

Skills Mapping

•Observation•Communication with all stakeholders•Processes•Determine skills training requirements

Training Equipment

and Material

•Design and produce practical exercises relevant to processes carried out•Produce skills “Key Point” visual material to complement practical exercises•Design self evaluation record sheets•Recruit skills trainer

Training Roll-out

•Carry out pilot study•Training sessions to be carried out on a regular basis•Gather course evaluation from trainees

Training Evaluation

•Follow up trainee evaluations•Supervisor feedback•Company KPI’s eg Accidents, Absence, Quality, Defect Reporting•Award Achievement to recognise success

Trainees using the fundamental skills training Centre. Interaction is strongly encouraged to promote the sharing of best practice. We have trained in excess of 220 employees to date.

Skills Lab at ZF Lemforder UK Ltd

Objective Specific target Target delivery date AchievementTraining of all Darlaston employees in fundamental skills commencing with 132 production staff 

Transition from small parts to structural parts without compromise on safety, quality, cost and delivery.

Commencement of training August 2013

To date 208 employees have completed fundamental skills training including 132 production staff

Training of all Solihull employees in fundamental skills commencing with 36 production staff

Supporting the customers schedules with 0 PPM and 0 line stops to JLR

August 2014 Fundamental Skills Training in place to coincide with recruitment plan.

Carry out further training for 11 potential setters on 3, 4 and 5 axis machining centres and assembly tables

Autonomous machine setting by Production setters on new machinery with less reliance on Engineering support

September 2014 completion All 11 candidates who commenced the training have achieved qualification with some successfully transitioning from assembly to machining processes.

To maintain a talent pipeline into the business

To recruit and develop 6 production apprentices and 6 maintenance apprentices

Ongoing 12 apprentices recruited and progressing through the qualification route. ZFL have also been the recipient of the Walsall Works Large Apprenticeship Employer of the Year Award 2013.

Implement leadership development for supervisors and junior managers

Nurture future talent for succession planning through Chartered Management Institute (CMI) delivered by UoW

September 2014 completion 9 CMI trainees awarded Level 5 Diploma qualification.

Senior Management Leadership and Development Programme

Lead and manage business change whilst maintaining employee engagement

October 2014 22 Senior and middle managers currently undergoing a professional development programme

Targets and Results

Capital Investment – Phase 1• Capital Investment for Phase 1 of the project consists

of:• £12K material cost for Darlaston Fundamental Skills

training centre• £5K material cost for Solihull Fundamental Skills

training centre• Salary costs for University of Wolverhampton graduate• £19K NVQ Level 2 Performing Engineering

Operations for potential machine setters• £12.5K CMI Leadership Development Programme• £12K Senior Management Leadership Programme

Achievements• Graduate in post• Darlaston Skills Lab• Solihull Mezzanine Skills

Area• Positive evaluation• TS16949 feedback• Lab visits• UoW Open Days• NVQ in PEO• CMI Leadership course –

VIP Implementation

• Management development• Apprenticeships• Placements • TQM Entry

Benefits• Positive employee feedback• Reduction in lost time accidents• Improved employee perception of standard

work• Improvement in defect management• Tangible examples of improved systematic

visual inspection techniques• Support for transition of skill flexibility• Broader employee awareness of products and

processes

Model for Collaboration

Concept Model

Is it repeatable?

A context-engaged approach

Consultancy basis

ConsultancyEngagement with organisation

• Key person to take ownership

Establishing vision• The medium / long-term goal• Agreement of a two-year plan

Internal promotion• Empowering individuals

Supporting delivery

Contract• Protecting IP etc

Summary• Employers experiencing a skills shortage which is

hampering economic recovery.• Partnership formed to develop work based progression

route into FE and HE.• Enabled ZFL to achieve transition in production with an

empowered workforce and to develop talent within the company.

• Valuable case study for the development of WBL and placements for students.

• Opportunity to implement the model across other industries.

• Further research into collaborative models and methods of delivery.

Questions & Discussion