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Begg

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    • 1. Engineering Education 2006 Alan Begg CEO, The Automotive Academy
    • 2. Outline of Talk <ul><ul><li>The Automotive Industry in the UK </li></ul></ul><ul><ul><li>The Automotive Academy </li></ul></ul><ul><ul><ul><li>Background, aims and objectives </li></ul></ul></ul><ul><ul><ul><li>Academy programmes </li></ul></ul></ul><ul><ul><ul><li>Delivery, accreditation and standards </li></ul></ul></ul><ul><ul><ul><li>Industry commitment </li></ul></ul></ul><ul><ul><ul><li>Structure and progress </li></ul></ul></ul><ul><ul><ul><li>The future </li></ul></ul></ul>
    • 3. The UK Automotive Industry <ul><ul><li>When MG Rover collapsed it was 3% of UK production </li></ul></ul><ul><ul><li>We make nearly 2M vehicles per year </li></ul></ul><ul><ul><li>The UK hosts more major car manufacturers than any other country Nissan, Honda, Toyota, BMW, Ford, GM, Peugeot and VW </li></ul></ul>Do we still have one?
    • 4. The UK Automotive Industry
    • 5. The UK Automotive Industry <ul><ul><li>10% of total UK manufacturing </li></ul></ul><ul><ul><li>10% of visible exports </li></ul></ul><ul><ul><li>Exports to Europe, USA and even Japan! </li></ul></ul><ul><ul><li>Employs 750,000 people (both manufacture and retail) </li></ul></ul>Do we still have one? Alive and well – and critical to the health of the UK!
    • 6. The Automotive Academy - Origins <ul><li>DTI Automotive Innovation and Growth Team </li></ul><ul><ul><li>1 st conclusion </li></ul></ul><ul><ul><ul><li>UK auto industry is 25% less productive than competitors </li></ul></ul></ul><ul><ul><ul><li>Partly due to skills weaknesses from shop floor to boardroom </li></ul></ul></ul><ul><ul><ul><li>Set up an “Automotive Academy” to fix this </li></ul></ul></ul><ul><ul><li>Automotive Academy established in 2003 / 04 as partnership between Government and industry with £12M of DTI funding </li></ul></ul>
    • 7. Academy Vision <ul><ul><li>Led by industry, supported by Government </li></ul></ul><ul><ul><li>Promotes globally competitive training </li></ul></ul><ul><ul><li>Is for all – </li></ul></ul><ul><ul><ul><li>Shop floor to boardroom </li></ul></ul></ul><ul><ul><ul><li>Small companies to large vehicle manufacturers </li></ul></ul></ul><ul><ul><li>Guarantees the quality of delivery </li></ul></ul><ul><ul><li>Is not for profit and totally objective </li></ul></ul>
    • 8. Academy Board Members <ul><li>Hein van Gerwen </li></ul><ul><ul><li>MD, Toyota Motor Manufacturing (UK) </li></ul></ul><ul><li>Harald Kr üger </li></ul><ul><ul><li>MD, BMW Hams Hall </li></ul></ul><ul><li>Bob Morgan </li></ul><ul><ul><li>Divisional CEO, McKechnie Industrial Fasteners </li></ul></ul><ul><li>Christopher Macgowan </li></ul><ul><ul><li>CEO, SMMT </li></ul></ul><ul><li>David Hodgetts </li></ul><ul><ul><li>Director of Planning and Business Administration </li></ul></ul><ul><ul><li>David Way </li></ul></ul><ul><ul><li>Director of Skills </li></ul></ul><ul><li>TM </li></ul><ul><li>Joe Greenwell (Chair) </li></ul><ul><li>Vice President, Gov’t Affairs, PAG and Ford Europe </li></ul><ul><li>Mike Baunton </li></ul><ul><ul><li>VP Europe, Africa and Middle East, Operations and Product Development, Caterpillar Inc </li></ul></ul><ul><li>Graham Broome </li></ul><ul><ul><li>CEO, SMMT Industry Forum </li></ul></ul><ul><li>Ben Rimmington </li></ul><ul><ul><li>Director, DTI Automotive Unit </li></ul></ul><ul><li>Maureen Constantine </li></ul><ul><ul><li>Group HR Director, GKN </li></ul></ul><ul><ul><li>Colin Sarson </li></ul></ul><ul><ul><li>Managing Director </li></ul></ul>
    • 9. Achieving the Vision Upskilling the Industry Curriculum Globally competitive materials Supply Accredited training providers and assessors Demand Commitment from industry £ Productivity Competitiveness Profitability
    • 10. What does the Academy Offer <ul><li>Guaranteed quality of </li></ul><ul><ul><li>Course materials </li></ul></ul><ul><ul><ul><li>we use only the best of the best </li></ul></ul></ul><ul><ul><li>Trainer </li></ul></ul><ul><ul><ul><li>we test and train the trainers rigorously </li></ul></ul></ul><ul><ul><li>Assessor </li></ul></ul><ul><ul><ul><li>we test and train the assessors rigorously </li></ul></ul></ul>And it’s all regulated by the Industry
    • 11. Current Academy Programmes Lean Manufacturing Leadership and Management Other Developments <ul><li>BIT II </li></ul><ul><li>BIT III </li></ul><ul><li>Team Leaders </li></ul><ul><li>Short Courses on Lean </li></ul><ul><ul><li>Lean Overview (2) </li></ul></ul><ul><ul><li>Value Stream Mapping (2) </li></ul></ul><ul><ul><li>Value Management (1) </li></ul></ul><ul><ul><li>Policy Deployment (1) </li></ul></ul><ul><ul><li>Project Management (1) </li></ul></ul><ul><ul><li>Problem Solving (1) </li></ul></ul><ul><ul><li>Set up Reduction (1) </li></ul></ul><ul><li>BIT III (Quality Pathway) </li></ul><ul><li>Automotive Leaders </li></ul><ul><li>Graduate Development </li></ul><ul><li>Short Courses on Lean </li></ul><ul><li>Business Executives </li></ul><ul><ul><li>Support Programme </li></ul></ul><ul><ul><li>Networking Seminars </li></ul></ul><ul><ul><li>Action Learning </li></ul></ul><ul><li>“ Winning Margin” </li></ul><ul><li>Best Practice (Japan) </li></ul><ul><li>Best Practice (UK) </li></ul><ul><li>Re-employment </li></ul><ul><li>Apprentices </li></ul><ul><li>TS 16949 </li></ul><ul><li>NPDI * </li></ul><ul><li>Supply Chain Mgt * </li></ul><ul><li>* In development </li></ul>
    • 12. Current Academy Programmes Lean Manufacturing Leadership and Management Other Developments <ul><li>BIT II </li></ul><ul><li>BIT III </li></ul><ul><li>Team Leaders </li></ul><ul><li>Short Courses on Lean </li></ul><ul><ul><li>Lean Overview (2) </li></ul></ul><ul><ul><li>Value Stream Mapping (2) </li></ul></ul><ul><ul><li>Value Management (1) </li></ul></ul><ul><ul><li>Policy Deployment (1) </li></ul></ul><ul><ul><li>Project Management (1) </li></ul></ul><ul><ul><li>Problem Solving (1) </li></ul></ul><ul><ul><li>Set up Reduction (1) </li></ul></ul><ul><li>BIT III (Quality Pathway) * </li></ul><ul><li>Automotive Leaders </li></ul><ul><li>Graduate Development </li></ul><ul><li>Short Courses on Lean </li></ul><ul><li>Business Executives </li></ul><ul><ul><li>Support Programme </li></ul></ul><ul><ul><li>Networking Seminars * </li></ul></ul><ul><ul><li>Action Learning * </li></ul></ul><ul><li>“ Winning Margin” * </li></ul><ul><li>Best Practice (Japan) </li></ul><ul><li>Best Practice (UK) </li></ul><ul><li>Re-employment </li></ul><ul><li>Apprentices </li></ul><ul><li>TS 16949 </li></ul><ul><li>NPDI * </li></ul><ul><li>Supply Chain Mgt * </li></ul><ul><li>* In development </li></ul>
    • 13. Business Executives EduCare – Distance Learning Programme 1000 Members Enrolled Nationally Networking Seminars 15 - 20 Delegates per Event ACTION LEARNING OPPORTUNITIES GROUPS OF 6-10 GROUPS OF 6-10 GROUPS OF 6-10
    • 14. Phase 1 Delivery <ul><ul><li>6 “Business Essentials” </li></ul></ul><ul><ul><ul><li>Business Planning (first issued Jan ) </li></ul></ul></ul><ul><ul><ul><li>Leadership ( Feb ) </li></ul></ul></ul><ul><ul><ul><li>Motivation ( Mar ) </li></ul></ul></ul><ul><ul><ul><li>Marketing Principles ( Apr ) </li></ul></ul></ul><ul><ul><ul><li>Sales Essentials ( May ) </li></ul></ul></ul><ul><ul><ul><li>Customer Care ( Jun ) </li></ul></ul></ul><ul><li>Some modules are accompanied by questionnaires. </li></ul>
    • 15. Programme Development <ul><ul><li>6 “Business Essentials” </li></ul></ul>2006 2007 Business Planning Leadership Motivation` Marketing` Sales Customer Care Lean Overview Phase 2 Options Phase 2 Business Essentials Phase 2 Business Essentials Phase 2 Business Essentials Phase 2 Business Essentials Phase 2 Business Essentials Phase 2 Business Essentials Statutory Regulations Continuous Improvement Parts for Improvement Team Working Workplace Organisation Visual management Automotive Academy Workshops Courses Action Learning Opportunities
    • 16. Delivery <ul><li>Start point </li></ul><ul><li>- Encouraged by LSC, DfES to use public providers </li></ul><ul><li>- Assumed COVES in engineering to be capable </li></ul><ul><li>- Some concerns over ability to assess (FE Colleges struggling to assess our Team Leader course) </li></ul><ul><li>Learning points </li></ul><ul><li>- Public providers </li></ul><ul><ul><li>- Much weaker than expected (even the COVES) </li></ul></ul><ul><ul><li>- Many companies opting for private providers </li></ul></ul><ul><ul><li>- Public standards (NVQ) can be very low </li></ul></ul><ul><li>- Assumption of capability </li></ul><ul><ul><li>- BIT II knowledge amongst trainers is weak </li></ul></ul><ul><ul><li>- Assess only delivers very little benefit </li></ul></ul>We needed a major upskilling programme
    • 17. Upskilling – BIT Level II
    • 18. Trainer/Assessor Process Assessment Knowledge and Skills Package 1 Product Familiarisation Package 2 Package 3 1 DAY 12 DAYS (3x4 days) 2 DAYS Stage 1 Stage 2 Stage 3 Of first 300 assessed, only 1 passed
    • 19. National Occupational Standards <ul><li>Start point </li></ul><ul><li>- NOS exist and are rigorous </li></ul><ul><ul><li>- Monitored by QCA, delegated to C&amp;G, EAL etc </li></ul></ul><ul><li>- NOS key to maintaining quality </li></ul><ul><ul><li>- Government keen to measure output achievements </li></ul></ul><ul><li>- Funding is linked to VRQ / NVQ </li></ul><ul><ul><li>Government funding available for recognised courses </li></ul></ul><ul><ul><li>SSCs define industry requirements and develop pathway to facilitate funding </li></ul></ul><ul><li>Learning points </li></ul><ul><li>- NOS are variable in quality </li></ul><ul><ul><li>- NVQs at best are excellent – at worst, not worth anything </li></ul></ul><ul><li>- Important to maintain quality </li></ul><ul><ul><li>- Output measurements are driving the wrong behaviour </li></ul></ul><ul><li>- Funding is plentiful, but largely wasted </li></ul><ul><ul><li>- Trainers are paid the same for whatever they do – tend to do as little as they can get away with </li></ul></ul>The UK is spending a lot and achieving little
    • 20. Industry Commitment <ul><li>Start point </li></ul><ul><li>- Companies want quality training </li></ul><ul><ul><li>- If we make good courses available, industry will engage </li></ul></ul><ul><li>- The major players know what they are doing </li></ul><ul><ul><li>- The vehicle manufacturers can look after themselves </li></ul></ul><ul><li>- The SMEs just need guidance </li></ul><ul><ul><li>It is currently too confusing – explain things clearly and they will go for it </li></ul></ul><ul><li>Learning points </li></ul><ul><li>- Not all companies want quality training </li></ul><ul><ul><li>- Especially if it means taking time out or paying </li></ul></ul><ul><li>- Some majors know what they are doing </li></ul><ul><ul><li>- Some show very little commitment </li></ul></ul><ul><li>- Most SMEs do not train staff </li></ul><ul><ul><li>- It is difficult to get them engaged at all </li></ul></ul>We are so “lean” we are “anorexic”!
    • 21. Hub and Spoke Structure <ul><ul><li>Devises the National Curriculum </li></ul></ul><ul><ul><li>Validates and approves trainers and assessors </li></ul></ul><ul><ul><li>Liaises with Government and opinion formers </li></ul></ul><ul><ul><li>National marketing </li></ul></ul>HUB
    • 22. Hub and Spoke Structure <ul><ul><li>The local interface </li></ul></ul><ul><ul><li>Offer TNA </li></ul></ul><ul><ul><li>Recommend Academy products </li></ul></ul><ul><ul><li>Source approved trainers and assessors </li></ul></ul><ul><ul><li>Advise on funding </li></ul></ul>NI SW NW Wales L&amp;E NE Mids SE HUB
    • 23. Funding for Academy Programmes <ul><li>Learning and Skills Council </li></ul><ul><ul><li>Principal source of funding in England up to level 4 </li></ul></ul><ul><ul><li>Funding rules are complex </li></ul></ul><ul><ul><li>Senior LSC employee seconded to Academy </li></ul></ul>Government Regionally Nationally Industry
    • 24. Growing Academy Success <ul><ul><li>In 2005 – 1000 on Academy Courses </li></ul></ul><ul><ul><li>2006 plan – 7000 </li></ul></ul><ul><ul><li>Companies involved include </li></ul></ul>
    • 25. Automotive Academy – 2006 Sales Target Actual
    • 26. <ul><ul><li>The Automotive industry has launched a successful Academy </li></ul></ul><ul><ul><ul><li>Promotes globally competitive training </li></ul></ul></ul><ul><ul><ul><li>Guarantees the quality of delivery </li></ul></ul></ul><ul><ul><li>Government commitment to have “National Manufacturing Skills Academy” (NMSA) </li></ul></ul><ul><ul><ul><li>Build on the model across industry </li></ul></ul></ul><ul><ul><ul><li>Led by SEMTA </li></ul></ul></ul>Where Now?
    • 27. <ul><ul><li>UK Skills Levels </li></ul></ul>Where Now? <ul><ul><li>Competitive Skills Levels </li></ul></ul><ul><ul><li>World Class Skills Levels </li></ul></ul><ul><ul><li>Automotive Industry </li></ul></ul><ul><ul><li>Other UK Sectors </li></ul></ul>Globally Competitive Excellence <ul><ul><li>Automotive Academy </li></ul></ul>
    • 28. Where Now? <ul><ul><li>UK Skills Levels </li></ul></ul><ul><ul><li>Competitive Skills Levels </li></ul></ul><ul><ul><li>World Class Skills Levels </li></ul></ul><ul><ul><li>Automotive Industry </li></ul></ul><ul><ul><li>Other UK Sectors </li></ul></ul><ul><ul><li>Automotive Academy </li></ul></ul><ul><ul><li>NMSA, </li></ul></ul><ul><ul><li>SEMTA </li></ul></ul>
    • 29. <ul><ul><li>Led by industry, supported by Government </li></ul></ul><ul><ul><li>Promotes globally competitive training </li></ul></ul><ul><ul><li>Is for all – </li></ul></ul><ul><ul><ul><li>Shop floor to boardroom </li></ul></ul></ul><ul><ul><ul><li>Small companies to large vehicle manufacturers </li></ul></ul></ul><ul><ul><li>Guarantees the quality of delivery </li></ul></ul><ul><ul><li>Is not for profit and totally objective </li></ul></ul><ul><ul><li>Provides an interesting model for others to follow </li></ul></ul>Summary

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