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Begg Begg Presentation Transcript

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