3. Vishay’s Vision
o To exceed customer expectations
o Begins with top management and extends through
the entire organization
o It is achieved through technical excellence,
innovation and continuous improvement
4. Types of Organizational Learning
Single Loop – improvement based on
underlying assumptions that are implied and
unchallenged.
Double Loop – assesses outcomes and
challenges assumptions and beliefs behind
action. Aids in changing mindset.
6. We believe Project
Management was successful
as many people inside of
Vishay manage projects large
or small and this course
provided a common language
and approach to managing
projects effectively.
Success
7. Flexible Learning in Today’s World
o Learning - Linked In Learning.
o Vendors - proactively reaching out to provide free
• Content relative to working remotely
8. Learning Goals
2020 focus
o Providing leadership skills to our manufacturing
leadership
o Continuously build the skills of our entire
population
• Give our employees opportunities to learn and
grow.
9. o Acquiring an LMS (learning management
system)
• Self directed learning for employees
Future Learning Goals
10. How to be a Successful
Learning Organization
o Prioritize Learning
• Engaging learners at all levels and adopt a “learning
culture”.
• Include all levels of employees
o Make training available and relevant for all levels of the
organizations.
11. o Vishay is taking the right steps
• Creating a learning culture
• Marathon, not a sprint.
o We have senior leadership buy in
o Always looking to improve our
processes and structure
Additional Thoughts
12. Vishay is reaching for its vision of exceeding
customer expectation through technical excellence,
innovation and continuous improvement through
organizational learning.
A learning organization is a term given to a
company that creates a Learning Culture for their
employees by facilitating them to improve each
day.
-Unknown
Conclusion
Editor's Notes
Organizational learning with Mary Ellen Powell. Human Resources Director of Vishay Intertechnology
Vishay’s vision statement is that of most organizations, to exceed customer expectations, it is how we achieve this goal that makes us stand out in the industry. Through innovation, technical excellence and continuous improvement we not only exceed our customer’s expectations, but our own. We can do this because learning starts with top management and extends through the entire organization.
There are two types of learning that take place. Single loop in which improvements are based on assumptions that are implied and unchallenged. The other type is double loop learning in which an individual or team assesses and analyzes assumptions challenging outcomes which results in a mindset change. Vishay practices both, in the here and now a single loop solution may occur, however, there is almost always a discussion at a later date to figure out what needs to prevent the same issue in the future. An organization must keep producing, but at the same time be open to new processes and procedures in order to grow in today’s world. Doing things the easy way: quick and dirty will not sustain an organization for long.
Plans for learning are in progress. Vishay already uses project management skills from PMBOK. We also use lean manufacturing which is an operational strategy to change the organization for the better through slow and steady purpose. We are reducing waste while increasing the speed at which product is produced as well as increased quality of that product. This year we are going to add Lean Six Sigma which delivers customer value from the customer’s point of view through consistent efficiency and quality. Learning Six Sigma will be a learning process for everyone, but Vishay will embrace this challenge and will be better for it.
Project management turned out to be very successful. There are many projects and many people working on those projects, both small and large. The Project Management approach allowed for a common language and approach which has brought much project success over the last year. It has also provided knowledge that will be used for future projects.
In today’s world much is changing, and we have to be flexible and change with it. Today we are leveraging technology as much as possible, tools like Linked In Learning where our employees can access Lynda.com. This website allows our employees to learn skills needed to achieve their full potential. Our vendors and customers are also proactively reaching out to provide free content relative to working remotely. An example would be Raytheon. As a government contracted customer with many regulations, it benefits them to teach use how to serve their needs. Raytheon provides online seminars as well as videos and PowerPoints to learn how to manage their accounts.
For 2020 our focus is on providing leadership skills to our manufacturing leadership. This includes operations, supervisors, plant managers, and team leads. Another goal is to continuously build the skills of our entire population so that we can our employee's opportunities to learn and grow.
A major improvement would be acquiring an LMS (learning management system) whereby employees can have access to what training and learning is available to them and allow them to self select into the
courses that they are interested in. Today it is a very manual process that goes through division leader. Although learning takes time this will speed up the process and allow for more learning opportunities.
Organizations that prioritize learning and engage learners at all levels and adopt a “learning culture” tend to be very successful in this area. It is very powerful to see a Senior Vice President attending
training; sends a great message. Organizations also need to make sure they make training available and relevant for all levels of the organizations.
Vishay is taking the right steps – creating a learning culture is a marathon, not a sprint. We have senior leadership buy in and are always looking to improve our processes and structure to meet the needs of
our organizations learning goals.
