Learning Investments: Making Workforce Future Ready


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Learning Investments: Making Workforce Future Ready

  1. 1. Learning Investments: Making Workforce Future Ready V. Kovaichelvan TVS Motor Company
  2. 2. Background Indian economy - abundant opportunities yet in a highly competitive environment Indian companies compete with global players both at home and International markets Global players have sound business model, mature business processes, core competences & strong brand equity. Scale and sustainable competitive advantage is essential for long term survival and growth Indian companies have a large gap in competence with reference to global players Focused leaning investments are essential for building sustainable competitive advantage
  3. 3. Challenges Automotive industry has a complex supply chain – Tier 1, 2, 3 Suppliers, Distributers, Dealers, Service points Weakest link determine the throughput and effectiveness Multiple functional competencies relating to  Products, Manufacturing processes, Supply chain & logistics, Network etc.  Design, testing, QC/QA, Manufacturing, Procurement, Sales, Service etc. Global OEMs and Tier 1 suppliers design & develop their products in their Global Development Centers Design & installation of manufacturing plants are carried out by experts in their head office Large number of expats run their business in India Indian companies need to acquire matching capabilities
  4. 4. Higher education in India Higher education need to serve as strong driver for progress IT and ITES sector led the sudden proliferation of engineering education This has happened at the cost of quality of education Takes 2/3 years to become fully functional in the roles in design and manufacturing Start the career as an amateur and learn, move to next role as amateur; this continues….. Employees lack curiosity for continuous learning to keep pace with rapid technological developments Before we think about „Future ready‟, the priority is to get them „Present ready‟ .
  5. 5. Organization wide Competencies Established functional competencies for engineering functions, front end functions, HR/IR functions Leadership competency model is establishedEngineering competencies Marketing competencies Leadership competencies Sl Sl Category Competency Category Competency No. No. Sl No Competency 16 Brand Management 1 Product Awareness 17 Market Activation 3 Personal leadership 2 Product EngineeringProduct 3 Product Verification 18 Retail Sales Process 4 Rigor in execution 4 Design Verification 19 Dealership Management 5 Engineering Materials 20 Retail Finance 5 People leadership Sa l es 6 Manufacturing Process 21 Network ExpansionMfg 22 Information Systems 6 Emotional Intelligence 7 Manufacturing System 8 Quality Control 23 Logistics 7 Customer centricityQM 9 Quality Assurance 24 Institutional Sales 10 Measurements & Metrology 25 Finance 8 Business AccumenTools & 11 Project Management 26 Product ServiceTechniques 12 Problem Solving Servi ce 27 Customer Service 9 Managing and leading change 13 Purchase Management Customer-led ProductSupply Chain 28 10 Long term perspective 14 Procurement Management Development Ma rketing 15 Product Cost Management 29 Brand Development 30 Brand Activation
  6. 6. Functional Competency Product Engineering Study and understand design inputs of parts/sub-system and prepare drawings and 3D models as per standardsCL1 Understand and utilise design guidelines for preparing drawings Verify the part design and drawings against requirements of standards Prepare design input sheet for parts considering quality characteristics of the sub-system Create multiple concepts of part design confining to layouts meeting requirements and propose the best using trade-off matrixCL2 Evaluate the design for relevant attributes such as structural strength, stiffness, durability etc Identify and incorporate critical chracteristics and tolerances Prepare subsystem layouts meeting attractive and must be quality characteristics Prepare design input sheet for sub-system considering quality characteritics of theCL3 system and product Verify design for DFX- design for assy, mfg, cost, reliability etc Prepare product layout/architecture for new product Forecast trends in product technologies and identify technology developmentCL4 requirement Visualise mutiple platforms and commonise sub-system/parts and technologies
  7. 7. Leadership competency modelRigor in Execution: Implements strategies with a sense of urgency by ensuringrigorous planning of processes and resources. Demonstrates self initiative,anticipates and removes obstacles in execution Senior Management Middle Management Junior ManagementCommunicates strategy effectively Understands the strategy and aligns Delivers work plans and adheres to across the organisation and sets his goals timelines stretch goalsEstablishes rigorous work plans, Ensures rigour in review and control Escalates problems and looks forresources and accountabilities to of work plans speedy resolution realise goalsCommunicates a sense of urgency Effectively identifies and removes Adheres to established systems andand removes obstacles to effective bottlenecks processes execution Ensures speed by complexity Utilize IT effectively for timely Displays high energy levels and a reduction, clear direction and execution and efficiency strong bias for action effective use of IT. Displays high energy levels and aEnsures consistent achievement of strong bias for action to achieve goals goals to relentless PDCA
  8. 8. Competencies for roles Role Vs Competency requirement matrix 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Quality control and metrology Manufacturing Measurement management Procurement management management Product cost Management Mfg Process Engineering Engineering verification verification Awareness Assurance Purchase MaterialsDept Section Role Problem Product Product Product solving Project Quality system Design CAD engineer CL1 CL1 -- -- CL1 CL1 -- -- -- CL1 CL1 -- -- -- -- Part design engineer CL2 CL2 CL1 -- CL2 CL1 -- -- CL1 CL1 CL1 CL1 -- -- CL1 Design Functional leader/Sub- system design engineer CL3 CL3 CL2 CL1 CL2 CL1 -- -- CL1 CL1 CL2 CL1 -- -- CL1 System Leader/Section R&D head CL4 CL4 CL3 CL2 CL2 CL1 -- -- CL2 CL1 CL3 CL2 -- -- -- Testing engineer CL1 -- -- CL1 CL1 -- -- -- -- CL1 CL1 -- -- -- -- Testing Testing analyst CL2 -- CL1 CL2 CL1 -- -- -- CL1 CL2 CL2 CL1 -- -- -- Group leader CL3 -- CL1 CL3 CL1 CL1 -- -- CL2 CL2 CL3 CL2 -- -- -- Section head CL4 -- CL2 CL4 CL2 CL1 -- -- CL3 CL2 CL4 CL3 -- -- -- Analysis Engg Analysis engineer -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- Proving engr CL1 -- -- -- CL1 CL2 CL1 -- CL1 CL1 CL1 CL1 -- -- -- PED Process planning engr CL2 -- -- -- CL2 CL3 CL2 -- CL2 CL2 CL2 CL2 -- -- CL1 Group leader CL2 -- -- -- CL2 CL3 CL2 -- CL2 CL3 CL3 CL2 -- -- CL2 Section head CL2 -- -- -- CL2 CL4 CL3 -- CL3 CL3 CL3 CL3 -- -- --
  9. 9. Competencies for roles Customer Centricity Rigor in execution Business Acumen People leadership Communication leading change Competency Managining & Interpersonal strategising) relationship (planning & perspctive - Intelligence leadership Emotional Long term Personal Level Entry level CL 1 CL 1 CL 1 CL 1 - - - - - -Junior Management CL 1 CL 1 CL 1 CL 1 CL 1 CL 1 CL 1 CL 1 - -Middle Management CL1 CL1 CL 2 CL 2 CL 2 CL 1 CL 1 CL 1 - -Senior Management CL 2 CL 2 CL 3 CL 3 CL 3 CL 3 CL 3 CL 3 CL 3 CL 3
  10. 10. Courses to develop competencies Competency and Training Course Matrix 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Chassis system fundamentals Metrology and Measurements Cost drivers and part costing Quality Management Basics Product Engineering Basics Automotive manufacturing Automotive Fundamentals Project Management tools Supplier part development QC Story and 7 QC tools Fit & finish fundamentals Procurement processes Manufacturing Systems Power train engineering Automotive electrical &Competency Testing fundamentals Training Course Chassis engineering Supply chain basics Power train system electronics system Applied Statistics fundamentals fundamentals processes Competency Description Basics Basics Understand basic working principles of automobiles and their sub P systems Read drawings , understand functions and key part characteristics CL1 PProduct Awarness of the assigned parts Understand the effect of part non conformance on the product and P customers Understand functions and quality characteristics of given P P P P subsystem Understand the relationship the quality characteristics has with CL2 parts characteristics and process parameters P P P P Understand the variation of part/quality characteristics and effect of P P P P it on product and customers Study and understand design inputs of parts/subsystem and P prepare drawings and 3D models as per standards Understand and utilise design guidelines for preparing drawings CL1 PProduct Engineering Verify the part design and drawings against requirements of P standards Prepare design input sheet for parts considering quality P P characteristics of the sub-system Create multiple conepts of part design confining to layouts meeting P P requirements and propose the best using trade-off matrix CL2 Evaluate the design for attributes such as structural strength, P P stiffness, durability etc Identify and incorporate critical chracteristics and tolerances P P
  11. 11. Learning Management system
  12. 12. Learning Management System
  13. 13. Learning Management System
  14. 14. ‘Present readiness’ to ‘Future readiness’ During year 1, employees took 50% of the courses for current role During year 2, employees took 100% of the courses and qualified for the role During year 3, employees qualified for current role, started taking up courses for future roles Leverage on continuing education and executive education Selection of employees ready for the future role in future through IJP. Get entry level employees „Role ready‟ during first year itself Integrate individual/elemental skills and aligning with core competence and organizational competence
  15. 15. Collaborative program for ‘Future readiness’ „Role readiness‟ from entry level with collaborative education. Select the students in the first year in a polytechnic & engineering college Fully sponsored and residential program Internship during every vacation „Role readiness projects‟ during last semester and qualification Assigned to handpicked managers and assigned aspirational goal, coached for superior performance Focus on building „Aspiration‟, „Engagement‟ and „competency‟ Focus on life skills as well This is a high investment and efforts initiative
  16. 16. Role readiness
  17. 17. Continuing education Nomination for higher studies in Universities in UK and India  Masters program at University of Warwick, Cranfield University, Imperial college, Loughborough University, Leeds University  Collaborative MTech in Automotive technology at IIT, Chennai  Masters program at IISc, IIT-K, NITIE  PhD program at IISc, IIT, Warwick  About 20 nominations/year Nomination for executive education programs  Stanford, Harvard, Michigan, NUS, AOTS, JUSE, JIPM, ISB, CCL Nomination to International conferences, Auto fairs, Symposiums  SAE Congress, Milan Show, Tokyo Motor Show,
  18. 18. Involvement of Employees in Kaizens
  19. 19. Total Employee Involvement 100% participation of employees Suggestion Scheme – 45 Suggestions/Emp/Year Quality Circles – 1000 projects/year by 370 Quality circles Cross function teams – 400 projects/year Task force – Upto five task forces/year for breakthrough improvements Training on 7 QC tools, QC story(Problem solving methodology), Statistical techniques, M7 tools Introduced certification with Green belt, Black belt
  20. 20. Total rewards Philosophy
  21. 21. Need an integrated approach Attract from Hiring process target segment Career planning & Need communication. Total Rewards Succession Transparency and philosophy fairness managementRecognize,Engage, Reward, Retain Performance Engage, Reward Management Retain system
  22. 22. Way forward….. Launch total rewards philosophy formally with cascade communication Integrate with relevant HR processes Realise the returns on learning investments; Sometimes such investments improve employability Enable employees earn their role by learning and equipping themselves with „future ready‟ competencies
  23. 23. THANK YOU
  24. 24. Integrated Competency Model
  25. 25. Potential High potential is about aspiration to rise to, and succeed in more senior and critical positions Aspiration is advancement, recognition, financial rewards and overall enjoyment one seeks to achieve in their life or career. Ability - Innate ability and learned skills Engagement is about how well they engage to learn the skills and work towards their aspiration Align the aspiration with innate ability and engage to learn the skills 1. Innate ability 2. Learned skills
  26. 26. Competence “Competency is an underlying characteristic of an individual that is causally related to criterion – referenced effective and/or superior performance in a job or situation”. Characteristics of competency:  Motives: The thing a person consistently thinks about or wants that cause action;  Traits: Physical characteristics and consistent responses to situations or information;  Self-Concept: A person‟s attitude values or self-image  Knowledge: information a person has in specific content areas  Skill: Ability to perform a certain physical or mental task Innate ability Learned skills
  27. 27. Aligning Comp & Benefits In general, manufacturing followed compensation based on large number of grades with time based promotions Roles were not clearly defined and aligned with grades sharply Competencies were not clearly established with courses and certification Concept of internal job posting was not actively practiced Employees were not clear what it takes to learn, contribute and grow
  28. 28. Aligning Comp & Benefits During 2004, carried out job evaluation and established work levels Established compensation philosophy Annual increases were carried out based on market benchmarking Last year, re-evaluation of jobs carried out Roles were mapped against work levels and grades Salary bands are being established, outliers are being analyzed Total rewards philosophy is established Communication to employees established Planning to launch this end of this year