The document discusses the need for transformation in the manufacturing industry towards a demand-driven value network, emphasizing the integration of processes and data across supply chains. It presents the Manufacturing Training Analytics (man.tr.a.) maturity model as a tool for assessing and improving training and performance support within workplaces. The focus is on enhancing learning retention and operational efficiency through continuous, context-based support rather than traditional training methods.

1. Promoting Training & Performance Support
Analytics @ the manufacturing workplace
The Manufacturing Training Analytics (Man.Tr.A.) Maturity Model for Lace Project
Fabrizio Cardinali, Chief Strategy & Marketing Officer sedApta
Group, smart manufacturing made easy
www.sedApta.com
EDEN Annual Meeting 2014, Zagreb
#laceproject
EU Grant Nr 619424

2. The LACE Project
2
WP5: LA @ Workplace
WP6: LA @ Primary & FurtherEducation
WP7: LA @ Higher Education

3. From the Internet of bits to the internet of things
3
Internet of Things
•Smart Machines
•Industrial Internet
•Embedded Sensors
•Advanced Robotics
Digital Marketplaces
•Crowd sourcing
•Engineer to Order
•Configure to Order
•Produce on Demand
•Make to individual
3d printing
•New materials
•Additive/subtractive
•Produce on demand

4. Transformation Need
4
Transformation Strategy
(New Plants, Processes, IT Tools and Skills)
Need to
Transform
Cost
Competition
Shift from fixed
to variable
costs
Speed to
Market
Low Cost
Sourcing
Innovation
Market Access
Demand
Volatility
Globalization
Ottimizzazione
inventari
New Key
Performance
Indicators
(AGILITY)

5. The «as is» manufacturing industry
5
Today Manufacturing Companies are:
• SILOED, having often hundreds of software applications installed, extending the gaps of central Enterprise
Resource Planning (ERP) infrastructures
• UNIQUE, having often hundreds of procedures, tasks and processes redefined every time for single plants and
product lines activations
• UNDER PRESSURE having the need to evolve their operations towards a demand driven value network
(DDVN).
“New paradigms are needed if manufacturing is to keep pace with the
complexity of a DDVN. It requires a fundamental rethinking of business process flows, application architectures, delivery
and support models as well as the required performance measurements.”
Source: Manufacturing 2.0: A Fresh Approach to
Integrating Manufacturing Operations With DDVN
Simon F Jacobson, Leif Eriksen, Phanney Kim, Gartner Research 2010

6. The «to be» manuafcturing industry
6
Process Driven
Echosystem
Tomorrow’s Manufacturing Companies need towards a
Demand Driven Value Network of providers & suppliers :
• Integrate Process & Data in the Supply Chain
• Enable Orchestration, Collaboration, Intelligence
& Up skilling of the supply chain stakeholders
• Redesign & standardise processes towards new
DD production models (e.g. configure to order,
engineer to order, make to individual, produce on
demand)
“According to Gartner's 2013 CIO Survey, nearly one-third of
CIOs are also chief process officers, tasked with driving
process transformation programs for their enterprises. 47%
of them rank multi site process standardization as top of
their priority list. ”

7. 7
New Ideas
Common
Ideas
Better
Ideas
Modelling & Appraisal Strategies
Sample 1 GARTNER DDVN (Demand Driven Value Network)

8. 8
“To be”
Ambition
“as is”
Status quo
Project 1
Project 2
© 2010 Atos Origin
No One Left Behind
Process Modelling & Appraisal Startegies –
Sample 2 ATOS MMM

9. Supporting People Upskilling & Transformation

10. 1. Performance Support .vs. eLearning
10
Learning Curves
(Hermann Ebbinghaus, 1885)
• 20 minutes after training you forget
42% of what you were trained
• 24 hours after, 67% is forgotten
• 1 month after 79% is forgotten
At the end you with traditional means
you retain 21% of what you were
trained

11. Performance Support .vs. eLearning
11
Learning Curves
(Hermann Ebbinghaus, 1885)
Retention is dramatically increased by
means of:
• Continuous repetitions whilst executing
tasks @ the workplace
• Contextualized information &
knowledge support whilst taking
decisions @ the workplace

12. Performance Support .vs. eLearning
12
1
First Training
2
Additional Training
3
Apply & Recall
4
Decision Taking
5
Manage Change
eLearning
Mobile learning
Classroom
Coaching
Electronic Performance Support Systems
70% AT THE
WORKPLACE
20% During
Coaching
10% in the Training
Room
The 70:20:10 perfect mix
The Five Moments of Learning

13. 13
Stage 1: Needs
Analysis
Holistic Transformation Strategy
PEOPLE
ICT Processes
Structure
Stage 2: Gap Analysis
and Transformation
StrategyModels
Maturiity
AppraisalMeasure
Stage 3: Process Models
& Metrics
Process Community
Analyse
Redesign
Standardise
Train &
Support
Execute
Monitor
Continuos Improvement
Stage 4: Value
Generation
Performance Measurement & Improvement

14. SCOR™ DCOR™SCAMPI ™CMMI ™Vollmann™ MMM™ISA95™Ecograi™ ISO 22400™ AQPC™
Process Modelling, Measurement & Appraisal
Sample 1: General

15. 15
SCOR™ DCOR™SCAMPI ™CMMI ™ Vollmann™MMM™ISA95™ APQC™ISA22400™
Process Modelling, Measurement & Appraisal
Sample 2: Software Industry

16. 16
SCOR™ DCOR™SCAMPI ™CMMI ™ Vollmann™MMM™ISA95™ APQC™ISO 22400™
Processes Tools Data
Process Modelling, Measurement & Appraisal
Sample 3: Supply Chain Industries

17. 17
SCOR™ DCOR™SCAMPI ™CMMI ™ Vollmann™MMM™ISA95™ APQC™ISO 22400™
Process Upraisal in Manufacturing Industries
Increasingaggregation
Audience:
CFO, CEO
Plant Accounting,
Finance
Plant Management,
Operations
Management
Operators, Supervisors,
Quality, Engineers,
Technicians
Profitability
Increasingabilitytotakeaction
Corporate
Financials
Aggregated Financial
& Operations Metrics
Operations-level KPIs &
Dynamic Performance Metrics
External
Investors
& Creditors
Internal
Strategic
Business
Planning
Plant floor sensors, Operator, and
machine to machine interface
Machine to
Machine

18. The LACE Project
18
WP5: LA @ Workplace
WP6: LA @ Primary & FurtherEducation
WP7: LA @ Higher Education

19. WP5: Learning Analytics @ the workplace-
The Man.Tr.A. Maturity Model
19
EQF 1
EQF 3
EQF 5
EQF 7
0
1
2
3
4
5
TrainingOurtcomes
TrainingMaturity
Training Technologies
MAN.TR.A ™ is a trademark of Skillaware - a Company of the sedApta Group- All rights reserved.
The Man.Tr.A3 Maturity Model
Phases
Phase 1: Man.Tr.A. Analysis Survey
Phase 2: Man.Tr.A. Maturity Model
Phase 3: Man.Tr.A ProcessesAppraisal
Man.Tr.A
Technology
Outcome Maturity
The Man.Tr.A3 Maturity Model -
Deliverables
A 1: Man.Tr.A. Report Analysis
A 2: Man.Tr.A. KPI Analytics
A 3: Man.Tr.A Processes Appraisal

20. The Man.Tr.A.
Manufacturing Training Maturity Analysys
20
MAN.TR.A ™ is a trademark of Skillaware - a Company of the sedApta Group- All rights reserved.
ENTER THE SURVEY
And HAVE A FREE
MANTRA REPORT
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21. “Promoting Training & Performance Support Analytics @ the manufacturing
workplace. The Manufacturing Training Analytics (Man.Tr.A.) Maturity Model
for Lace Project”
by Fabrizio Cardinali
was presented at EDEN Annual Meeting 2014 on 12 June 2014
Email: Fabrizio.Cardinali@sedApta.com
URL: www.sedApta.com
Twitter: CardinaliF
This work was undertaken as part of the LACE Project, supported by the European Commission Seventh
Framework Programme, grant 619424.
These slides are provided under the Creative Commons Attribution Licence:
http://creativecommons.org/licenses/by/4.0/. Some images used may have different licence terms.
www.laceproject.eu
@laceproject
21