The document discusses connecting people and processes through establishing synchronized quality manuals, processes, and job descriptions. It outlines developing training plans from start to finish to train employees, increase retention, and engage them. The goal is to structure the organization for effective change programs through tailored training and materials using various tools like e-learning, simulation, and practical training with minimal business disruption. Periodic reviews ensure progress and amendments are made as needed.

2. Connecting people & processes – Why?
• to be able to handle changes faster
• to train employees based on need
• to increase labour flexibility
• to secure improvements made
• to engage employees and keep them
• to create effective induction programs
• to realize continuous improvements
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3. Connecting People & Processes.
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4. Processes
A starting point could be a quality manual, often this is a solid
basis for the description of the existing company processes.
Depending on the level on which these have been
described, we will increase the level of detail of these
descriptions.
There is a strong focus on the primary processes, but
supporting processes can also be taken into consideration.
A B C
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5. From process to work instruction
to training material
1. Ga in WMS naar menu Operatie/
Order/ Repacking Rhenus.
Select Operatio/Order/Repacking/Repacking
Rhenus in WMS.
2. Selecteer de betreffende Repack
locatie, Client ID en Owner ID.
Select the applicable Repack location, Client
ID and Owner ID.
3. Selecteer het container ID veld en
scan vervolgens de pick container
Select the container ID and scan the pick
container
4. Stal de producten netjes uit op de
tafel.
Neatly place the items on the table.
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6. References for Process Descriptions.
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7. The Deming Circle is our basis
for Process Improvement
Plan = Actions are planned.
Do = Implementation of planned actions.
Check = Are results of planned actions performing
as expected?
Act = Adjust or change plans if required.
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8. The SIPP training matrix defines
the training needs.
Example of training model
• Has documented all the required processes for an organisation
• It provides all the needs of the employees.
• shows what the current level of employee training is
• shows the desired level of training that is to be
achieved
• Constantly reviews the training plan against what
was the initial plan to ensure correct progress
Current
Situation
Desired
Situation
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9. Job descriptions aligned to
Process Description
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10. Types of training tools used within SIPP.
• E-Learning Platform
• Simulation
• Business gaming
• Virtual Classroom
• Virtual Teacher
• Practical training
Example of 3D Warehouse trainer
• Classroom learning
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11. Summary.
• Establishment of Synchronised Quality manual, Processes and Job Descriptions.
• Training plans developed and actioned from start to finish.
• Employees developed with increased retention.
• Training and material tailored to your Organisation.
• Business as usual for your Organisation, minimal disruption.
• Periodic reviews of progress and amendments made where needed.
• Cost effective fee structure per employee.
• Organisation structured and ready for future effective change Programs.
Training actually can be fun.
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