learning and development plan 2018 - gpca supply chain ... · •ineffective leadership visibility...

DR. SALAH AL EISSAGLOBAL LEARNING LEADER

CORPORATE LEARNING DRIVING HUMAN CAPITAL DEVELOPMENT IN GLOBAL MANUFACTURING AND SUPPLY CHAIN

2

Classification: Internal Use

Capability development framework- SABIC case

Key success elements of Learning Solutions

What should a blended business solution learning address

AGENDA

4


Business ownership

Linked to leadership

objectives

Business leaders

participate in the design

and delivery

Resource allocation

Experiential

Learning

Truly blended !

Targeted

Fit for the need and

culture

Learning has clear

business impact

Clear metrics

Enhance

knowledge transfer

Learning solution

achieved

what they set out to

do

Real business need

Linked to strategy

Address Capability

building

Solutions are designed

with future in mind

Sense of Urgency Leadership Support Experiential/BlendedBusiness

Performance Metrics

What are the components of successful learning solutions ?

Key Success of Learning Solutions

5

SABIC CASE STUDY

6


ORGANIZATION HEALTH ASSESSMENT ACROSS MANUFACTURING VALUE CHAIN

Launch of Safety

Management System in

SABIC

SHEMS/Technical

ladders/Competencies

Framework

Organizationassessment:Capabilities

Operating Rhythm

20162007 2015

Human Capability

and leadership

Development

MFG Solutions

IMTYAZ

SHEMS+ DuPont Review

MEMS – McKinsey Review

Management Systems Review

2017

Develop and Launch solutions

INTEGRATED MANAGEMENT SYSTEM

2025

Strategic Ambition

2018

Background

1) Inconsistent critical organization behavior across leadership within Manufacturing

2) Lack of sustainable critical “spine positions”- capabilities across various disciplines

3) To many management systems that requires integration.63

62

5668

53

LEADERSHIP

OE- Org

Design

OE- Decision

ComplexityWORK

PROCESSES

PERF.

MGT

7


LEADERSHIP

SY

ST

EM

Org

an

iza

tio

n E

ffe

ctive

ne

ss

Survey data

BUSINESS CHALLENGE

ORGANIZATIONAL HEALTH ASSESSMENT HIGHLIGHTED LEADERSHIP GAPS

STRATEGIC

PERFORMANCE

LEVEL TOWARD

BEST QURTILE

63

62

5668

53

LEADERSHIP

OE- Org

Design

OE- Decision

ComplexityWORK

PROCESSES

PERF.

MGT

Leadership• Ineffective leadership visibility with inconsistent culture.

• Week sense of urgency to eliminate low value work and defects.

OE- Org

Design• Inadequate understanding of Process Safety

• Weak strategic workforce planning to preserve required expertise level.

Findings Summary

8


L&D MAPPED TO MFG STRATEGY EXECUTION

Strategic

Objectives

First Quartile PROFITABLE GROWTH

Initiatives MFG Leadership and capability Interventions

Integrated

Approach

IMPROVEMENT

1. World Class EHSS

Performance

3. Improve Energy Intensity

6. Reliability

8. Maximum Utilization of

Feedstock

9. Improve MFG Cost (LEAN)

7. Support Growth

(Differentiation,

Organic & Inorganic)

4. Transform Key

Manufacturing

5. Improve Tools and

Systems (LEAN)

2. Manufacturing

Organization

Effectiveness

L&D

contribution to the

strategy targets

L&D activities Linked

to the strategic

objectives, resulting

in harmony with the

business plan actions

Business solutions

addressed

At different initiatives

to enable strategic

objective

IMPROVEMENT GROWTH INNOVATION TRANSFORMATION

9


MFG Global solution

group established

Sponsorship by

Executive MFG leaders

01

Integrated HR Team

L&D MFG, TM, HRBP led

by Sr. HR leader

Strategic alignment with

Business

02

Establishment of

Steering committee

Establishment of

WFD&CI community

03

Integrated learning

solutions with MFG

initiatives

04

Continuation of

Business solutions

deployment

05

BUSINESS TRANSFORMATION AND SOLUTION IDENTIFICATION: INTEGRATED APPROACH

10


Talent PipelineMFG Success Profile

• Characteristics of MFG

leaders

• Critical Org behaviors in

MFG sites

• SABIC MFG way

• Input to other work streams

• Experiential learning and

capability journey

• Development plan completed

using 70:20:10 approach

• Proposed implementation plan

completed. Pilot session done.

Directors& Sr Mgr Development

• Process for talent identification

and pipeline

• Spine positions

• Aligned with TM and HR

• Implementing CARE Model

• Competencies and

capability model for FLS

• Learning interventions

• Global Implementation with

specific priorities

Front Line Supervisor

MANUFACTURING LEADERSHIP AND CAPABILITIES WORK STREAMS

11


Launched integrated

management system

Deployed capability building

programs:

Driven by Sources of Values and

based on Manufacturing Value

Drivers

Deployed SHEMS+

Strategic Initiatives

2016/17

Translating The Strategy

ALIGNMENTDEPLOYMENT

2017 2018 - 2025

Blended Learning Solutions

Learning Interventions

Adaptation of 10:20:70

Integrated Manufacturing System

Solution Integration

PERFORMANCE

TRANSFORMATION DELPOYMENT MATURITY

Delivery & Maturity

Work Force Development

ownership

Engaged cross-functional teams

Interfaces with SABIC Academy

and HR

Strong drive for improvement

(culture)

Performance metrics against gap

identified

ONE central governance

Deployed

Globally

to drive

Performance and

impact linked to strategic

objectives

INTEGRATING L&D & MANUFACTURING SOLUTIONS

*Launched and full deployment in 2017

12


MLP AND ACTIVE ENGAGEMENT STATUS- CUSTOMIZED SOLUTIONS

Content

Design

Assessment

Leadership

engagement

Feedback

gathering

Workshop

delivery

Performance

Analysis

Experiential

learning

TTT as we go

Scenario

based learning

Documenting

the change

Develop site

coaches

Line Mgr

engagement

Partnership

with WFD

Manufacturing Leadership Capability Approach

Prime Engagement Sustainability

Work Force Development &

Excellence functions Master

coaches

5,730 Hrs

Plant Management

Team

5,040 Hrs

Front liners.

57,600 HrsExecutive &50Sr. Manager

Engaged220

275 Master

Coaches trained In 19

Global sites

Jubail launch US Launch

Europe Launch TTT

Continuous

improvement

Lean Manufacturing

5,600 Hrs

13


MFG LEARNING SOLUTION: MIDDLE MANAGEMENT WORKSHOP

Continuous ImprovementsLeadership Visibility

Drive accountability through performance reporting rhythm with sites & functions

Introduce LEAN tools to influence culture (GEMBA, Kaizan, Leader Standard Work)

Collaborative organization structure - PMT

Critical Organizational Behaviors driving performance and business results

14


Real business need

Linked to strategy

Address Capability

building

Solutions are designed

with future in mind

Business ownership

Linked to leadership

objectives

Business leaders

participate in the design

and delivery

Resource allocation

Experiential

Learning

Truly blended !

Targeted

Fit for the need and

culture

Learning has clear

business impact

Clear metrics

Enhance

knowledge transfer

Learning solution

achieved

what they set out to

do

Sense of Urgency Leadership Support Experiential/BlendedBusiness

Performance Metrics

What are the components of successful learning solutions ?

Conclusion: Key Success of Human Capability Development

15


No. 1

INTEGRATED SOLUTIONS FOR MANUFACTURING PERFORMANCE

EHSSTransformation

Project

MANAGE COSTSINCREASE

PRODUCTIO

N

SUPPORT

NEW

MARKET

MFG Excellence

Management

Standards

(MEMS)

Strategic

Awareness (Line of Sight)

MFG Leadership

and capabilities

Cost

Leadership

Program

TRANSFORMATIO

N PROJECTS

CUSTOME

R (SBU)

PERSPECTI

VE

MFG

FOCU

S

AREA(INTERNAL

PROCESSE

S)

FINANCIAL

PERSPECTI

VE

REDUCE

OPERATIONAL

RISK

PROFITABLE

GROWTH

INCREASED

PRODUCTIVITY

INCREASED

REVENUE

INCREASE

EFFICIENCY

Asset Utilization Energy

& Sustainability Yield

Improvement Fixed

Cash Cost CAPEX

Discipline

Site Integration & Synergy

SUPPORT

GROWTH

Support New Assets

Differentiation- Support

New Product Introduction

Support Asset Technology

Development

Operation Integrity

Design Integrity

Risk Management

Process Support

Equipment Strategy

Regional Equipment Support

IMPROVE

OPERATIONAL

INTEGRITY

THANK YOU

learning and development plan 2018 - gpca supply chain ... · •ineffective leadership visibility...

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