Develop Behavioural Training Modules for TBWS

Develop Behavioural Training Modules for TBWS2011

CIL- PGBU, PirangutDevelop Behavioural Training Modules for TBWSCummins India Ltd. Summer Internship Project

Amit Mewar6/9/2011

AcknowledgementMy two months of internship at Cummins India Ltd. has been a great experience for me. My aim was not only to learn but also to make some contribution to the company during my internship. I would like to take this opportunity to express my gratitude to people who helped me in one way or other at various stages of my project.I want to express my sincere thanks to my guides Mr. Jitendra Paturkar and Mr. Nitin Asalkar for providing me with useful feedback and guidance throughout the course of the project. I would also like to thank my Project Buddy Mr. Girish Deo for giving me valuable insight on TBWS.My sincere thanks goes to Mr. Pravin Borole, Mr. James Thomas, Mr Kanad Deb Barma and Krishna Kumar (TCL Pithampur), for taking time to answer my queries and helping me to meet associates and conduct interview with them. The inputs that I received from them were vital for the project and for that Iam indebted to them.A special mention must also be made of the following people for their support during my internship:Mr. Mukul KadamMr. RanjeetsinghMrs. Bhagyashree InamdarMrs. Jeneview NoronhaMrs. Pallavi SarkarMr. Vikas ThapaMs. Smita GaikwadMr. Charudutta BhaveMs. NeerajMs. Aditi GokhaleMr. Chinmay KholeMs. Jyoti Patil Team LeaderMr. Arun Naik: Team LeaderMr. Prashant Pathak Team LeaderMs. Bharati Behena ED Lead

Amit MewarSummer Intern- CIL-PGBUStudent- SIBM PuneMs. Yasmin Sayyal Cost Reduction LeadMs. Rakhi Waghmare Safety LeadMs. Roopali Jadhav Throughput LeadMr. Samsher KT Quality Lead

Table of ContentsScope of Project5Project Deliverables:5Cummins in India6Vision6Mission6Values6Cummins Operating System7Team Based Work System (TBWS)8Objectives of TBWS:9TBWS Structure10Need for Training11Need for developing new Training Modules11Methodology12VOC / Roles and Responsibilities13VOC Associates13VOC Managers14Behavioural Training Modules17Areas identified17Proficiency Levels for different roles18Proficiency Level Definitions:19Modules20Behavioural Modules and sub modules21Rationale behind selecting the modules:22Leadership22Ownership and Accountability23Communication23Goal Setting23Time Management23Problem Solving24Preparing and conducting meetin24Handling Conflict24Effective Feedback:24Module Design25Gagne-Briggs Nine Events of Instruction25Training Modules Development27Validation:27Session Plan28Recommendations29Key Learning29References:30

Scope of Project

PGBU Pirangut Plant Roles of TBWS Team Facilitator Quality Point Leader Safety and House-keeping Leader Customer-Supplier/Throughput Point Leader Continuous Improvement/Cost Reduction Employee Development and Communication Point Leader Team Members

Project Deliverables:

Project ObjectivesAgreed Measures

Process for training need identificationProcess Document

Competency Matrix for all rolesApproved Matrix

Behavioural Training Matrix for all rolesTraining Matrix

Develop Behavioural Training Module Training Modules

Training Evaluation process Process Document

Cummins in IndiaVision

Making Peoples lives better by unleashing the Power of Cummins

Mission Motivating people to act like owners working together Exceeding customer expectations by always being first to market with the best products. Partnering with our customers to make sure they succeed Demanding that everything we do leads to cleaner, healthier and safer environment. Creating wealth for all stakeholders.

Values

IntegrityStrive to do what is right and do what we say we will do

InnovationApply the creative ingenuity necessary to make us better, faster and first

Delivering Superior ResultsExceed expectations consistently

Corporate ResponsibilityServe and improve the communities in which we live

DiversityEmbrace the diverse perspectives of all the people and honour both with dignity and respect

Global InvolvementSeek a word view and act without boundaries

Cummins Operating System

Team Based Work System (TBWS)

Strategy begins with the organizations vision and mission statement. Cummins vision is To make peoples lives better by unleashing the power of Cummins. Here power not only refers to the power that Cummins products generate but more importantly it talks about the power of talent and dedication of people working at Cummins.One of the missions of Cummins is To motivate people to act like owners working together. Cummins operating System 4 Involve people and promote teamwork emphasises on working as a team. Diverse points of view, experiences, different skills and abilities will help to serve customer better, cheaper and faster than a group of people working individually.TBWS has direct origin from Cummins Vision, mission and COS-4.

In India, Team based work system was introduced in TCL Jamshedpur assembly line in 1995. Since then it has been successfully implemented across other Cummins entities in India. At PGBU Pirangut plant, TBWS was first introduced at Line 5 in March 2011. By July 2011 it plans to implement TBWS at all zones in EOU and DTA.TBWS strengthens Cummins commitment to empower its employees and provide them with opportunities to grow and develop with the company.

Objectives of TBWS:

Creating a high performance team by empowering and motivating people to act like owners Develop flexible workforce Provide higher job satisfaction Continuous improvement Create a self directed team which works with minimal supervision

The Unique feature of TBWS is that even though its objective and structure remains the same it cannot be implemented as it is from one plant to other. The difference in nature of production required technical skills and customer demand pressure makes TBWS unique in many aspects for a particular plant

TBWS Structure

PGBU has adopted TCL Jamshedpur star model as baseline. In star model every team consists of a Team Leader/Facilitator, 5 Point Leaders and Team members.5 Point leaders are for Quality, Customer-Supplier/Throughput, Safety, Cost Reduction/Kaizen and Employee Development and Communication. Team Leader and Point Leaders position will rotate within the team members

Fig. Cummins Star ModelTeam SponsorTeam DeveloperThroughputEmployee Development

Need for Training

The basic idea of TBWS is to create a self directed work teams which is empowered to make its own decisions and which works with minimal supervision. As such it is important for the team members to be multi-skilled not just technically but also behaviourally. Training is required if the desired change in performance is to occur. It will not only facilitate their transition from normal working to Team Based working but also make them confident and well equipped with the tools fort the challenges that they will face to keep the teams morale and motivation going. While technical training will help them to handle the additional technical responsibilities, behavioural training will help them to build team cohesion, promote teamwork, make decisions, solve problems, set goals, resolve conflicts and coach and develop the new team members.Behavioural training will provide them the platform from where they can go from the stage of team formation to team performance more smoothly.

Need for developing new Training ModulesCurrently there are no ready common training modules available at Cummins for TBWS. As discussed above TBWS though have a common structure across all Cummins entities its functioning differs from plant to plant. This is also the reason why there is a need for customized training modules for each plant. The content and method of delivery will differ from plant to plant depending on their needs and also other factors like readiness level of employees and their level of education.TCL Phaltan is also working on developing behavioural training modules for TBWS at their plant. While basic modules remain same, they are more inclined towards using games to deliver the training. The reason for this is that associates come from rural areas around Phaltan.

Methodology

VOC / Roles and Responsibilities

The second step was to check the Roles and Responsibilities of TBWS and then capture VOC to determine the competencies needed for required level of performance. The competencies to be identified were Behavioural and Technical.Roles and Responsibilities gave a fairly good idea of type of competencies required for different roles to be successful at TBWS. It gave us a baseline from where we can build on the competency matrix for different roles.VOC of associates and managers was conducted. It was open ended one to one interaction where TBWS and roles and responsibilities were discussed followed by the technical and soft skills requirement for the job. The inputs were used to come up with final competency matrix.VOC AssociatesVOC of associates was conducted on line 2 and line 5 where TBWS is already implemented. Attempt was to find out from the associates what they think are the required competencies to be successful in different roles of TBWS.Outcome:Associates were not very confident in identifying the competencies required for TBWS. The reason for this were TBWS was introduced in March 2011 and it has been only 2 months since they were working in TBWS. They have not been given all the roles and responsibilities, as of now, that they would be performing once TBWS is fully functional.

VOC ManagersTechnical Skills:For identifying technical competencies VOC of Line managers and functional managers was conducted.Technical competencies were identified keeping in mind the responsibilities and day to day work that various roles of TBWS will be doing when TBWS is fully implemented and functional. Since TBWS is also about taking inputs from the associates as to what responsibilities they want and what they cannot do, it was difficult to freeze the exact technical skills that fully functional TBWS at Pirangut needed. However, the responsibilities that associates are already performing and what mangers expect them to perform in future was recorded and technical skill matrix was drawn.*Due to the reason cited above the required skills may change with time as TBWS at Pirangut plant matures.Skill matrix for Quality Point Leader, Safety Point Leader, Throughput Point Leader, Cost Reduction Point Leader, Employee Development Point Leader, Team Leader and Team Members was drawn

Behavioural Skills

Inputs from TCL Phaltan HR and Managers at PGBU Pirangut plant were taken to identify behavioural skill needed to be successful at different roles in TBWS.These included managers who have prior experience working in plants where TBWS has been implemented previously.

Behavioural skills are as important as technical skills for TBWS to be successfully implemented. The leader and point leaders of self directed team should be well equipped to build the team and promote teamwork. They should be able to motivate team members to achieve common goal.

Based on the input from managers competency matrix was drawn for all the roles of TBWS.

Fig. Competency Matrix - TBWS

Behavioural Training Modules

Competency matrix was used to identify the areas for which soft skills training should be given to the associates.Further, the ideal proficiency level for each area was established for different roles

Areas identified

Proficiency Levels for different roles

Proficiency Level Definitions:

Level 0: Not Required No proficiency required.Person is not required to have any awareness of these skillsLevel 1: Awareness Person should be familiar with the basic elements of this area, though person may not be required to use it in day to day workLevel 2: User The Person needs to have knowledge to use it not very frequently. Should be able to use knowledge/skill appropriately as part of their workLevel 3: Specialist The person should be able to efficiently use the skill frequently-Daily if requiredLevel 4: Expert The person should be proficient enough to be able to train others

Modules

The areas identified for behavioural training were consolidated in to modules. These modules are:

Leadership Communication Ownership and Accountability Handling Conflict Goal Setting Time Management Preparing and Conducting Meetings Giving and Receiving Feedback Problem Solving *Teambuilding/Teamwork **TBWS Overview

*Teambuilding training has already been conducted for associates**TBWS Overview training module is already in place

Behavioural Modules and sub modules

Rationale behind selecting the modules:

Leadership One of the reasons that teams fail is lack of leadership. Leadership can make a difference in teams performance. If a team leader is able to establish relationship and reputation with the team members the team will work harder and will respect his decisions. On the other hand weak leadership will have negative effect on performance of the team.The focus of leadership module is on developing oneself as a leader and team management. What are the qualities of a leader? What are the roles of a leader? What are the challenges that a person will face when he is new to leadership.How leader can motivate team members to work in a team and towards common goal. What they can do to keep the morale of team members high. A motivated team will always perform better than others and will deliver superior results.Other area where team leader and point leaders should be proficient in is delegation. TBWS brings additions responsibilities on leaders. They should be able to delegate some of the responsibilities to capable team members. This not only helps in completing all the tasks but also making team members feel responsible and motivated.Team Leader and Point Leaders should be able to coach and develop new team members. This will help them gain respect from team members and also will help individual development.

In self-managed team, team leader should know the aspirations of team members and take right steps to help them fulfil those aspirations.

Ownership and Accountability The real test of TBWS is its implementation. It takes years before TBWS is said to be successfully implemented and teams start taking all the responsibilities and working on their own. TBWS is said to be successfully implemented only when team members and leaders begin to take ownership of the task and be accountable for their work. This module is introduced to let team members know that with empowerment they need to be accountable for their actions. This module will also help them go through certain steps to own and be accountable for their tasks.

CommunicationLack of communication will hamper the performance of team and delay decisions. This module will help participants to identify barriers to communication and understand why listening is important for effective communication. The objective of the module is to make team communication easier and effective.Team Leaders and Point Leaders are also expected to make basic presentations. This will be used for training new team members as well as giving presentation to visitors. Presentation skills module will enable them to make good presentationsTeams will also start using email. Initially leaders will use this facility. They, therefore, should be aware of basic email etiquettes. This module will introduce them to do and donts of email writing and also to keep in mind company policies while writing emails.

Goal SettingTeams should be able to set their own goals. This is one of the features of TBWS. Goal setting module is designed to help team understand and set SMART goal.

Time ManagementTBWS brings additional responsibilities for the team leader, point leader and team members. It therefore becomes vital for the members to manage their time effectively so that last minute work is minimized. This module introduces team members to simple but useful Quadrant model of time management.

Problem SolvingTeams should be able to analyse issues and solve their problems. Problem solving module introduces participants to step by step process of problem solving. They can use these steps along with RCA and Why Why analysis for problem solving.

Preparing and conducting meeting Teams are expected to hold regular meetings. Meetings are mandatory and can only be postponed but not cancelled. A Meeting without preparation and agenda leads to nowhere. This module will help participants to prepare for meeting and conduct effective meetings. The module gives pointers to participants on how to prepare, conduct and follow up on meetings.

Handling Conflict Conflict within a team is inevitable. Conflict if not resolved may affect the overall team performance. This module prepares team members and leaders to handle conflict situation within team. It gives a brief about sources of conflict and how to go about resolving conflict between team members. A simple three stage conflict resolution method is used in the module.

Effective Feedback: Feedback if not given properly may be misunderstood and may lead to loss of motivation. Also Feedback should be received constructively. Point Leaders and Team leaders will give regular feedback to the team members on their performance. This module will give them a guideline of giving and receiving effective feedback.

Module Design

Gagne-Briggs nine events of instruction are used to design training modules. Gagne-Briggs events, which are derived from social learning theory, are found of be effective instruction technique.

Gagne-Briggs Nine Events of Instruction1. Gain attention: e.g. present a good problem, a new situation, use a multimedia advertisement, ask questions. This helps to ground the lesson, and to motivate

2. Describe the goal: e.g. state what participants will be able to accomplish and how they will be able to use the knowledge, give a demonstration if appropriate. Allows participants to frame information, i.e. treat it better.

3. Stimulate recall of prior knowledge e.g. remind the participant of prior knowledge relevant to the current lesson (facts, rules, procedures or skills). Show how knowledge is connected, provide the Participant with a framework that helps learning and remembering. Tests can be included.

4. Present the material to be learned e.g. text, graphics, simulations, figures, pictures, sound, etc. Chunk information (avoid memory overload, recall information).

5. Provide guidance for learning e.g. presentation of content is different from instructions on how to learn. Use of different channel (e.g. side-boxes)6. Elicit performance "practice" let the learner do something with the newly acquired behaviour, practice skills or apply knowledge. 7. Provide informative feedback show correctness of the trainee's response, analyze learner's behaviour, maybe present a good (step-by-step) solution of the problem8. Assess performance test, if the lesson has been learned. Also give sometimes general progress information9. Enhance retention and transfer: e.g. inform the learner about similar problem situations, provide additional practice. Put the learner in a transfer situation. Maybe let the learner review the lesson.Also it was made sure that the modules adhere to Cummins Values keep target audience in mind meets Line Managers expectation use simple language are Interactive include only Need to Know topicsFollowing methods were used: Videos - for greater impact Quiz: for Recap Games/Role Plays - to use the skills hands on on the spot for greater understanding

Time: Max 3 hrs per Session

Training Modules Development

Content of the training module was developed keeping the design of modules in mind. Various books and articles were referred and the appropriate content was collated to develop the modules. Videos were included wherever needed to make training interesting and leave more impact.Role plays and games were shortlisted and included for instant application of learning and identifying the areas to improve upon.

Validation:

Modules were sent to line managers for validation of its content.

Modules were shown to Associates to validate the simplicity of modules and language used.

Appropriate changes were made wherever necessary based on the feedback received from validation process.

Session Plan

Recommendations

Training to be imparted in 3 4 phases TBWS training should be given again to members who are still not sure why TBWS is being implemented and what are its benefits A visit to TCL, Jamshedpur or CTT, Pithampur for JSM/TMTs can be planned. It will help them to understand TBWS and its working better Training on topics like presentation skills and email skills should be given only when participants are able to put the learning to use immediately

Key Learning

Complete training development process Interdependence of various functions How HR collaborates with other functions to facilitate organizational development It is important to establish ones perspective by proper validation Customize training program and content to suit the audience

References:

Effective Training Systems Strategies and Practices - Nick Blanchard and Janes ThackerOrganizational Behaviour Fred Luthans Creating Training and Development programs: Using the ADDIE method Milton MayfieldStimulating Training motivation using right training characteristics Abdul Aziz and Shamsuddin AhmedTeamwork on the line can pay off down the line Annika LantzEffective Feedback at workplace Anna Cairo www.mycummins.cummins.comwww.thiagi.comwww.training-games.comwww.mindtools.comwww.traininganddevelopment.naukrihub.comwww.hiringthebestpeople.comwww.teamojt.comwww.citehr.com

Amit Mewar Summer Intern CIL PGBUPage 24