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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
Classification: Internal Use
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
Classification: Internal Use
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
Classification: Internal Use
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
Classification: Internal Use
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
Classification: Internal Use
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
Classification: Internal Use
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
Classification: Internal Use
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
Classification: Internal Use
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
Classification: Internal Use
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
Classification: Internal Use
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
Classification: Internal Use
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