TWI Conference –Malmö 2019 Training culture in teams and ...€¦ · •TWI Job Instruction •Classroom training •Classroom training, Job Instruction, mentoring •Mentoring

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Thomas IlskovPrincipal Analyst, Customer Journey & Process, CoEStrategy ExecutionCustomer Service DeliveryDanske Bank

Education• Bc. Science, Manufacturing & Systems• Certified TWI Trainer, Job Instruction and Job Relations

Experience• Experienced with TWI Job Instruction for 5 years • Project Manager for roll out of “Learning Quality System” in Danske Bank. A key element in that program is the

TWI Job Instruction• Use TWI Job Method in order to improve administrative processes and define a standard before introducing training• Extensive experience with administrative working environments as Costumer Care and Sales organizations

Personal• Married to Malene and live in Odense, Denmark with their 4 children

TWI Conference – Malmö 2019

Training culture in teams and in transferring tasks across boarders

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Danske Bank has a strong Nordic footprint

2.8 million customers

1.819 corp. & inst. customers

237 Branches

16 countries

20,683 full time employees

Personal Banking

Business Banking

Corporate & Institutions

Wealth Management

Northern Ireland

Facts Business units

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Why are we here?

Being # 1 incustomer experience

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Problem recognition Solution examples

We have problems at 4 levels

Level of problem solving

Symptom

Rootcause

Focus

Managementcoaches

Linemanagement

“We have a problem with the process servicing the customer”

• Process improvement• Standards• Improved job methods2. Processes

“We don’t serve the customers theway we want”

• More resources• Management focus• Manage customer expectations1. Customer

“Our ability to improve and stabilize processes and work is insufficient”

Capabilities — Standards, training, process confirmation, planning, problem solving3. System

“Our thinking doesn’t lead to thedesired system”

Lean thinking or modern management

4. Thinking

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How do we make it sustainable?

Training system

Management system

Project implementation

Daily operations

Pilot

Sustainable

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TWI needs to stay and develop after the projectSustainable• Design sustainable and robust life after the implementation

TWI is part of an interdependent systemSystems• The training method is part of a standard management system

TWI is all about developing peoplePeople• Develop the people, who will create the results

TWI is not the foundationFoundation• Process transparency• Basic operations management and leaders standard work

Where and how to focus?

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Master data reflects the actual processes in Operations Case handling process

1 . Activity 3 can only be provided in physical docs

Offer to customer Customer signature Fulfilment of agreementConsumer loan 50/day

Customer

Produce loan — Physical (30%)

Activity 1.1 — 8 min


Activity 1.3 (50%)1 —10 min

Pay-out loan(90%)


Follow up(50%)



X Exception 4.1 — 20 min, 5% of cases


Produce loan — eSign (70%) GSL

Activity 2. 1 — 5 min



SLA = 3 d(External)

SLA = 1 d(External)

SLA = 1 d(External)

SLA = 9 d(Internal)

X Exception 3.1 — 5 min,40% of cases

Process step time — 20 min Process step time — 11 min Process step time — 7 min Process step time — 7 min

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How do we develop operations?

Quality Delivery

Productivity Employees

Operations

External

Internal

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Process development

KPIs for the performance dimensions

Employees performing within processes

Context of daily work, e.g. planning process, training process and process design

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Strive daily

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“With the end in mind”

Develop operations

Develop processes

STRIVE daily

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Quality and efficiency are both determined by the methods in actual use

Visible

Invisible

Quality Efficiency

Methods

Mitigate by cost-cutting and you deteriorates methods

even more

Mitigate by installing controls hides the variation in

the methods

Mitigate by improving the actual methods and both quality and

efficiency is improved

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TWI Job instruction — How does it make a difference?

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Important steps of breaking down a process step

1. Classify job

Routine work

Technician work

Craft work

Nonroutine work

2. Identify requirements

Skills

Knowledge

Decisions

Accumulatedknow-how

4. Develop skills

• TWI Job Instruction

• Classroom training

• Classroom training, Job Instruction, mentoring

• Mentoring

3. Document the standard

• Training sheet

• Navigation sheet• General material

• Written policies and Decision or Step-Action

• Checklists

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Where do we see challenges in the administrative context and how do we mitigate it

• The production process is not visual in the same way as the manufacturing process?

• Trainers might not know all the task in the teams?

• Teams define their own standards, there is no central unit that defines the “Standard Operating Procedure”?

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Use this layout page when you have a picture that is light. The logo is different when the picture is dark.

Trainer team

ü Every team have their own set of trainers

ü Trainers and Team lead meet weekly to coordinate and plan

ü The team are responsible for a unique process and related process steps

Team training

ü Team lead plan the training

ü Trainers prepare and execute training

ü Everybody is trained in process steps

ü Team lead process confirm to ensure training quality

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How to use the training setup for transferring knowledge and work?

Job InstructionTraining methodology

Trainer selected

Training material developed(Slice & Diced)

Team A

Job InstructionTraining methodology

Trainer selected

Training material developed(Slice & Diced)

Team B

Trainer

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Learning Quality System - Implementation Project Checklist

Interest Prepare Setup Build Competencies

Sustain by system Run LQS

4 weeks 2 weeks 7 weeks 7 weeks 8 weeks

q Background, purpose and objectives are documented

q Assessment of all teamsq Analyse Tableau data for variationq Teams to participate in LQS have

been selectedq Number of TR for each team have

been definedq Manning of project with

consultantsq Standard project folder with

templates is created

q Introduce relevant TL to LQS and purpose/ benefits/objectives

q Communication to all employees about project and TR role

q TR apply for role and are selectedusing the standard process

q TR selection reports for selected trainers are produced

q Deep dive with HoF and relevant TL

q Detailed project plan is in placeq Project contract approved by

Project Board

q Calendars are booked according to the detailed project plan

q Standard calendar for TL, TR and consultants are booked in calendar

q Document repository is availableq Role-based filtering and person

responsible in Process Portalq Process steps to use for next

phases have been identifiedq Baselines have been documented

q JI certification for TR and TLq TR have practiced JI training 10

timesq Develop a standard training for TR

and TLq Documents for the first process

steps have been published in the Process Portal

q Pipeline for stabilization of further process steps has been established

q Training plan and Competence board training for TL

q PC training for TLq TL have practiced PC 5 timesq Introduce all employees to JI, PC

and project planq Employees have been trained and

process confirmed in the first Process Step

q PC plan is in placeq Results for the first process steps

have been evaluated

q Training overview is in placeq Process Portal training for trainersq Introduce all employees to Process

Portal and to pipelineq Document process steps in Process

Portalq Process Confirmation leads to

orange Kaizen Cardq TL and TR follow the standard

calendarq Results for following process steps

have been evaluated

q Run LQS training for TLq Bi-weekly sparring sessions with TL

and HoFq TR participate in trainer

communityq "Checklist for stabilization of

process step" is used and completed for 5 process steps

q Project evaluation is conducted

HoF knows why and where they

want to implement LQS

Project is agreed upon and function understands and is

committed to the implementation

Kick-off for the implementation

Proven skills and understanding is

in place

The LQS is running in the

function

The Function has proven it

can run LQS by itself

LegendHoF Head of Function

TL Team Leads

TR Trainers

PC Process Confirmation

JI TWI Job Instruction

TL a

nd T

Rre

sour

ces

High

Low

30%

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Owns Connections

Head of BU Ops• The mgt. philosophy and

system

Function Head

• The processes

Team Lead

• The process steps

Employees Value creation

Responsibility

Responsibility

Responsibility

Esca

latio

nEs

cala

tion

Conf

irmCo

nfirm

Conf

irm

Und

erst

and

Und

erst

and

Dev

elop

Process confirmation on all levels and clear expectation…

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Benefits we see across the bank?

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Benefits - Creating process stabilization through training

Examples from teams in Danske Bank show that a structured approach to the LQS training methodology have a long term impact ofstabilization.

This process step was only effected by training over a period of a year.

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Efficiency development in to selected process steps – focus from a team in Finance

DF SE Leasing - Payment Circle K agreements

Prior to project 5 people trained and process confirmed

March-April average 68%May – July average 43.6%Decrease in variation 24.4%

35.8 %

DF Onboarding – Send agreements digitally

Prior to project 2 people trained and process confirmed

March-April average 34.5%May – July average 13.6%Decrease in variation 20.9%

60.3 %

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Benefits — Lead time on training

Examples from teams in Danske Bank show that training time is cut dramatically

Employees are trained in a way so it is easier to • Understand what is required• Understand how things are done• Find support in documentation if needed

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

1 2 3

Number of workdays in previous training methodology

Number of workdays using LQS training methodology

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Benefits - Influence on employee satisfaction

Employee sa tisfac ti on S atisfa ction LQ S vs. Non L QS

Before After

0,0

0,5

1,0

1,5

2,0

2,5

3,0

3,5

4,0

4,5

5,0

Before After Not LQS trained LQS trained

I wonder how people learned new tasks before we got this

training method

Daniel, SEWhen trained like this it becomes very clear what I need to do, how

to do it and why

Renata, LT


Questions

W r a p u p

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Books, books, books…