1st Edition
Building a Global Learning Organization Using TWI to Succeed with Strategic Workforce Expansion in the LEGO Group
Building a Global Learning Organization: Using TWI to Succeed with Strategic Workforce Expansion in the LEGO® Group describes how a multinational company developed a global structure for learning based on the TWI (Training Within Industry) program to create and sustain standardized work across multiple language and cultural platforms. In this book, Shingo Prize-winning author Patrick Graupp collaborates with two practitioners who performed the planning and implementation of the LEGO Group’s worldwide Learning Organization.
The book outlines the organizational and planning models used by the LEGO Group to create the internal ability to give and receive tacit skills and knowledge. Describing how and why TWI is used as the foundation for success in knowledge transfer across diverse languages and cultures, it provides step-by-step guidance on how to establish a solid organizational foundation for your own Learning Organization.
Providing expert insight into the work of culture change, the book explains how to work with people to create motivation for moving to a new system of learning. It details the critical elements that made the implementation at the LEGO Group a success, identifies the stumbling blocks they encountered along the way, and explains how they were overcome. Case studies describe in detail what these efforts looked and felt like in actual application.
The TWI program has long been recognized for its ability to generate results. After reading this book, you will gain valuable insight into how your organization—whether large or small, national or international—can integrate this timeless tool into your operating structure and your daily culture.
LAYING THE GROUNDWORK
Setting the Course
Introduction
The Need for Change
Strategic Capability Building
Building the Molders of Tomorrow
"And Notice Nothing Else but the Language and the Local Temperature"
Growth Creates Need for Training
Laying the Foundation for a Global Learning Center
Preparing for the Global Pilot Project
Introduction
Pilot Project Team
Sponsor
Steering Team
Project Manager
Key Stakeholders
The Pilot Project Team
Learning Center Track
Operations Track
Pilot Project Description
Background
Objective
Needs Analysis
Visit to LEGO Operations Mexico
The Hungarian Phone Calls
Discussions in Denmark
Summary of Local Visits
Selecting the Pilot Case
Setting the Foundations for Moving Forward
Introduction
First Draft of the Training Organization
Choosing the Training Within Industry Program: Why Job Instruction?
The Link between Job Instruction and Lean
A Strong Lean Foundation
The Standardized Work Development Model
Prework
Establishment of Global Trainer Team
Development of Global Training Standards
Training Locals in the New Standard
Establishment of a Follow-Up and Process Confirmation Process
Establishment of Continuous Improvement Structure
THE GLOBAL PILOT PROJECT
Testing the Global LEGO Training Organization and TWI JI
Introduction
Reactions to the Change
Learning How to Make Job Breakdowns
Facilitating the Development of Important Steps
Facilitating the Development of Key Points
Finding Key Points: A Great Learning Experience
First Workshop: Hungary
The Workshops
Cultural Introduction
Social Event
"Homework" Periods
The Workshops
Introduction
Workshop 1: Mexico
Operations Track (Functional Area Master Trainers and Global Job Trainers)
Standardized Work Chart
TWI Job Instruction 10-Hour Class
Videoconference Wrap-Up
Workshop 2: Denmark
The Whole Team: Cultural Training
TWI Introduction to Stakeholders
Learning Center Track
Operations Track
Workshop 3: Hungary
Coaching the TWI Job Instruction Four-Step Method
The Whole Team
Learning Center Track
Operations Track
Workshop 4: Denmark
The Whole Team
Sudden Realization
Learning Center Track
Operations Track (Global Job Trainers)
Testing the Job Breakdown with Relevant Stakeholders
Workshop 5: Mexico
The Whole Team
Learning Center Track
Operations Track (Global Job Trainers)
Operations Track (Functional Area Master Trainers)
Workshop 6: Hungary
Approval of the Pilot Project
From Global Pilot Project to Local Anchoring
Different Needs
Molding Hungary
Molding Mexico
Molding Denmark
General Notes on the Local Implementations
CREATING THE GLOBAL LEGO TRAINING ORGANIZATION
Building the Organization
Introduction
Roles in the Training Organization
Being a Trainer Is a Role—Not a Position
Trainer Roles and Responsibilities
Who Wants to Be a Trainer?
Building Up the Training Organization: Selection Process
How to Spot Trainer Talents in the Organization
Cognitive Skills
Communication Skills
Social Attitude
Confidence and Leadership
Work Attitude
Questioning Nature
The Interview
Practical Exercise 1
Practical Exercise 2
Onboarding Process
Development Process
Job Instruction
Training and Learning Skills Course
Module 1: Adult Learning
Module 2: DiSC Introduction
Module 3: Communication and Feedback (4 Hours)
Module 4: Training Challenges
Building Cultural Competencies
English Skills
Evaluation Process
Learning Points: Building the Training Organization
Learning Tools and Methodologies
Introduction
Competency Overview and Learning Objectives
Learning Objectives
Skills Matrix
Helping Questions
Individual Training Plan
Evaluation
Learning Methodologies
On-the-Job Training: Job Instruction
Challenges to Shop Floor Training
Classroom Training
Classroom Training in Material Knowledge
e-Learning
ROLLOUT
Sustaining the Effort and Growing the Future
From Pilot Project to Program Management
Job Relations Implementation
Rollout in Asia
Insight from the Mexico Experience
Training Approach
In Their Own Words: Case Studies from the Implementation
Introduction
Ericka Hernandez: New to the Learning Center in Mexico
Fruzsina Veress: Leadership and Implementation in Hungary
Pavel Kroupa: Key Roles and Collaboration in TWI Implementation in the Czech Republic
Collaboration with Top Management
Collaboration with Production Management
Ole Therkelsen: Mold Manufacturing in Mexico
Index
Biography
Patrick Graupp, Gitte Jakobsen, John Vellema
LEGO has been a household name all of my life and I was aware that they had a strong people-focused culture and adopted Lean methods. This book, written with LEGO insiders, is a stunning example of the discipline and commitment needed to develop people as masters of their crafts through the only way people learn—repetitive, deliberate practice.
—Jeffrey K. Liker, Professor, University of Michigan; and Shingo Prize-winning author of The Toyota Way
Few books, if any in the Lean area since the NUMMI era, have gone into such depth on what it takes to integrate and unify across cultures. The book will become a standard guide not only to TWI implementation, but to the wider challenge of cross-functional and cross-cultural integration.
—John Bicheno, Founder of MSc in Lean Enterprise at The University of Buckingham
While TWI has made a significant comeback in recent years as the underpinning of the Toyota Production System’s foundation for continuous improvement and standard work, the ability to make it an integrated and sustainable system of developing people with a highly productive capability to solve problems while continually learning has remained elusive to most organizations. The book describes in detail how LEGO achieve this culture through a strategic and deliberate plan to develop and deploy a global system of organizational training using TWI as its foundation.
—Jim Huntzinger, President/Founder, Lean Frontiers