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INA Bearings Case Study

Presented By:

Aben SamuelSian WrightSimon FleisherToni Janes

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INA Bearings - medium sized manufacturer of precision engine components (Llanelli, South Wales)

2001 – company was in crisis

Strategy workshop determined that company could not compete with low cost producers in eastern Europe

Background

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Works Council of INA at Llanelli Plant

Simon– Personnel Manager Toni – Admin Manager Aben – Production Manager

Crisis Meeting

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Realisation

Long term aim to:

Build an employee skill base

Develop a continuous improvement culture

Build towards a learning organisation

Communicate and sell the vision to the workforce and partner with Amicus organisation

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Meeting

Potential Partners

Simon – Personnel Manager

Toni – Union Representative

Aben – Workers Representative

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Obstacles

• The initial obstacles were:

• Lack of time for Staff Development

• Workforce Cynicism and Labour Relations

• Dilution and Distortion of the Management Hierarchy

• Old fashioned Industrial Environment

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HOW WERE THEY OVERCOME?

Two key steps:

One-to-one meetings with every employee to explain and communicate the vision

A partnership agreement forged with the trade

union - Amicus

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Meeting

One to One (Manager - Simon) and (Staff – Aben)

Union Partnership (Union - Toni) and Management (Simon)

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Results of Key Actions

Changed the employment relations climate

Opened up genuine two-way dialogue

Harmonization of terms and conditions

Re-alignment of the Works Council

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Skills Development

Re-launch of the NVQ programme:

Training at all Levels

Development of Learning Centre

Support given in-house by trained personnel who act as coaches and mentors

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2004 Works Council Meeting

Grapevine information not relied on

Labour turnover reduced

Absence rates reduced

Cost reductions

Awards

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Future

Retained production of “at risk” components

Commissioned to produce high-tech engine components for a car manufacturer

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Case Study Questions

How is INA trying to build a learning culture and how would you assess its success to date?

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Case Study Questions

To what extend do the stakeholders represent obstacles to the development of SHRD in INA and how are any such obstacles being addressed

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Case Study Questions

Where would you position INA along the HRD strategic maturity continuum and how would you justify your placement decision?

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Case Study Questions

What recommendations would you make to help INA move further towards strategically mature HRD?

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Questions?