twi conference –malmö 2019 training culture in teams and ...€¦ · •twi job instruction...
TRANSCRIPT
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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 1.2 — 5 min
Activity 1.3 (50%)1 —10 min
Pay-out loan(90%)
Activity 3.1 — 5 min
Follow up(50%)
Activity 4.1 — 4 min
Activity 4.2 — 2 min
X Exception 4.1 — 20 min, 5% of cases
X Exception 1.1 — 10 min, 20% of cases
Produce loan — eSign (70%) GSL
Activity 2. 1 — 5 min
Activity 2.2 — 5 min
X Exception 2.1 — 5 min, 20% of cases
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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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
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Questions
W r a p u p
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Books, books, books…