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Agenda

CompanyImpacts on Business / Goals

TimelineTWI Implementation / Results

Lessons LearnedNext Steps

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E. & J. Gallo Winery BeginningTwo brothers and a dream…

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Our Company 85 years in the making…

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E. & J. Gallo Winery• Established in 1933 and headquartered in Modesto, California. • Largest family-owned winery in the world, employing over 6,500 people

worldwide.• Owns 15 wineries throughout California and Washington and over 24,000 acres

of vineyards in California. • Products available in more than 110 countries and offers over 100 brands • Imports wines from Argentina, Italy, New Zealand, France and Spain.• One of the most highly acclaimed wine companies in the world, having earned

major awards from prestigious wine competitions in the U.S. and internationally.• Voted a “Best Places to Work” by Glassdoor four years in a row (2017, 2018,

2019, 2020).

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E. & J. Gallo Winery ProductsWine & Spirits

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E. & J. Gallo Winery: Facilities

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E. & J. Gallo Winery

Fresno • One of the largest single winery production facilities in the world,

covering over 59 acres.• Processes over 650,000 tons of grapes each year. • Complexities associated with the production process are immense and

involve:• 65 differing job roles • More than 42 unique types of production equipment and machinery• Over 27 work specific production processes

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Changing Landscape

• Regulatory Commitments and Compliance Standards

• E-Commerce• New Equipment• Organizational Growth• Shift in Workforce

Why TWI

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Training Goals• Increase training effectiveness and efficiency for both incumbent and future

team members Increase• Reduce time to competency in new jobs, time to advancement to skilled

team member roles, and create a more adaptive and agile production workforce Reduce

• Increase productivity and quality while decreasing safety-related issues in operational areas Increase

• Ensure a talent pipeline that continually meets business growth requirementsEnsure

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Timeline for Implementation

• 2014 – Workforce Learning and Development COE is established

• 2016 – OP/SC Training Departments Complete

• 2017/18 – Central Valley Training Team attends 10 & 40 Hour TWI JI training

• 2019 – Conduct Train-the-Trainer with SME’s & OJT’s

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Fresno TWI Implementation

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Implementation

• 2017: 12-week training program• 2018: Implement TWI (JI) into training

program, with the goal to reduce total weeks• Re-formatted Trainer, Learner and On-the-

Job Training guides into JB format• Developed a structured training platform

with Knowledge Checks and Practical Assessments

• Conducted Train-the Trainer for three (3) Classroom and On-the-Job Trainers

• Rolled out complete program in 2018 with ten (10) total Trainee’s

New Hire Racker and Blender Training Program

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Implementation• 2019: Second round of TWI New Hire

Racker and Blender Program• Head Trainer mastered the delivery of JI• Conducted a Train-the-Trainer for two

(2) Classroom and On-the-Job Trainers• Trained a new On-the-Job Trainer

• Rolled out second round of TWI New Hire program to five (5) Trainee’s who had zero experience in the field

New Hire Racker and Blender Training Program

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Results

New Hire Racker and Blender Training Program

• 2018: Reduced total program from 12 weeks to 9 weeks with utilization and structure of TWI and JI

• 2019: Further reduced total program from 9 weeks to 8 weeks due to becoming much more proficient in TWI/JI process

• Structure of program also teaches New Hires more than 10 job specific responsibilities

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Implementation

Forklift Re-Certification Program• 2018: Program consisted of an eight-hour day (Classroom Training

Review and On-the-Job Practical Assessment)• One (1) day shift Trainer for three (3) shifts• Afternoon and Night shifts were required to move to day

shift to receive training• Managers were required to work with less man power,

while Trainee’s were receiving Non-Productive wage • Re-Certified 25 total employees with one (1) Trainer = 217.5

Non=Productive wage hours • 2019: Rolled out an E-Learning/On-the-Job Practical Assessment

Program, aiming to reduce the amount of Non-Productive Wage used • Developed E-Learning to reflect TWI format to replace

Classroom portion of training review• Updated company Standard Operating Procedure to allow E-

Learning as an approved way to Re-Certify/Train• TWI trainer received Train-the-Trainer• Re-Certified 44 total employees

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Results

Forklift Re-Certification Program• 2019: Total Non-Productive Wage used for 44

employees, plus one trainer was 120 hours• Reduced Non-Productive Wage hours by

55%, while adding 19 more employees to be certified• All afternoon and evening shift employees

were able to stay on shift while completing their E-Learning and On-the-Job Practical Assessment

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Lessons Learned

New Hire Racker and Blender Training Program• JI training process takes repetition for

trainers to be comfortable with delivering• Program becomes much more efficient the

more dedicated Trainer gets with processForklift Re-Certification Process• The more employees see the TWI/JI process,

the easier it is for them to adapt to new ways of learning

• TWI process can be utilized for various ways of implementing and delivering training

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Implementation

• 2017: Program had no structure. Trainer’s varied and lacked experience

• 2018: Implement TWI (JI) into training program, with the goal to increase retention.• Created Trainer, Learner and On-the-Job Training

guides into Job Instruction format• Developed a structured training platform with

Knowledge Checks and Practical Assessments• Conducted Train-the Trainer for three (4) Classroom

and On-the-Job Trainers• Rolled out complete program in 2018 with seven (7)

total Trainee’s• 2019: Second round of TWI New Hire Distillation

Program• Head Trainer mastered the delivery of JI• Rolled out second round of TWI New Hire program to

two (2) Trainee’s who had zero experience in the field

New Hire Distillation Training Program

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Results

New Hire Distillation Training Program

• 2018: Increased total program from employees learning one area to learning entire process with utilization and structure of TWI and JI

• 2019: New hires becoming much more proficient in TWI/JI process• Allowed new employees with no experience

to fully engage in entire process• Structure of program also teaches New Hires

more than 10 job specific responsibilities

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Implementation

New Hire Distillation Program

• 2018: • Program consisted of two weeks of

classroom and on-the-job training• Seasonal Training

• 2019: Rolled out updated content• Developed additional labs and hands-on

events• Utilized employees who were trained in

TWI to train employees who did not have experience• Saw a reduction in classroom time and an

increase in application of knowledge

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Results

New Hire Distillation Program• 2019: • Non-experienced employees able to retain

new information quickly• Experienced employees following TWI

practices• No production errors reported for season

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Lessons Learned

New Hire Distillation Training Program• JI training process allows employees of all

levels to learn and retain information quickly• Program becomes much more efficient as

the employees use consistentlyNew Training Process• Using the TWI/JI process, allows

inexperienced employees to adapt and acclimate more quickly to their roles

• TWI process can be utilized for various ways of implementing and delivering training

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Next Steps

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Align with Gallo Production Services

Pursue JM and JR training

Expand Train-the-Trainer Program

Visit industry Leading Organizations

Share Success with other Departments

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