THE BOXY BOTTLE MANUFACTURING PROJECT
Lead Training Team on $7 MM “Boxy bottle” project for eight new pieces of equipment and two new processes to ensure capacity to manufacture the new product by launch date.
Conceptualized and delivered functional level training to 22 different employees across multiple shifts including the facilitation of Subject Matter Expert presence at vendor qualification. I utilized Subject Matter Experts' experience and qualified departmental trainers to meet the training timeline.
Meet operational go-live date and customer expectations for the product shipment. Employees qualified on new equipment and processes with a 97% proficiency demonstration.
ONLINE KNOWLEDGE SHARING USING A "UNIVERSITY" MODEL
Sharing information and expertise between siloed teams reduces conflict, improves throughput, and drives engagement and professional development.
I have been able to implement this model several times. The purpose of the university is to drive a common vision of the organizational values, align training and development opportunities across a diversified and geographically separate platform, and provide developmental resources from the multiple "schools" within the University.
Due to geographic distances, technology platforms at each site, and languages, the university had to automatically convert to the platform and view being used by each end-user. A review of the multiple platforms showed that HTML SharePoint was a common platform used among all sites.
The University is an HTML-based web platform that utilizes a SharePoint directory on the backend. It was developed in-house with minimal cost through active collaboration with IT. Subject Matter Experts from each school were leveraged to design and load content-specific courses, information, and tools.
LEADERSHIP INFLUENCES ON TRAINING
DISCOVERING HOW PERCEPTIONS OF
LEADER SUPPORT INFLUENCE EMPLOYEES’ PERCEPTIONS OF TRAINING VALUE.
A qualitative grounded theory study conducted to understand the generational, learning/engagement, and leadership factors that are negatively influencing training and development.
Generational Perceptions of Leader Influences
Baby Boomer Generation
Leaders influenced perceptions of training through the type of relationship with the leader
The value of training based on obtaining training that contributed to the success of the department.
Given the absence of support from leadership-Baby Boomer, members sought out training from peers
The influence of leadership contributed to the perception that site training was inadequate, non-essential, or rushed.
Leaders influenced perceptions of training through positive or negative relationships. Positive= Greater developmental opportunities. Negative=Less developmental training
Leader influenced their perceptions of training through individual actions and type of personal relationship.
Placed the responsibility of training on the shoulders of the leader
The reaction of leader drove employee’s perception of training:
Positive relationship = positive perception of training
Negative relationship = negative perception of training
CULTURAL TRANSFORMATION OF TEAMS
Leaders cannot drive a proactive team culture by governing through a command and control system of rules and policies
I assumed the lead to solve an issue we were seeing with engagement and retention of salaried workers. After examining a site with noted high turnover, I created a program for team leaders that explains how to identify and correct team dysfunction, improve problem-solving among their team, and use identified talents of each team member to engage and inspire their team. The team's goal was to turn their problem areas around and make it a viable recruitment and retention tool.
Presented to 5 different sites
Over 45 different leaders
A total of 27 team projects were implemented that would improve team dynamics
20% decrease in team turnover (quarter to quarter) for those leaders that attended and implemented their projects.