So just briefly, we're going to have a little look at a case study how this might work video. And we're going to take something that's a real life situation that I've worked on as a trading project and show how this particular project really did deliver some business return, because it was aligned to strategic goals. So the example here is an alternative component plant needed to improve levels of productivity. So in order to achieve these increased levels of productivity, it was identified that we needed better factory control. So in order to get that better control the different departments needed really to use something called sell review process. And the sell review process is really just the team coming together at the beginning of each shift, and each area with the team leader or manager leading that process, talking about the key performance indicators of the ship before And how well they were doing, how well the previous shift had performed.

So to see where they were in relation to that, and also an actual board, which was really these are the things that we need to change, who's going to change them by when. So it's really a very short 510 minutes 15 an absolute maximum discussion with a team to identify current levels of performance and improvements that are required. Now, some reviews are a fairly standard approach in manufacturing. But most of the team had never really done these before. Well, actually, there had been a sort of false dawn with this. somebody tried to do this before but it hadn't really lasted.

So they hadn't really had a very good experience with cell review. So that was that was the background of this job. So if we look at the diagram there, at the very top level, we had the plant level objectives. I won't go into the details of But there was some high level profitability requirements and business level goals. From that the factory themselves had some productivity targets, improvement targets and goals that had to be achieved over the coming year. Where we came in was really at this next level where it was identified that what really helped to drive these improvements would be to have regular salary reviews, and action boards, the beginning of every shift and in every area, and there was about half a dozen area.

So there's quite a lot of these activities going on. And we wanted to make sure that everybody knew how to how to do them, and could deliver them effectively. So it was identified by the business that they wanted to get to a point where by a certain date, all the team leaders have become proficient in running star reviews, and of course, ultimately that they would be actually running those reviews. So again, can you see how that very lowest level really clear training course is now able to be designed. That's the training need, we need to create a course is all about how to do an efficient salary review. So once that basic need have been identified, we were asked to help with that.

Really the next set of questions is, in order to run an effective salary within that particular factory in that particular situation, what knowledge will the team leaders need? And the answer to that are things like, you know, they'll need to understand what our salaries for how actual boards work, it'd be useful for them to see other organizations using these sorts of techniques. What sorts of actions should be identified, and how those actions can be taken forward and improvement driven through those actions. There's a whole bunch of underpinning knowledge that will be needed. What skills will they need skills such as how to talk to people in this overview how to make sure you're understood, there's some communication skills, how to fill one of these boards in how to get people involved, and so on. So there would be skills around how to deliver an effective so review meeting.

What attitudes and behaviors will we'll be looking for in this trading course, surely, we'd want people to be quite enthusiastic about it and want to take part. So we'd be thinking about how we could design a training program that really delivered not just the skills and knowledge, but also some enthusiasm and get people fired up to want to actually take part in this. So we obviously needed then to design a program that could deliver those training requirements. So in the end, the training design included things like what's the purpose of a sound review the process of an effective salary review, how long should they last? What happens first, second, third, and so on. Communication skills, training, some basic assertions.

Cygnus trading. So how to deal with people who might be a little bit obstructive or not really very helpful in an assertive calm way, and so on. And so on, so on. So there were specific learning objectives. And that came out of that discussion that we could design the program that delivered the requirements they were looking for. When it came to the delivery, the program was designed with clear learning outcomes, deliver the skills, knowledge and attitudes required, and the program was delivered in order to make sure those things were achieved.

Measures were identified in terms of delivery. So how would we know if people had learned what they need to learn and could then go ahead and take a cell review and the training was delivered in an engaging way so it wasn't just listening to one of my team or me drone on about cell reviews. It was all about actually them doing it, practicing getting involved and having a go And importantly, what happened afterwards is that we stayed on site for a couple of weeks to help with that. So review itself. So we do some on the job coaching. We worked with the team leaders observed, gave some feedback, gave some advice, and they learned from that.

So that helped to embed the learning. Of course, the results were measured, and the training delivered. We got level one feedback from the training itself. We did some level two stuff, so we observe them delivering some practice reviews. We then did the coaching which enabled us to observe people doing those reviews for a couple of weeks afterwards, and helping to embed those behaviors and those techniques. And level four is now easy to measure.

Because it's no longer looking at how can we measure the return on the measuring the return is directly related to the fact that the business had a high level, strategic objective To improve performance, that performance needed to be improved through better control procedures in the factory, the training was directly linked to delivering those SEL reviews, which would deliver that. So you can see why you need to establish that upfront. And then measuring up to level four is actually very easy. I made that point because many organizations don't even try to measure training to level four. They just think it's too difficult. But as you can see, if you do the right way around and you identify the learning needs up front, and then the training is developed specifically for that.

Level four is easy, because it's tied directly to that business level requirement.