INSPIRE EDUCATE IMPROVE

#futureofmfgPASSIONATE ABOUT MANUFACTURING

If you would like more information about any of our courses you can contact our Education and training team on 0161 875 2525 or email them at info@manufacturinginstitute.co.uk

You can find out more about all of our courses at www.manufacturinginstitute.co.uk

Leadership Development Programme

Leadership Development Programmeby The Manufacturing Institute

8 weeks to become an effective leader

Strong leadership is essential for every manufacturing business. It’s vital that they are equipped with the skills and knowledge to help drive the team forward and achieve performance goals.

If you’re looking to improve your management and leadership skills, our Leadership Development Programme will give you the know-how required to make an impact on the shop floor, enhancing the output of your staff and adding value to your business.

This course combines lean manufacturing techniques with the interpersonal skills necessary to be an effective leader, giving you the understanding and confidence to lead your team to success.

The Leadership Development Programme is aimed at first line managers who are responsible for keeping shop floor processes running smoothly and efficiently.

No formal qualifications are necessary, so it’s perfect for those with strong practical skills but little post-16 education.

As well as team leaders, typical students on the course include production or logistics supervisors, senior technicians and production operatives.

The Leadership Development Programme involves 10 modules spread over eight days of training.

This is a hands-on training programme which combines a best practice factory visit with workshops and seminars.

A unique facet of our Leadership Development Programme is the involvement of a Manager Mentor who supports the delegate right through the programme from the very first briefing to the end of programme presentation.

The delegate and mentor work together to produce a Personal Development Plan with achievable goals for the delegate to take back to their workplace to inspire other team members.

The whole process is intended to maximise the benefits and return on investment for the learner and his or her sponsoring employer.

INSPIRE EDUCATE IMPROVE#futureofmfg

So what do former delegates think of the programme?Both James Blackman and Paul Cresswell, who work at consumer chemical company James Briggs Ltd., believe The Manufacturing Institute’s Leadership Development Programme has boosted their careers.

They both started work as teenagers on the packing line at the Oldham based site which has the capacity to distribute up to 150 million aerosols and 30 million litres of high performance product, every year. And they are now both Shift Managers managing teams of between 200 and 250 every day.

Said James, who started work at James Briggs when he had finished his A levels: “The Leadership Development Programme helped me helped me get the Shift Manager role 100 per cent. I was never organised. Never prepared. Always late. I’m better at all that now! The Leadership Development Programme helped me grow.”

Paul Cresswell has been with James Briggs since he was 16 and his roles have included Print Room Supervisor and running the site’s canning department.

He said: “The Leadership Development Programme has pushed me has pushed me on in my career. I want to have a place on the board by the time I am 45. I need to make sure that I am in the right position so that I can do that. I got the most out of meeting with other people in the same situations with the same issues. I got to know them well. It gave me a lot of confidence. I now manage production meetings, capacity meetings and have a lot more confidence than I used to.”

This programme delivers an essential blend of people and manufacturing skills:

• Effective skills for managing and motivating people

• Lean manufacturing basics and other improvement techniques

• Communication and influencing skills

• Managing your time and yourself

• Performance measurement

• Employment law and health & safety

• Problem solving

This is a down-to-earth, hands-on programme delivering a practical tool kit of skills that can immediately be applied at work

• Combines best practice factory visit with workshops and seminars

• Just 8 days training

The course covers the following modules:

1. Manager Mentor Session

2. Welcome, PDP Session, Course Introduction From Old to New Shop Floor Management

3. Leading and Understanding Teams

4. Effective Communication Skills

5. Managing Performance – Your Time, Yourself, Your Team

6. Employment Law

7. Health and Safety

8. Lean Manufacturing – An Overview (Including Shop Floor Tour)

9. Facilitating Process Improvement

10. End of Course Summary of Learning and Application

Why do this course?

What will I learn?

PASSIONATE ABOUT MANUFACTURING You can find out more about all of our courses at

www.manufacturinginstitute.co.uk

Educational Aims:

To enable Manager Mentors to have an understanding of:

• The role of the Manager Mentor

• What the Manager Mentors need to do with each of their learners at the beginning, during, and at the end of the course

• The structure of the Leadership Development Programme (LDP) programme

• The documentation that is available to them in their role

Teaching / Learning Methods:

The module is delivered through direct delivery.

Syllabus:

• Why you are here – the Manager Mentor role

• What is Mentoring?

• How people learn

• Programme outline and ethos documents

After the formal learning session, Manager Mentors then hear from a former LDP Manager Mentor who worked with a learner on a previous course. They then work with their learners to develop each learner’s Personal Development Plan (PDP).

Learning Outcomes:

On successful completion of the module Manager Mentors are expected to be able to:

• Work with their learners throughout the programme

• Enable their students to deliver the final presentation on Day 8

• Advise and help their learners as required, but not less than once a week on the terminology and intent of Lean Manufacturing

Day 1: Manager mentor sessionThe modules:

Educational Aims:

To enable participants to have an understanding of:

• The content, mechanics and themes of the course

• The role of mentors to support the learning outcomes of the course

• How their development will improve business performance

• Options and ideas for a project assignment within the participant’s business to demonstrate learning from the course and improve business performance

• The impact of leadership and behaviour on performance

• The role of shop floor leaders in influencing behaviour to improve performance.

Teaching / Learning Methods:

The module is delivered through a combination of direct delivery, practical group and individual work, with an emphasis on experiential learning and development.

Indicative Syllabus:

• Introduction to The Manufacturing Institute and the LDP course, tutors and content

• Personal development planning session with manager

• Delegates introductions

• From old to new management style

Short introductory sessions on:

• The role of Manager vs Leader

• Communication

• Performance management

Learning Outcomes:

On successful completion of the module participants are expected to be able to:

• Feel at ease and have got to know the other participants

• See the benefits of spending time on the course and be looking forward to participating in the subsequent modules

• Understand their responsibilities to maximise their effectiveness

• Understand the responsibility of their mentors to maximise their development

• Have a reasonably clear idea of the development area required of them and an area of the business which requires application of the learning for a participant project assignment

Day 1: Welcome, PDP Session, Course Introduction

Educational Aims:

To enable participants to have an understanding of:

• What we mean by leadership

• What is leadership style?

• Different leadership styles – Tannenbaum and Schmidt

• The importance of goal setting

• What motivation is and is not

• The history of motivational thinking

• The characteristics of an effective team

• How teams grow and develop – Tuckman

• The importance of diversity in team roles – Belbin

• How to manage team interactions more effectively

• Process review and group think – John Adair.

Teaching / Learning Methods:

The module is delivered through a combination of direct delivery, practical group and individual work, with an emphasis on experiential learning and development.

Indicative Syllabus:

What sort of leader are you now?

• What kind of leader do you aspire to be?

• Leadership style not leadership manner

• Expectations of followers and leaders

• Setting objectives: how to use SMART to test their validity

• Motivation versus movement

• Universal motivators

• Teams versus groups. Which is which?

• How groups develop into teams and the leadership styles needed as they develop

• Working as a team and considering group thinking

• Adair’s Process Review

• Belbin’s Team Roles and how to use them

Learning Outcomes:

On successful completion of the module participants are expected to be able to:

• Choose and use an appropriate leadership style for different situations

• Assess the motivators of each member of their team

• Diagnose where their current team is in its development

• Adapt their own style as their team develops

• Diagnose the make-up of roles in their current team and assess how to use these to best advantage

• Review the effectiveness of team working

Day 2: Leading and understanding teams

Educational Aims:

To enable participants to have an understanding of:

• Essential components to communicate effectively

• Different tactics to influence peers, managers and direct reports

• Assertive behaviour and correctly handling challenging conversations

• Preparing to present a clear and coherent message to teams

• Key dimensions of presenting confidently

Teaching / Learning Methods:

The module is delivered through a combination of direct delivery, case study work, practical group work, with an emphasis on experiential learning and development.

Indicative Syllabus:

• Common communication difficulties

• Key dimensions of communicating effectively

• Preparing to influence using 6 key influencing strategies

• Assertive vs passive vs aggressive behaviour

• Planning to undertake a challenging conversation

• 4 key areas to consider when planning a presentation or team-brief

• Structuring a presentation with a beginning, middle and end

• Practice fast-presenting in small-group environment to receive feedback

• Using visual aids

• Reflecting on your natural presentation style and playing to strengths

Learning Outcomes:

On successful completion of the module participants are expected to be able to:

• Clearly understand the key dimensions of communicating effectively and demonstrate these

• Select the appropriate influencing tactic or tactics to successfully achieve their objectives

• Confidently structure and deliver a presentation or team brief

Day 3: Effective Communication skills

Educational Aims:

To enable participants to have an understanding of:

• The difference between efficiency and effectiveness

• Strategies to manage time effectively, including calendar and email management

• What stress is and why it matters

• How to recognise stress

• How to give constructive feedback on poor performance

• Nominalisations

• How to avoid common errors and legal traps when giving poor performance feedback

• How day to day performance management links in to formal procedures – and why you can’t do one without the other

Teaching / Learning Methods:

The module is delivered through a combination of direct delivery, practical group and individual work, with an emphasis on experiential learning and development.

Indicative Syllabus:

• Key time management problems

• Parkinson’s Law

• Effectiveness versus efficiency

• Time logging – why it matters and how to do it

• Prioritising doesn’t work

• Why you need a diary system

• Managing Murphy

• Issues with Outlook and email

• Work Patterns

• Are you TAB?

• Symptoms of stress

• Managing stress

• Introduction to performance management

• Why appraisal isn’t the answer

• Avoiding meaningless words in providing performance feedback

• Scripting your opening lines

• Scenarios – feedback rounds centred on poor performance

• Review of feedback – What to do, what to avoid. Link to formal procedures

Learning Outcomes:

On successful completion of the module participants are expected to be able to:

• Carry out a diagnostic activity to assess how they use their time and what they need to change

• Use a calendar system such as Outlook effectively

• Recognise and manage stress

• Give effective and legal performance feedback

Day 4: Managing Performance, Your Time, Yourself, Your Team

Educational Aims:

• To understand the basic legal structures of employment law in the context of dismissal, discrimination and contracts of employment

• To understand how in complying with procedures potential employment law problems can be significantly reduced

• To facilitate discussion as to both compliance and best practice in employment law

Teaching / Learning Methods:

Concept delivery through lectures, case studies and small group activities.

Indicative Syllabus:

• Overview of unfair dismissal law

• The concept of ‘reasonable employer’ behaviour and how this might be maintained with regard to investigation, counselling, hearings and appeals

• A consideration of disciplinary and grievance procedures and how these might be utilised to foster good employee relations

• The most effective methods of defending an employment tribunal claim

• An outline of anti-discrimination law currently enforced in the UK

• Methods of avoiding liability in discrimination law

• An analysis of how contracts of employment are legally constructed and suggestions for best employer practice

Learning Outcomes:

On successful completion of the module participants are expected to be able to:

• Appreciate possible employment law problems arising in the workplace in connection with discipline/dismissal, discrimination and contracts of employment issues

• Gather the necessary evidence for the use of employment law specialists after the event has occurred, for example, human resource managers and solicitors

• Understand the employment law involved in the above matters enabling the module delegate to contribute to the overall solution of the problem

Day 5: (am) Employment Law

Educational Aims:

• To understand health and safety management responsibilities

• To understand the importance of complying with health and safety procedures in the workplace

• To generate ideas for developing health and safety good practices in the workplace

• Learn how to approach employees on health and safety matters

• Learn how to apply a Fair and Just Approach when dealing with employees failings to comply with company procedures

Teaching / Learning Methods:

Concept delivery through lectures, case studies and small group activities.

Indicative Syllabus:

• Overview of the Health and Safety at Work Act 1974

• Introduction to the UK litigations system concerning health and safety compensation and prosecution cases

• Overview of the Management Regulations and risk assessment

• Overview of the PPE Regulations and discussion on case studies

• Overview of the COSHH Regulations

• Accident Investigation and Analysis Workshop

• Applying a Fair and Just Approach when dealing with employees

Learning Outcomes:

On successful completion of the module participants are expected to be able to:

• Comply with their health and safety duties as Managers

• Recognise hazards and risks in the workplace

• Be able to coach their employees on their duties and responsibilities

• Be able to recognise hazardous substances in the workplace

• Understand how to deal with employees who fail to comply with health and safety procedures

Day 5: (pm) Health and Safety

Educational Aims:

To enable participants to have an understanding of:

• What best practice looks and feels like

• Daily workplace management in a successful company

• The role of a leader in a lean organisation in a lean organisation

• How systems link daily work to business objectives

• Best practice systems to overcome daily/weekly challenges

• How factory layout facilitates productivity improvement

• Using metrics to guide improvement activity

• The importance of having the right culture

Teaching / Learning Methods:

This is an opportunity to see true team working in action and witness how effective “new style” shop floor behaviour and culture is in getting the job done. You will be exposed to new styles of behaviour and culture

as well as best practice in applying lean manufacturing, problem solving, communication and health and safety. Practical example demonstrated through a visit to a lean factory, combined with presentations and syndicate work.

The module is delivered through a combination of host site presentations, factory tour and group discussion.

Indicative Syllabus:

• Styles of leadership (host site overview) – presentation skills in action

• Key Performance Indicators (KPI’s)

• Structure for team working

• Communication networks

• Visual management

• Workplace organisation

• Factory layout

• Mechanisms and tools for continuous improvement and culture change

• Understanding the organisation mind-set

• Supportive leadership

Learning Outcomes:

On successful completion of the module participants are expected to be able to:

• Describe what ‘best practice’ looks like

• Visual management

• Workplace organisation

• Team behaviours

• Explain why performance measurement is important and how to link this to process improvement

• Explain how shop floor measures link to organisational performance

• Understand the impact people and culture has in an organisation

Day 6: Lean manufacturing - an overview (including shop floor tour)

Educational Aims:

To enable participants to have an understanding of:

• Manufacturing best practice

• Lean awareness, principles and 8 wastes

• Structured process improvement and how to facilitate an improvement workshop

• Using metrics to guide improvement activity

Teaching / Learning Methods:

The module is delivered through a combination of direct delivery, case study work, practical group work, with an emphasis on experiential learning and development. The sessions will include the use of simulation activities to put the learning into context.

Indicative Syllabus:

• Best practice visit

• An introduction to Lean Thinking (the 5 principles, 8 wastes and the lean tool box)

• Using A3 format to facilitate process improvement activities

• Understanding quality tools and when and how to use them

• Speaking with data and information

• Business performance measurement and metrics

• Simulation activities to reinforce the classroom learning

Learning Outcomes:

On successful completion of the module participants are expected to be able to:

• Demonstrate an understanding of lean thinking and best practice

• Use the A3 process improvement methodology

• Show why performance measurement is important and how to link this to process improvement

Day 7&8: (am) Facilitating Process Improvement

Educational Aims:

To enable participants to:

• Present with confidence

• Demonstrate their own particular learning from the course and how it may have changed their leadership and management style

• Show how this learning has been applied for the benefit of their organisation

Teaching / Learning Methods:

The module is a facilitated feedback session during which the delegates present their personal learning from the course and how they have applied this within their own organisations. The participants can present in any medium (PowerPoint, flip chart etc) that they are comfortable with, and use visual aids to support their presentation.

Learning Outcomes:

On successful completion of the module participants are expected to be able to:

• Demonstrate an understanding and application of course concepts

• Show how the application of the learning to in-company activity has delivered sustainable benefits for their organisation

• Develop the confidence to present to a peer group

Day 8 (pm) End of Course Summary of Learning and Application

Who is the course for & what are the entry requirements?

PASSIONATE ABOUT MANUFACTURING INSPIRE EDUCATE IMPROVE

#futureofmfg

First line managers who are responsible for leading and working in teams, problem solving and improving day-to-day shop floor processes.

• No formal qualifications required

• Typical students include: team leaders, charge or leading hands; area, shift, cell or group leaders; first line managers; production or logistics supervisors; production assistants; senior technicians and production operatives.

Entry requirements?

No formal qualifications are necessary, so it’s perfect for those with strong practical skills but little post-16 education.

To find out more or to talk to a member of our Education and Training team call 0161 875 2525 or visit our website at

www.manufacturinginstitute.co.uk

If you would like more information about any of our courses you can contact our Education and training team on 0161 875 2525 or email them at info@manufacturinginstitute.co.uk

You can find out more about all of our courses at www.manufacturinginstitute.co.uk