© 2013 Tooling U-SME

Weiler CorporationA Strong Tradition• Weiler, family owned and operated for four generations, has grown to be

the largest manufacturer of surface conditioning products in the US.

1957 - The plant moved to its current location in Cresco, Pennsylvania

1944 – Karl E. Weiler, the oldest son of Joseph E. Weiler, began manufacturing polishing brushes in a converted chicken coop in Franklin Square, Long Island

1

© 2013 Tooling U-SME

A Strong Tradition• Weiler continues to invest in our equipment, facilities and resources

while expanding our operations in the US and worldwide

Today, Weiler’s Cresco facility is over 248,000 sq. ft. including a 80,000 sq. ft. state-of-the-art Distribution Center

• Weiler owns and operates facilities in China and Brazil• 6 Warehouses throughout the US, Canada and Mexico• 400+ Co-workers

© 2013 Tooling U-SME

• #1 Market Share in the Power Brush Category

• 30 Years of Sustained Market Share Growth

• Market Focused Solutions

Welding Fabrication

High Volume Production

Maintenance, Repair, Operation and Production

• Privately held ownership and management focused on long-term results and strategic account partnerships

• Operational excellence and product quality are core competencies and foundation for growth

• Experienced sales and marketing resources targeting value added end-user solutions

Industry Leader in Sales Growth and Market Share

© 2013 Tooling U-SME

Why we partner with• Customer demands and expectations change• Sales team transformation• Aging workforce• Development plan• Technical Competencies

© 2013 Tooling U-SME

Leveraging our PartnershipCurrent Projects with Learning Services

Set Up Operator & District Sales Manager Curriculumsa. Analyze and build out competency framework b. Identify assessment toolc. Recommend learning plan

Developing our Team to fill tomorrows Demands!

© 2013 Tooling U-SME

Process towards StandardizationSet-Up Operator Program Goals

1. RECRUITMENT - As Weiler competes for new hire candidates, the program provides Weiler with a clear career pathway to show new candidates how they can grow in the organization.

2. CUSTOMER SATSIFACTION – A well-trained workforce produces high quality product, which directly ties to customer satisfaction. The T&D program can be leveraged as a marketing tool to show customers Weiler’s dedication to worker competence and quality products.

HARD METRICS• Time to productivity • Machine downtime

© 2013 Tooling U-SME

Process towards StandardizationSet-Up Operator Program Methodology

Worker WorkKnowledge, skills,

and abilities for a cross-functional job function

Knowledge and skills requirements through cell-

based standard work

80% 20%

Competency is the combination of the body of knowledge of the WORKER and the application of the body of knowledge through WORK performed at individual work cells

© 2013 Tooling U-SME

Process towards StandardizationSet-Up Operator Program Methodology

John SmithSet-Up Person12345

Cross-Functional KSAs

40% Machine-specific KSAs

60% Worker

Work

© 2013 Tooling U-SME

Process towards StandardizationSet-Up Operator Program Methodology

1. Health & Safety2. Brush Anatomy and Construction3. Applied Mathematics4. Print Reading and Interpretation5. Mechanical Foundations6. Brush Operations7. Set-Up Tools and Techniques8. Troubleshooting9. Automation & Advanced Technologies10. Computer Aptitude

14Technical Competencies

11. Positive Communications12. Personal Effectiveness13. Data Warehousing14. Situational Awareness

© 2013 Tooling U-SME

Process towards StandardizationSet-Up Operator Program Methodology

Enhanced Qualification with “Nut and Bolts” hands-on assessment

Introduced a curriculum of online classes to build cross-functional knowledge

Formalized a mentor-protégé framework to slowly build competence while being productive in operation role

Setting up a “training sandbox” to teach hands-on scripted scenarios to teach and evaluate skills

Building out equipment qualification program to include: a) Standardized OJT scripting; b) Job Aids; c) Qualification Checklists; d) Troubleshooting Logs

© 2013 Tooling U-SME

Process towards StandardizationDistrict Sales Manager Program Methodology

K S A

• Worked with Subject Matter Expert and review current training materials to both codify competencies and identify any current gaps in training

• Set up a working group to review competencies and training analysis next month

© 2013 Tooling U-SME

Process towards StandardizationDistrict Sales Manager Program Methodology

1. Industry and Product Knowledge2. Software and Hardware Application3. Consultative Selling Practices4. Sales Management and Leadership5. Communication6. Time Management7. Critical Thinking and Analytics8. Problem Solving and Mitigation of Risks

8Technical Competencies

© 2013 Tooling U-SME