Lean Construction Ireland Annual Book of Cases 2021 77 Case 21 stages of implementing a continuous learning and development program.Given that we are presently (as at October 2021) between the Plan and Do stages of the PDCA cycle, and some advantages can already be seen within the team, we look forward to seeing future advancements. As with any new strategic approach, proper analysis and planning are key attributes to effective implementation thereof. During our employee feedback survey, the training gaps identified within the different departments will enable us to implement a continuous learning system, and paramount to this is to first address the current critical training needs within each department.Within the departmental meetings with the line-managers and their teams, these critical training needs were identified and are currently being addressed.Table 1 captures the key training themes and sub-themes identified within the company. Table 1. KeyTrainingThemes & Sub-Themes Following more feedback from the employee survey, together with the high number of newly employed staff, a proper in-house induction program is indispensable as well as the surety that all new employees have the proper basic training to complete their new role. For example, a Safe Pass course is done by personnel that would be required to work on/visit a construction site. Operatives are equipped with the required abrasive wheels or slinger training,or forklift training, for example, and those who will be using Navisworks (design software), undergo the necessary training to enable them to properly navigate the software.Whilst good, Figures 2 and 3 illustrate that there remain opportunities for improvement within our induction program. Figure 2. Results of Employee Responsibility Comprehension Post-Induction Our immediate action plan is the implementation of a comprehensive interactive induction programwhich covers the essential training required within the departments.This will familiarise the employee with the standard operating procedures (SOPs) as well as the documentation and policies that will be used within their dayto-day duties.The current critical training will be scheduled, including those employees whose competency certificates are due to expire and this will then be followed by the initialisation of our continuous learning program. Due to the diverse nature of our geographical locations, some of our new employees will start remotely and thus the induction consists of either an office-based or web-based session with our Learning and Development Coordinator guiding the employees through the key operating procedures.The second part consists of an interactive slideshow taking employees through a series of slides, video tutorials, policy documentation, and safety training to complete in their own time.This removes additional labour hours from the program and ensures all new employees understand the business operating model whilst remaining knowledgeable about their new environment. A “Quality Time Session” is also arranged with the new employees and their line-managers to conduct an informal conversation,which would allow them to feel welcome and comfortable in the department.This session is also used to review and understand their specific job description and confirm their exact roles and responsibilities on which the essential training will be based. Implementation of this revised induction plan ensures that all new employees are equipped with the required training for their role, are knowledgeable about their environment, and fully understand what is expected of them. Starting November 2021,we are kicking off our continuous learning and development initiative with a series of lunchtime learning in which daily short informative lessons are screened online across the company.The topics covered will include the areas identified in the training needs analysis, most of which include one of the major organisational categories of Kaizen.This way we show employees that we listen and act on their needs and gain trust in the learning initiative whilst motivating them to invest time in their own development, coupled with embedding Lean thinking principles without imposing. The learning month’s primary objective is to inspire employees to broaden their general knowledge of their field of expertise in their own time.We will follow that month with more internal training on company culture, leadership,processes implementation,productivity, quality, safety, and technology. As with any new initiative, some concerns surfaced, including that often some employees are resistant to change or new initiatives and can only be motivated after some trust is won. Another concern identified is the amount of talent we have within departments that is not directly linked to their role description and which is not being fully utilised. Keeping in mind that we want to ultimately achieve all Lean principles through our organisation, an opportunity was identified to work with departments to improve systems and processes Figure 3. Results of Employee Comprehension of Organisational Objectives Post-Induction
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