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2/10/20
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Agenda
CompanyImpacts on Business / Goals
TimelineTWI Implementation / Results
Lessons LearnedNext Steps
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E. & J. Gallo Winery BeginningTwo brothers and a dream…
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Our Company 85 years in the making…
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E. & J. Gallo Winery• Established in 1933 and headquartered in Modesto, California. • Largest family-owned winery in the world, employing over 6,500 people
worldwide.• Owns 15 wineries throughout California and Washington and over 24,000 acres
of vineyards in California. • Products available in more than 110 countries and offers over 100 brands • Imports wines from Argentina, Italy, New Zealand, France and Spain.• One of the most highly acclaimed wine companies in the world, having earned
major awards from prestigious wine competitions in the U.S. and internationally.• Voted a “Best Places to Work” by Glassdoor four years in a row (2017, 2018,
2019, 2020).
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E. & J. Gallo Winery ProductsWine & Spirits
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E. & J. Gallo Winery: Facilities
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E. & J. Gallo Winery
Fresno • One of the largest single winery production facilities in the world,
covering over 59 acres.• Processes over 650,000 tons of grapes each year. • Complexities associated with the production process are immense and
involve:• 65 differing job roles • More than 42 unique types of production equipment and machinery• Over 27 work specific production processes
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Changing Landscape
• Regulatory Commitments and Compliance Standards
• E-Commerce• New Equipment• Organizational Growth• Shift in Workforce
Why TWI
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Training Goals• Increase training effectiveness and efficiency for both incumbent and future
team members Increase• Reduce time to competency in new jobs, time to advancement to skilled
team member roles, and create a more adaptive and agile production workforce Reduce
• Increase productivity and quality while decreasing safety-related issues in operational areas Increase
• Ensure a talent pipeline that continually meets business growth requirementsEnsure
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Timeline for Implementation
• 2014 – Workforce Learning and Development COE is established
• 2016 – OP/SC Training Departments Complete
• 2017/18 – Central Valley Training Team attends 10 & 40 Hour TWI JI training
• 2019 – Conduct Train-the-Trainer with SME’s & OJT’s
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Fresno TWI Implementation
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Implementation
• 2017: 12-week training program• 2018: Implement TWI (JI) into training
program, with the goal to reduce total weeks• Re-formatted Trainer, Learner and On-the-
Job Training guides into JB format• Developed a structured training platform
with Knowledge Checks and Practical Assessments
• Conducted Train-the Trainer for three (3) Classroom and On-the-Job Trainers
• Rolled out complete program in 2018 with ten (10) total Trainee’s
New Hire Racker and Blender Training Program
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Implementation• 2019: Second round of TWI New Hire
Racker and Blender Program• Head Trainer mastered the delivery of JI• Conducted a Train-the-Trainer for two
(2) Classroom and On-the-Job Trainers• Trained a new On-the-Job Trainer
• Rolled out second round of TWI New Hire program to five (5) Trainee’s who had zero experience in the field
New Hire Racker and Blender Training Program
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Results
New Hire Racker and Blender Training Program
• 2018: Reduced total program from 12 weeks to 9 weeks with utilization and structure of TWI and JI
• 2019: Further reduced total program from 9 weeks to 8 weeks due to becoming much more proficient in TWI/JI process
• Structure of program also teaches New Hires more than 10 job specific responsibilities
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Implementation
Forklift Re-Certification Program• 2018: Program consisted of an eight-hour day (Classroom Training
Review and On-the-Job Practical Assessment)• One (1) day shift Trainer for three (3) shifts• Afternoon and Night shifts were required to move to day
shift to receive training• Managers were required to work with less man power,
while Trainee’s were receiving Non-Productive wage • Re-Certified 25 total employees with one (1) Trainer = 217.5
Non=Productive wage hours • 2019: Rolled out an E-Learning/On-the-Job Practical Assessment
Program, aiming to reduce the amount of Non-Productive Wage used • Developed E-Learning to reflect TWI format to replace
Classroom portion of training review• Updated company Standard Operating Procedure to allow E-
Learning as an approved way to Re-Certify/Train• TWI trainer received Train-the-Trainer• Re-Certified 44 total employees
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Results
Forklift Re-Certification Program• 2019: Total Non-Productive Wage used for 44
employees, plus one trainer was 120 hours• Reduced Non-Productive Wage hours by
55%, while adding 19 more employees to be certified• All afternoon and evening shift employees
were able to stay on shift while completing their E-Learning and On-the-Job Practical Assessment
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Lessons Learned
New Hire Racker and Blender Training Program• JI training process takes repetition for
trainers to be comfortable with delivering• Program becomes much more efficient the
more dedicated Trainer gets with processForklift Re-Certification Process• The more employees see the TWI/JI process,
the easier it is for them to adapt to new ways of learning
• TWI process can be utilized for various ways of implementing and delivering training
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Implementation
• 2017: Program had no structure. Trainer’s varied and lacked experience
• 2018: Implement TWI (JI) into training program, with the goal to increase retention.• Created Trainer, Learner and On-the-Job Training
guides into Job Instruction format• Developed a structured training platform with
Knowledge Checks and Practical Assessments• Conducted Train-the Trainer for three (4) Classroom
and On-the-Job Trainers• Rolled out complete program in 2018 with seven (7)
total Trainee’s• 2019: Second round of TWI New Hire Distillation
Program• Head Trainer mastered the delivery of JI• Rolled out second round of TWI New Hire program to
two (2) Trainee’s who had zero experience in the field
New Hire Distillation Training Program
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Results
New Hire Distillation Training Program
• 2018: Increased total program from employees learning one area to learning entire process with utilization and structure of TWI and JI
• 2019: New hires becoming much more proficient in TWI/JI process• Allowed new employees with no experience
to fully engage in entire process• Structure of program also teaches New Hires
more than 10 job specific responsibilities
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Implementation
New Hire Distillation Program
• 2018: • Program consisted of two weeks of
classroom and on-the-job training• Seasonal Training
• 2019: Rolled out updated content• Developed additional labs and hands-on
events• Utilized employees who were trained in
TWI to train employees who did not have experience• Saw a reduction in classroom time and an
increase in application of knowledge
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Results
New Hire Distillation Program• 2019: • Non-experienced employees able to retain
new information quickly• Experienced employees following TWI
practices• No production errors reported for season
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Lessons Learned
New Hire Distillation Training Program• JI training process allows employees of all
levels to learn and retain information quickly• Program becomes much more efficient as
the employees use consistentlyNew Training Process• Using the TWI/JI process, allows
inexperienced employees to adapt and acclimate more quickly to their roles
• TWI process can be utilized for various ways of implementing and delivering training
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Next Steps
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Align with Gallo Production Services
Pursue JM and JR training
Expand Train-the-Trainer Program
Visit industry Leading Organizations
Share Success with other Departments
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