How PostNord Spots, Develops & Evaluates Their Talents
Per Albrektsen & Karen Stenholt
Through a structured Lean HR process PostNord Denmark Parcel Production achieved the following results:
Over 10% better usage of logistic equipment, and a noticeable increase in the quality of the sorting process. In addition to these very tangible and easy to measure results, the gentle change-process has been manifested in change of behavior, attitude and discipline.
Due to the fact that the whole organization has been involved throughout the change-process, it has provided a stronger understanding of the Lean culture and acknowledgment of the system that the Lean culture requires.
The leaders and Job Trainers have changed focus and have embraced their new role and now dare to speak eye to eye with the employees, with a motivating and acknowledging approach.
In order to achieve the sustainable results, it is essential to work with support systems; this is, systems that will support the leaders in systematically getting their jobs done. This will ensure a long-term anchoring of the TWI/Lean culture in your organization.
When you approach these HR processes in a systematical manner, in your lean transformation, we at PostNord Danmark have experienced that the culture is moved in a positive direction, and through this you will achieve the above-mentioned results.
The foundation used in building the support system is:
- Design of framework
- Selection Process
- Training/development Process (based on 10% training, 20% coaching and 70% practices)
- Evaluation of and follow-up on the training system
Throughout this lesson you will hear about and experience firsthand, how PostNord Danmark Parcel Productions support system development and maintains its leaders and job trainers competencies, as well as how they strive to ensure that they always execute their assignments systematically. The lesson will be a mixture of the presenter’s own experience and trying the practical exercises, that is included in the selection process (these exercises, you can transfer to your own organization)
“In this session you will learn…”
- How to design the needed framework for succeeding with your TWI implementation (design of roles and structure)
- How PostNord Danmark Parcel Production has structured the selection process of their Job Trainers.
- How to secure positive development of your leaders and Job Trainers by following the 10-20-70 model. (based on 10% training, 20% coaching and 70% practices.
- How PostNord Danmark, through a structured evaluation process, has ensured that their leaders and Job Trainers had the needed level of confidence to train colleagues => Licensed to Train
Karen has been employed by Post Denmark since 1994. In 2002 she was offered to work with HR development. She worked with team development, development of employee satisfaction, skills development,
communications and other personnel-related tasks.
In 2011 she became part of Lean Office in Pacel Production, because the organization wanted to integrate HR in the Lean work.
In Lean Office, she has worked on continuously improving the Lean program, with particular focus on the development of behavior and culture. There is, for example, worked with Lean tools such as 5S and Standard Work for the leaders. She is also an active Lean facilitator in PostNord Denmark’s internal network of Lean facilitators, where tasks are facilitation and anchoring of strategic Lean plans.
Since autumn 2013, she has worked as a champion with the implementation and support of TWI concept at all levels. Some of the tasks are recruiting, development, practice with and evaluate the job trainers. To ensure that the TWI system is efficiency the champions makes process confirmations on leaders, job trainers and workers systematic.
The main reasons for the implementation of TWI, is to strengthen the work of standards in production and to give all employees a consistent and structured training so that they can perform the job correctly, safely and conscientiously, thereby improve their satisfaction.
Per has been employed by Post Denmark since 1985. In 1996 he was promoted to production manager, here his primary objective was to develop teams and employees, as well as work towards a constant optimization of the production processes.
In 2009 the Lean Office discovered his unique skill set, which resulted in a change of location as he accepted a new title as Lean consultant at “Pakkerne” (Parcel department).
Here he has been working on continuously improving the Lean program, with a special focus on the development of behavior and culture. For the past two years 5S has been the main foundation for his department’s work with Lean. Furthermore, he has been partaking in the development of Standard Work for the leaders within “Pakkerne”. He is also an active Lean facilitator in Post Denmark’s’ internal network “ PRO Lean Facilitators” where his primary role revolves around facilitation and anchoring PRO’s strategic Lean plans.
Since September 2013 he has been working with the implementation of the TWI concept. The two main reasons for the implementation of TWI are to strengthen the work with standards in the production, and at the same time replace their previous rehearsal concept.
Since autumn 2013, he has worked as a champion, with a role to implement and support TWI concepts at all levels. During the implementation period, he has worked with several big elements such as project and change management, recruiting, development, JI certified, “40 hours” course, “train the trainer”, communication plan, practice with and evaluate of the job trainers. To ensure that the TWI system works efficiently, he also makes process confirmations on leaders, job trainers training and works systematically via Standard works.
The main reasons for the implementation of TWI is to strengthen the work standards in production and to give all employees a consistent and structured training so they can perform their job correctly, safely and conscientiously. This system has changed the behavior, which thus has affected our culture in a positive way.