Company: Tofaş-FCA, Bursa, Turkey
Category: Training Programs or Media > Technical Training
About Tofas and Tofas Academy
Tofas is a Turkish Automotive Company, which has equal shareholders as Koc Holding and FCA (Fiat Chrysler Automobiles). Tofas is the fifth largest industrial enterprise of Turkey and one of the two R&D centers of our shareholders in Europe. It has an annual manufacturing capacity of 450,000 vehicles with 10,000 employees. It undertakes the representation of 6 (Fiat, Fiat Professional, Alfa Romeo, Jeep, Maserati, Ferrari) brands in Turkey. Our company realizes 25% of the production and export of the national industry and exports to 80 countries.
Tofas Academy is the sole corporate university that delivers learning solutions in parallel with its strategy which is providing a unique and personalized training experience to 17,000 employees of Tofas, its dealers and suppliers.
Having started mass production of the new model at the end of 2015, the company faced a huge demand in the globe as the sole producer of the vehicle, exporting to 80 countries. The company switched from 2 shifts to 3 shifts a day. The production capacity increased to 400,000 per annum. To meet this demand, Tofas required uninterrupted production through efficiency on both proactive and reactive maintenance operations carried out by 450 personnel. This meant decrease in breakdown losses. FCA target required 6% losses as an annual SLA.
In such a fast-growing environment, Tofas needs eager and competent team especially in maintenance. This need was more critical in maintenance areas, because:
· Few numbers of candidates, who can undertake the role of maintenance in the automotive sector.
· Changing demographic structure: New generation’s interest to adaptation and learning are diverse.
· Learning contents and methods, which are special for Tofas needs, aren’t fully met with outsourcing.
Consequently, different solutions were needed for long-term competency development.
The audience is comprised of 450 employees of 68 maintenance roles as mechanical, electrical and electronic roles distributed among Die-Press, Assembly, Body, Paint and Suspension departments of production.
Solution: Maintenance School
279 people from various departments were involved in four different projects as follows:
· Competency Definition: Competencies are base of the school, because all details are shaped and designed according to competencies,which required working better and achieving targets.
· Content Development: According to determined competencies, development mapping was established.
Subject Matter Experts and Instructional Designers designed trainings with different methods. In addition, The Evaluation Strategy was defined.
· Internal Trainer Selection & Development: Each Subject Matter Expert must pass the assessment to check their ability and eagerness to be trainer and complete development program.
· Physical Area Preparation: Facilities and Technical Services worked for completing equipment kits and physical training areas. They provided constructing a multi-purpose venue allowing both theory and practice in the same space.
As of May 2018, the program inputs and indicators are as follows:
· Number of Certified Internal Trainer: 34
· Number of Training Sessions: 170
· Number of Participants: 1,132
· Training Participation Rate: 98%
· Total Training Hours: 11,592
1. Reaction: 4.8/5.0.
2. Learning: Pre-test: 51/100, post-test: 85/100.
3. Application/Implementation: Participants of the selected trainings to date and their first supervisors were asked about the expected learning goals and extent of the program. As a result of this analysis, the realization value of the third level application step appeared as 4.04 on a scale of 5.
4. Impact: The aim of this program is to increase maintenance efficiency, which is measured as decrease in breakdown losses. This is a critical KPI of a service-level tracked as a requirement of production by FCA.
The annual saving target for breakdown losses was achieved at 6%. The most of this accomplishment was attained by the Maintenance School (4.8%).
The Maintenance School serving to 450 employees of 68 different roles, is a unique solution due to the following reasons:
· Lengthy needs analysis carried out with 279 employees.
· In-depth benchmark analysis done through 10 site visits in Turkey, Italy and UK.
· Agile approaches used during both content development and delivery.
· Various learning methods: wiki, video learning, in-class training, learning by doing and mentoring.
· An extra-ordinary reinforcement by the management team, which resulted in 98% participation.
· 12,000 training hours generated by 1,132 participants and 34 trainers, through 36 courses delivered in 170 sessions.
· A multi-purpose venue constructed, allowing both theory and practice in the same space.
· The annual saving target for breakdown losses was achieved at 6%. The most of this accomplishment was attained by the Maintenance School (4.8%).