By Patrick Graupp

Building a world studying association: utilizing TWI to be triumphant with Strategic crew enlargement within the LEGO® team describes how a multinational corporation constructed a world constitution for studying in line with the TWI (Training inside undefined) application to create and maintain standardized paintings throughout a number of language and cultural systems. during this booklet, Shingo Prize-winning writer Patrick Graupp collaborates with practitioners who played the making plans and implementation of the LEGO Group’s world wide studying Organization.

The publication outlines the organizational and making plans types utilized by the LEGO team to create the inner skill to provide and obtain tacit abilities and information. Describing how and why TWI is used because the origin for achievement in wisdom move throughout assorted languages and cultures, it presents step by step assistance on how one can determine an effective organizational starting place to your personal studying Organization.

Providing professional perception into the paintings of tradition switch, the e-book explains the best way to paintings with humans to create motivation for relocating to a brand new approach of studying. It info the serious parts that made the implementation on the LEGO workforce successful, identifies the obstacles they encountered alongside the best way, and explains how they have been conquer. Case stories describe intimately what those efforts appeared and felt like in real application.

The TWI application has lengthy been well-known for its skill to generate effects. After analyzing this ebook, you are going to achieve priceless perception into how your organization—whether huge or small, nationwide or international—can combine this undying device into your working constitution and your day-by-day culture.

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The next step was to find some people to staff the new function. After some initial negotiations, John Vellema (one of the coauthors of this book) was selected as the first employee of the new department and was recruited as the developer and global project manager. Previously, he had been part of the earlier training development and was at this point the project ­manager for the startup of mold manufacturing at the new production site in Monterrey, Mexico. The first order of business was to make a current-state analysis of how training was performed at that time and what results were obtained from this training practice.

They are both the “soft” elements of an organization in the form of i­ndividual skills, competencies, and culture, and the “hard” elements in the form of organizational processes, structure, and systems. This was one of the areas that had been a challenge to instill in the company’s leaders because they only considered skills and competencies, but not culture and processes. They looked only at the individuals within the organization when they considered Setting the Course ◾ 7 competencies and not the organization as a whole, which is a system of ­processes reflected by the culture—the sum total of the human behaviors of those individuals.

This had to be done to meet the expansion needs of LEGO Operations. So, the steering team had to be built to reflect this reality. We were fortunate enough already to have all of the general managers from the molding plants on board with the project; they, of course, would be members of the steering team. This meant involvement of factories in three different countries—Denmark, Hungary, and Mexico—which equaled three different sets of cultures and three separate mind-sets. In addition to this, the heads of molding design and implementation and the Global Learning Center were part of the steering team.

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