This document describes an ILU training analysis system used by a company to measure and track employee skills development. The system uses a series of codes (I, L, U) to represent an employee's progress from an entry level to a skilled operator. Employees advance through completing competencies. The codes are overlaid on competency documents and displayed on visual management boards to provide transparency into training progress. Metrics like the number of employees at each code level can be calculated and tracked against targets to measure the impact of training investments. The system aims to empower employees with information and demonstrate the company's commitment to developing skills.

1. ILU Training Analysis A Lean Visual Management Tool

2. Empowering with Information One of the principals for developing the engagement of our team has been ‘empowering with information’ Visual Management boards are an attempt to provide simple feedback to the manufacturing team to measure performance Enrober Team Safety RIR –1.1 Quality 94% 75% Training Red O O Jack L U Hamish I O Demand Production 107 %

3. Proactive Metrics Sales, Production kg’s and labour efficiency are simple metrics but reinforce the perceptions that ‘management is only interested in production’ Needed to develop tools to measure proactive activity that supports the ongoing success of the business such as training and safety. ILU Codes help us deliver a proactive training measurement

4. ILU’s Explained ILU codes are a series of four successive and progressive strokes which represent progress developing competency in a unique skill set. These codes were overlayed on our existing competency documents. Qualifying Skills Competent Skills High Skilled Operator – Completed Range Skilled Operator

5. ILU’s Explained (continued) I represents someone with core safety and hygiene skills still working under supervision of a skilled worker L a person who works independently but not yet responsible for the output of the entire line U a person who can supervise training and take responsibility for the output of the team. The square represents for us represents an empolyee who has achieved a complete set of U level skills across a machine centre

6. ILU applied to a Competency In the following sequence demonstrates how through the completion of a competency an employee progresses from an I, to an L to a U.

8. Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Pieter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Pieter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo

9. Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Pieter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Pieter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo

10. Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Pieter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Pieter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo

11. Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Pieter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Pieter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo Yes 1/2/2009 Peter Elmo

12. Square applied to a Machine Centre The following slides represents how you achieve a square level by completeing U levels across a machine centre group of competency.

17. ILU as a measuring tool At Haighs we count I = 1 L = 2 U = 3 In this way we can calculate a number as a measure of our current skill mix. This allows the setting of a measurable goal as an objective of an investment in training An example of measuring against a target is on the next sheet

18. ILU Matrix 48% 13/27 4/9 6/9 3/6 28/33 84% 8/9 9/9 6/9 5/6

19. Furthermore this allows the demonstration of the company’s commitment to training to our employees. It is used as a visual tool for management planning in the workplace. ILU as a measuring tool

20. Acknowledgements Our ILU system is an adaptation of a system explained by Professor Peter Hines. I believe he explained this was a system used by Nissan in Automotive Manufacturing.