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Large company in the medical device sector
Processes and measurement of multi-skills development
Background:
The company's production employs approximately 250 people, in production tasks as well as various support tasks. With the advancement of Lean development, multi-skilling and its improvement are seen as essential prerequisites for success and growth.
Problem:
The roles of production and its supporting functions require various types of specialized expertise, and many tasks are personalized, as is the expertise related to them. Flexibility between different areas is limited, and in exceptional situations, covering for absences is challenging.
Goal:
A clear process is desired to be created for the development of the overall skillset, along with responsibilities and routines. The aim in the long run is to develop multi-skilling and the individual skill levels of employees.
Additionally, the development of skills and goals are desired to be measured, and clear structures for monitoring metrics and development are to be established. At the same time, the role of multi-skilling as a targeted part of performance-based pay should be clarified.
Implementation:
The development work began by mapping the skill needs of different functions through interviews and work studies. The current processes related to skills were described, and the issues and shortcomings therein were defined using Lean methods.
Based on the observations, functional structures and responsibilities were created around skill development. Tools (e.g., skill matrices) and metrics were established to monitor skills and their development. The skills of each employee were targeted, and development plans were created for them, which were also linked to performance-based pay.
Outcome:
After about a year of development work, particularly the gaps in skills between functions have significantly decreased. In exceptional situations, substitute skills can almost always be found, either within the team or from stakeholders.
