Drinks giant puts fizz back in managementOn 1 Jul 2002 in Personnel Today Drinks manufacturer Britvic has overcome a series of logistical challengesto implement an in-house training programme for shop-floor supervisors. Nine team co-ordinators at its Beckton plant took part in the year-long NEBSCertificate in Management programme – part of a larger strategy to develop therole of team co-ordinators, who provide the first level of supervision atBritvic. The NEBS CIM provides a basic foundation for line managers and aims toimprove performance, while serving as a stepping stone to furtherqualifications. Its modules cover the areas of managing people, activities,information and resources, and the award provides knowledge and skillsappropriate to at least the S/NVQ in Management Level 3. “We were looking for more than just an academic programme that wouldgive them a qualification at the end,” said Terri Turner, operationsdevelopment manager at Beckton. Against that wish list were the logistical challenges of releasing employeesfrom a production line that runs round-the-clock, in the heart of east London,as well as bringing together team co-ordinators who work different shiftpatterns. The answer was a tailored programme delivered on-site. In order to geteveryone together, tuition often took place as early as 6am – the start ofBeckton’s early, and most popular, shift. To facilitate bonding, the programme was launched with a five-day, off-siteintroductory certificate. Involving senior managers from Beckton, theintroduction built a sense of commitment to the programme among candidates,also enabling them to bond as a group – difficult in the fast-movingenvironment of the shop-floor. Action learning sets – comprised mainly of candidates who shared shifts –were formed to promote networking on the shop-floor. Britvic took networking astep further, setting up an in-company mentoring scheme in which each candidatewas mentored both by their immediate manager, the shift leader, and by a memberof Beckton’s leadership group. The scheme had the dual effect of expanding the team co-ordinators’understanding of the organisation and building ‘the coaching and mentoringabilities’ of senior managers, said Turner. “The mentoring, in particular,has given rise to challenges for the shift leaders – the team co-ordinators arecoming back with the latest management theory and feeding it up the line.”Britvic put £20,000 into the programme. The timing of the NEBS programme hascoincided with ‘massive reorganisation over the last year,’ according toTurner. “We’ve undergone huge organisation change without any impact onproduction,” she said. “We now have fewer, more highly-skilled people, and that is what we arecontinually aiming for,’ she continued, citing the level of shift leader as anexample. Turner’s message is that to maintain a critical edge: “You have toinvest in people’s development. The NEBS programme is a very practical vehicleto do that, particularly where you can flex the programme to meet youroperational needs,” she said. www.nebsmgt.co.ukBy Margaret Kubicek Previous Article Next Article Comments are closed. Related posts:No related photos.