Need a strategy to help justify or defend your machining and manufacturing training budget? A recent Tooling U-SME webinar shows you how return on investment metrics are the most strategic business method for employee learning programs.
Training is often the first thing to end up on the cutting-room floor when executives need to slash funds from a budget. But it doesn’t have to be that way. The key is to know how to legitimately prove the return on investment, or “ROI,” that training can garner, according to John Hindman, a director of learning and performance improvement, at Tooling U-SME.
Is it complicated? It’s not exactly, but it does take the proper amount of time to discover and report on the results. It also takes stakeholder buy-in and support. Hindman explained all of this in great detail in a recent Better MRO webinar “Learning the ROI of Learning.”
“Even in a time where the skills gap and retirements are affecting productivity and growth, training can still be the first casualty of cutbacks,” says Hindman. “For this reason, champions of the company’s learning and development programs must show value of their programs to leadership and how the company can’t grow without them.”
Unfortunately, most training managers do not know how to show a “monetary return to stakeholders,” explains Hindman.
How Do I Show Return on Investment on Manufacturing Training Program?
In simple terms, ROI is the difference between your costs and the benefits or outcomes of those costs, says Hindman. ROI is about charting and showing improvement—and understanding what it costs to realize improvement. When a manufacturer needs to boost production on the shop floor, it might look to evaluate its tooling, machining, part accuracy and whole host of productivity metrics—that are then related to costs including understanding areas such as shop rate, parts produced per hour and labor costs.
“[ROI] is the outcome of what we paid and what we gained from that investment,” says Hindman. “The same idea applies when a manufacturer purchases a new piece of equipment that produces twice the amount of parts the old machine produced: At some point the return on investment is realized by higher part production. The same principle can be applied to developing a high-performing workforce.”
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Hi, I need ROI consultation and Cost Benefit Analysis for a Manufacturing prospect of ours in terms of following:
1.Cost of training per employee (current vs future state)… translate this into financial $
2.Quality of training (reduction of quality defects, reduction of waste safety awareness)… translate as much as possible into $
3.Employee engagement (reduction of turnover ), translate this into $$
Are you able to help?
Thanks,
Avishek (Director - BD, Harbingergroup)
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