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8/9/2019 CAT university

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What have I learned today? 1

Overview of Caterpillar University:Learning Organization Structure, Governance,

Strategic Learning, Metrics and Evaluation

Dave Vance,President

Caterpillar University

September 23, 2004

Corporate University Exc angeCLO Exc ange !oru"


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Outline• Background on Caterpillar

• Origin, mission, structure of Caterpillar Universityand learning community

• Key Cat U initiatives

• Enterprise Learning Plan and Division Learning Plan

• Learning metrics and Evaluation

• Looking a ead


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Caterpillar #nc$• !",### Caterpillar Employees

$ %&,### inside U'('

$ %),### outside U'('• ")* Caterpillar facilities around t e

+orld• #,-## Dealer Employees

$ %),)## inside U'(' $ -*,.## outside U'('


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".* (kid (teer Loader/

0anufactured in (anford, 1C

Operating Capacity/ .,)## l2s'

! ! 0ining 3ruck/0anufactured in Decatur, 4L

Operating capacity/ %ton nominal

payload

Mac ines %ange !ro"&


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Engines %ange fro"• orsepo+er for small mac ines and

generators

• 3o *## orsepo+er for on5 ig +ay trucks,transit 2uses, fire trucks

• 3o %### orsepo+er for t e large Caterpillare6uipment

• 3o tur2ines +it over .&,###orsepo+er for oil, gas andpo+er generation industries


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'nd More t an (ig )ellow Mac ines• Cat Logistics7one of t e +orld8s largest

contract logistics providers, customersinclude 9arley Davidson, DaimlerC rysler,(print, and :ord 0otor Company

• Cat :inancial7manages a portfolio of ;.&2illion, serves nearly ,### customers

• Cat Po+er


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* e Origin of CaterpillarUniversity

0arketing Distri2ution 3eam recommends t atCaterpillar must 2ecome a continual learningorgani=ation to succeed

>n eig t5mem2er Continual Learning 3eam makesspecific recommendations for continual learningand creation of Caterpillar University $ Cat University to focus on common learning needs,

culture, leaders ip, kno+ledge s aring $ 3ranscend "- autonomous 2usiness units $ :unding model for ongoing operations not addressedEconomy slo+ing? recession 2egins in early "##.

. &

"###

"##.


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Enterprise learning strategy Development of ne+ learning redesign or

retirement of e isting learning

Design control for learning Enterprise learning 2udget Enterprise metrics and measures

Glo+al roduct Manager for Learning

orking across t e enterprise to ensure t einvestment in learning is linked to Caterpillar s

strategy and provides ma imum value'

orking across t e enterprise to ensure t einvestment in learning is linked to Caterpillar s

strategy and provides ma imum value'



Learning at Caterpillar

• Kno+ledge ( aring• E5learning• Leaders ip development Fcoac ing, +orks ops,

facilitationG• Classroom training• Competencies• Career development• C ange management• (ystems support, suc as Learning 0anagement

(ystem and Kno+ledge 1et+ork

Managing our intellectualcapital and develop"ent

Managing our intellectualcapital and develop"ent



Caterpillar University Governance

• Board of Hovernors, + ic includest e CEO and senior e ecutives

5 >pprove learning 2udgets and priorities

5 Determine policy

• >dvisory Board for eac college,+ ic includes senior leaders from

IuserJ groups5 0em2ers represent different 2usiness units5 Heograp ic and su2 ect matter mi



artners ip in -eveloping

Strategic Learning

• Lead Learning 0anagers, one from

eac 2usiness unit‑ Dual solid line reporting to Cat U and Business Unit‑ 0ont ly teleconferences

• Hlo2al 3eams‑ Lead Learning 0anagers and (u2 ect50atter E perts‑ (erve as consultants on key initiatives



%ole of t e Cat U Managers

• 0eet common, glo2al learning needs

• 0eet local and regional needs

• Ensure customer satisfaction +itCat U services

• Ena2le learning partners ip‑ ork +it lead learning managers‑ ork +it advisory 2oards


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Lead Learning Managers at (usinessUnits

4mmediately esta2lis ed dual solid linereporting relations ip +it a Lead Learning

0anager at eac of "* Business Units

Learning Manager

BusinessUnit

9 0gr

CaterpillarUniversity0anager

CorporateHovernance to

Ensure >lignment


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.ow Cat U -elivers Learning

Enterprise learningprograms for

classroom delivery

Business Units

E5learning,Kno+ledge ( aring,

Leaders ip development

O

Learning 0anagers in

Business Units


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• College of Leaders ip‑ Caterpillar leaders ip programs

• Colleges of Business and BusinessProcesses

‑ Performance management curriculum

‑ C ange management‑ Business >cumen

3ey Strategic #nitiatives


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• College of * (igma‑ 0anage * (igma training plan‑ Develop internal Cat 0BBs‑ 3rain dealers and suppliers

• Performance 4mprovement‑ Enterprise and Division Learning Plans‑ Career Development

‑ Competencies‑ Learning processes



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• 3ec nology5Ena2led Learning‑ Caterpillar Learning 0anagement (ystem‑ E5Learning 0ore *## e5learning courses, .!- of + ic are

availa2le in multiple languages‑ Kno+ledge 1et+ork‑ Performance (upport and Usa2ility



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-ivision Learning lan

• 1eeds assessment initiated at t e division level‑ Lead learning managers identified learning needs +it in

t eir respective divisions t roug discussions +it


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*ie Learning to (usiness Goals


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Metrics• Enterprise Learning Plan translated into prioriti=ed

goals +it volume and level .5% targets

• Progress against plan measured every mont in vitalfactor meeting

• Mear5end forecast updated mont ly? focus ondeviations from plan'


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Evaluation• (tarted in "##" +it need to s o+ value proposition

for learning

• .*" page Business of Learning +as our first effort

• 1ine detailed O4 studies conducted to date‑Dollar 2enefits, costs, net 2enefits, O4‑3ried to improve in productivity, 6uality or reduction in cost

• 3 ree state approac to O4‑Estimate O4 at development, forecast after pilot, complete O4 at close‑Learn, modify, improve

M hl M i R i


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Learning#nitiatives

rocessOwner

Current )ear (usiness lan

)*-'ctuals

Current )ear7End !orecast© Caterpillar Caterpillar

%O#

!orecasts

Cu"ulativeMetric

Monthly Metrics Review


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9 ;-esire for continuous i"prove"ent and continual learning

Spending on learning not reduced disproportionately in downturnLearning e"+edded in all tactical and strategic plans

Self7perpetuating learning culture

4ery ig level of /nowledge creation and s aring, innovation,creativity, engage"ent and ris/7ta/ing

*rue Continual Learning Organization

, %

O ! # * C O < * % # ( U * # O < ! % O M

L E ' % < # <

G

*raining !ocus Courses S aring Learning Learning !ocus

*#ME

*.E 2OU%79 ?


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3eys to Our Success

• Burning platform esta2lis ed 2y original studyteam

• E cellent foundation provided 2y t e ContinualLearning 3eam

• Partners ip +it our independent 2usiness units‑ Lead Learning manager concept‑ Dual5solid line reporting of 2usiness unit learning manager to Cat U

• > great team of dedicated individuals committed totransforming Caterpillar

• Kno+ledgea2le resources‑ Consultant for O4

• Upper management support


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3eys to Our Success @contd$A• I@ourneyJ c art to convey vision• E tensive use of volume metrics, Level .

evaluations• :ocus on strategic learning• Business of earnin!

• Enterprise Learning Plan


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Lessons Learned

• On5going funding model s ould ave 2eenesta2lis ed up front

• Business of earnin! +as an e cellente ercise

‑ e learned a lot in +riting it‑ 3 e discipline, alone, +as +ort t e effort‑ 4t esta2lis ed t e 2asis for our ongoing metrics and

evaluation +ork‑ Esta2lis ed credi2ility +it many

‑ E cited t e learning community and sponsors‑ But did not s+ay t e Idie ardJ skeptics


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Wh t h I l d t d ? 31

-esired State

.' ig t 2alance 2et+een strategic, operationaland personal learning

"' Hreater appreciation for 2ottom line 2enefit oflearning

%' 0etrics and evaluation em2edded in all learning)' Process o+ners + o plan for and integrate

learning from t e 2eginning and + o can +orkto ensure sustaina2ility of improvedperformance

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