Client:  Fortune 50 Pharmaceutical Company

Need: This global pharmaceutical company had a directive from the CFO to educate the employees in this newly acquired company regarding the parent company’s criteria for financial decision making and the employee’s role in the profitability of the company.

Participants: Managers and supervisors with both financial and non-financial backgrounds i.e. engineers, scientists, marketing managers, etc.

Distribution: IL, OH, CA, FL, MA, Belgium, Ireland, Malaysia, India, Japan, Australia, and England

Description: Working with the company’s subject matter experts, LDR rapidly designed and developed a highly customized program that incorporated the company metrics; internal and external reporting; success measures; the participant’s impact on the metrics; and the financial criteria used to evaluate investments such as R&D, etc. The program was delivered in-country, in-language in the U.S. and seven locations outside the U.S.

Acting as a single point of contact to the company, LDR managed the selection of trainers with financial and business acumen experience; provided the TTT for trainers; and coordinated training logistics and delivery. The company exceeded expectations, was well received by the participants and was delivered on time and on budget.

Leading Global Health Care and Pharmaceuticals Company

Need: Transitional support for existing operations locations and newly acquired organizations in the area of Financial Acumen customized to Client’s process and procedures.

Distribution:  IL, OH, CA, FL, MA, Belgium, Ireland, Malaysia, India, Japan, Australia, and England

Participants:  Managers and Supervisors with both financial and non-financial backgrounds

Description: Designed, developed and delivered Financial Acumen Training in the Client Way to existing operations units, as well as recently globally acquired operations units.

Outcomes:  Program met highest-level results based on client’s internal matrix of evaluation.  Solutions led to LDR Worldwide becoming a major design and delivery partner in professional skills development across the Client Footprint domestically.

Need: This U.S. based manufacturer and reseller of welding and cutting products has employees in 160 countries. The company wanted to increase the mobility of their global talent pool to support growth and succession planning. While there were pockets of training excellence, development was inconsistent and workforce competencies were uneven. Their goal was to up-skill the middle manager talent pool and develop global consistency based on their U.S. competency standards.

Participants: Middle managers

Distribution: The Americas, Asia and Europe

Description: The company had completed competency assessments in the U.S. and had developed a training framework for the required competencies of a middle manager. LDR’s first step was to review the company’s existing training content and cross-walk existing training assets to the training framework. Existing training content was integrated into the final program content for the U.S. LDR developed a multi-year middle manager training program consisting of eight two-day modules incorporating classroom instruction, distance learning, coaching and action learning. The content was piloted in the U.S. and is now running in the U.S.

The company prioritized China as the first market for global training support. LDR first completed competency assessments for the middle-managers in China. With local competency assessment results in hand, LDR then met with the China H.R. leader to review the competency nuances and expectations in China versus the U.S. For instance, risk taking and taking initiative differed significantly in the U.S. and China. And in China, the middle manager’s view of their role was more parochial, more tactical and less strategic than the U.S. middle manager who viewed their role in terms of enterprise contributions.

While the global training framework remained consistent, local competency was considered as the content was tailored for China based on the gap between U.S. competency expectation and local competency. LDR contextualized the eight training modules with input from local leaders. In preparation for delivery, LDR then selected in-country facilitators, oriented the facilitators to the company and completed content specific TTT. Local guest speakers were selected, oriented to the program and supported such that their presentations were integrated into the fabric of the training. Guest speakers included the CFO, head of Supply Chain and head of HR. The program will be implemented in Europe next.

Case Study – Fast Growing Manufacturing Company

Need: A manufacturer of easy-to-use outdoor power equipment needed to enhance the skills of their sales force and move from transactional sales to a consultative selling model.  They were looking for training that would be relevant to their specific business and impact all levels of the organization. The company had tried other sales training using a standard sales development curriculum, but there were no accountability indicators in place for senior leaders to hold team-members accountable. As a result, the training was not meaningful or permanent and was not effective.

Distribution:  United States

Description:  LDR Worldwide (LDR), worked with this company to conduct a training needs analysis. This process identifies skills gaps within an organization and the desired skills needed to reach the company’s goals. Next, using MTD’s products and actual case studies, LDR contextualized a curriculum directly related to MTD’s strategic goals and desired outcomes. A manager at this company, described her experience working with the  LDR team. “I have been very impressed with the willingness of the  LDR team to learn our business, get to know our people and their ability to make their content fit into our culture,” she reported.

To ensure learning, LDR developed Wrap Around activities for executives to hold team members accountable and coach them to success. These activities include pre-learning before each session and eLearning activities acer each session. “We needed a highly relevant and customized curriculum and with LDR someone was giving them real world examples that they can quickly adapt and use on the job,” manager at this company explained.

Need: This company, needed organizational development and training support to integrate multiple acquisitions as well as achieve constant organic growth. With locations across North America and a small internal staff, the organization needed assistance in program and content development, hiring and onboarding, and training. The company wanted to both train for required core skills and competencies, and to also infuse the training to transmit the company’s core values and culture to new employees and recently acquired organizations.

Participants: New hires, frontline employees, supervisors, managers

Distribution: North America

Description: LDR was engaged to support rapid staffing growth with career readiness training for the applicant pool in difficult hiring markets; to assist in the recruitment, onboarding and training of production workers; to provide English language training; to provide Microsoft Office training for new employees; to lead Autonomous Care programs in manufacturing(Lean/Six Sigma for the Food Manufacturing Industry); and to provide training for Supervisory Skills for manufacturing supervisors.

LDR provided rapid content development, content, facilitation and program management for these multiple programs.

Outcomes: Multiple measurable results

– Decreased hiring time for new hires by 48 days

– Decreased time to 100% manufacturing employee productivity by 60 days

– Addressed critical productivity and quality issues measured in eight figure savings

Client:  Top Ranked Retail Warehouse Club

Need:  Spanish Language Verbal Communication Skills

Distribution:  North America

Participants:  Asst. Managers, Managers, District Managers, Regional Managers and Regional VPs

Time Period:  Approximately 120 hours per participant

Description:  This company’s Leadership set a strategic priority that management in Hispanic communities would be verbally bilingual in less than a year.  The project showed significant results in the first 6 months with participants able to use new skills in the workplace and community.

Outcomes:  Project was ended prematurely due to reorganization and departure of this company’s Senior VP for Operations.  Client indicated that the project had been significantly successful and under different economic conditions would have expanded across the company footprint.

Client:  Global Leader of Apparel and Footwear

Need: High Potential Program for Shared Services areas including Finance, Legal, Procurement and IT needed to focus on skills to support the consultative roles of participants.  Effective communication skills were considered a core barrier for success.  Competency in Story Telling was determined to be the best solution.

Distribution:  Participants were from the Americas, Asia, & Europe

Participants: 30 Global High Potential Participants all from Shared Services

Description:  The initial program was part of a comprehensive 3-day program for HiPo’s in the Shared Services Group.  The 8-hour program was designed to alter the way in which shared services communicated with internal partners.  The program was designed and built for our client.  At the end of the last day, participants had to present stories to the Senior VPs of all the shared services areas that would help this company overcome a barrier or take advantage of new innovations or opportunities while demonstrating a stronger set of communication skills.

Outcomes:  The program was so successful from an outcomes standpoint, that one of the team’s stories about a new opportunity won the internal innovation award for funding of new ideas.  Members of the team were cross functional and global and had never worked together on a collaborative project prior to this program.  The Senior VP for Global IT was so impressed with the changes of skillsets he saw in his high potential team member, that the program became required for all managers and leaders in his Division worldwide.  The success of the Global IT program was felt across the organization and one of the VPs from the Sales Organization for Jeanswear determined that Story Telling should be part of all members of her division’s skill set. This included administrative staff to Senior Sales Staff.  The impact of the Senior Sales Staff in the field was the catalyst for three of the Senior VPs for the division to join in the course as a part of an open enrollment delivery.

Client:  Global Leader of Apparel Industry

Need: This Company’s Supply Chain department identified a need to create a higher level of engagement and commitment to the parent company for its Managers and Supervisor while also developing their professional skills to lead and manage others.  The program was directly related to creating a higher level of retention in a highly competitive market where turnover is common among major employers.

Distribution:  Panama

Participants: 50 Managers and Supervisors

Description:  This program started with an Orientation at the Global Level, including an understanding of the Company’s Core Values and Strategic Vision.  It was followed with a customized course in Financial Acumen that supported the participants understanding of the role of Supply Chain Panama in the larger Global Organization.  The program continued with a Phase II individual development program that included individual assessment, career pathway planning, and developmental programs provided to support the development of each participant.

Outcomes: Midway through the Program, the Senior VP of Global Supply Chain Operations for Latin America requested LDR Worldwide to provide a proposal that would allow the program to expand throughout the rest of Latin America.  Participants report both pride and loyalty to the company and are demonstrating higher levels of engagement with lower levels of turnover.

Need:  This bank has a need to support the development of core competencies and skills in their Branch Managers.  While this bank has worked to address the development of the Branch Managers over the past several years, the acquisition and direct feedback from leaders responsible for the Branches has indicated that there are several areas that still need to be addressed. This Bank is exploring new methodologies for delivering professional development to frontline leaders and managers from all areas of the organization.  Specifically, they would like to focus on:

• Effective communication
• Managing individual performance (expectations, delegation, coaching, development)
• Managing team capabilities (team alignment, leading change, and development to achieve current and future goals)
• Self-awareness to understand one’s impact on others and implications to accomplish the work

Distribution:  950 Bank Branches

Description: LDR Worldwide provided Certified Trainers who all had a background in retail banking.  Our client provide the content to be trained and provided the Train-the-Trainer. Training was executed in multiple locations over a 10 week period.  Trainer Selection, Project Management, and Evaluation were conducted by LDR Worldiwide

Outcome:  Our client was recognized as the leader in retail banking customer service.

Need: This multinational automobile manufacturer is committed to staff development at all levels in the organization. Instructor-led courses are offered to Individual Contributors, with modules designed to develop key competencies and build engagement. Prior to partnering with LDR, the client contracted with multiple content and delivery vendors to provide this training in locations throughout the U.S., Canada and Mexico. The client wanted greater efficiency in the program delivery; the ability to provide consistent, contextualized content, contextualized to the company and current company objectives; and greater feedback on the performance of the offerings.

Participants: Individual Contributors in manufacturing, design, customer service, finance center and headquarters.

Distribution: U.S., Mexico and Canada

Description: LDR serves as the single point of contact for the administration and delivery of the client’s Individual Contributor training program across North America. During a transitional phase the program continued with the third-party curriculum and training partners that had served the client to date, but with consistent delivery outcomes, reporting and consolidated invoicing. Over time, LDR was asked to provide all curriculum, and now provides both contextualized training from existing training assets and new content as business need required.

The dedicated LDR Project Manager works with the client POCs to:

– provide the contextualized training content (with translation as required)

– select and orient trainers to the client company and curriculum

– publish training calendars and monitor enrollments

– manage facility, trainer and materials logistics

– gather and report on participant feedback

– provide consolidated reporting and invoicing

Need: Diversity and Inclusion team of this hospitality company identified a need centered around entry level employees. Many of the behind the scenes staff, such as housekeeping, grounds keeping, event staff and culinary support staff were not native English speakers. This periodically caused communication difficulties with internal staff and guests.  These employees also struggled with completing tasks and work forms. As a result, this company’s Diversity and Inclusion team tried various online language programs to support their associates.  While they had minimal success, the training did not meet the growing need of this employee population. The diversity and Inclusion VP, reached out to LDR Worldwide for an alternative solution.

Distribution:  U.S

Participants:  24 frontline, back-of- house employees (house keeping, hospitality, food service)

Description:  Pilot project that incorporated this company’s core values, work processes and leadership goals into an application based ESL program.  Program included 3 hours a week/14 weeks classroom led ESL program tied to internal mentoring program.  Second phase was a level two application with a greater focus on integrated leadership skills in the ESL program.

Outcomes:  Pilot program was significantly successful.  All participants moved forward in skill level.  Two were immediately promoted to front-of-house positions; several were motivated to enroll in their local community college; and all developed greater confidence and competency in their work.  The pilot was expanded to three other locations with similar results and a National program rolled out with corporate support.  Global applications of the program are currently under discussion.

Need:  A U.S based Airline Company would like to reduce the average handle time in its call center, increase sales agent revenue per hour, decrease canceled tickets, and improve process with non-valid e-ticket handling

Distribution:   Headquarters

Participants:  Results from one training class with 16 students, Client investment $45,000

Description:  This U.S based Airline chose LDR Worldwide to help integrate Six Sigma into its existing continual improvement initiative. LDR provided two rounds of Green Belt training for the Airline’s reservation centers, including students from Chicago, Detroit, and Honolulu. Each Green Belt candidate had to complete a project of significant value to achieve certification. Several of the Airline’s projects are typical of issues and opportunities that exist for any business that has a call center.

Outcomes:

Cost savings of more than $1.25M

Over $6M revenue enhancement

Increased customer satisfaction

Businesses with similar needs:

Other Airlines

Banks

Communications

Insurance companies

Need:  This baseball team would like to work with LDR Worldwide to reduce wait time in concession line, improve on-line ticketing process, reduce things gone wrong in premium suites and assure cleanliness and equipment condition in concession stands.

Description:  Lean Six Sigma Black Belt consulting services were provided for the client with ongoing support to the senior leadership of the organization in the selection of projects for the teams. Our consultant provided monthly coaching to support project teams on the use of Lean Six Sigma tools and the implementation of those tools toward successful project completion.

They chose to train personnel as they work on project teams, and they chose to use LDR Worldwide personnel as project facilitators (Green Belt or Black Belt.) Projects have focused on enhancing the customer experience by addressing the Voice of the Customer on such issues as:

• “I came to see a ball game, not wait in line for 20 minutes to get a hot dog and a beer.”
• “What do you mean this ticket is no good? I just bought it from you!”
• “I paid big bucks for this suite, and I don’t expect problems with food, service, facilities etc.”

Outcomes:

• Increased concessions per capita revenue totaling $1.2M
• Increased on-line ticket sales
• Increased customer satisfaction

Businesses with similar issues include:

• Amusement parks
• Convention centers
• Theaters and Orchestras
• Ticketing agencies
• Professional sports

Need:  This client was experiencing rapid growth, both organic and through acquisition. As a result, they had tripled their workforce in four years and moved from operations divided between two plants in a single state, to five plants in four states and Canada.

The challenge was to develop a supervisor training program that could be taught by outside trainers but maintain the distinct experience of the internal program. The requirement was to help participants develop the skills to succeed while infusing the corporate culture into new and acquired operations.

Distribution: 

4 States- CA, VT, TN, WA and Toronto, Canada

Participants: 

First Time Supervisors

Description:  LDR Worldwide developed a comprehensive training program that incorporated classroom learning, individual coaching, and learning reinforcement. To ensure that participants were able to apply the concepts taught in the classroom, each session was followed by an activity to prompt application. Participants were given between 1-2 weeks to complete the activity and then results were discussed in group coaching sessions focused on sharing best practices.

Multiple Projects as follows:
-Career Readiness for New Hires (800 Participants)

-Microsoft Office for all new employees, all locations

-Comprehensive Supervisor Training Program (100+ Participants)

-Autonomous Care (Lean/Six Sigma for the Food Manufacturing Industry)

-English as a Second Language

-Financial Peace (Personal Financial Management Course)

Outcomes:  Over 100 supervisors were trained in the first year. Participants consistently rated the program as outstanding and commented that they believed it helped them understand the company and what the expectations were of them as supervisors. They also noted the individual and group coaching aspects were critical to their personal development.

Client:  Leading Hamburger Restaurant Chain

Need:  Multi-tier Supervision and Management Training Program to support growth and succession.

Distribution:  OH, MN, NJ, MO, IN, and NY

Participants:  5 Levels – Perspective Assistant Managers/Managers (Restaurants), Corporate Shared Services Managers, District Managers, Regional Managers, and Vice Presidents

Time Frame:  2010 – Present

Description:  LDR initiated comprehensive professional skills development around supervision, management and leadership.  Competency based assessments were used at each level to determine content.  Includes Assessment, Design, Instructor Led training, Web-Based Training, E-Learning, Coaching and Action Learning and Evaluation.

Outcomes:  Our program created broader pool of available managers and leaders to promote at each level. Program was launched bottom up.  Managers of participants observed such a significant positive change in behavior that they requested the program for themselves.