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DENSO Marston Ltd. invested in training for its team leaders.


ITS Training and Apprenticeships



How workforce and team leader behaviour was changed through investment in supervisor development.

The Challenge

DENSO Marston Ltd. is a global industrial vehicle radiator manufacturing business with a significant set of business targets for the future. The organisation's Shipley site is a pivotal part of that strategic plan, so it was therefore vital that the business made sure it had in place the behaviours that enabled its workforce to produce the results required.

A critical link in the manufacturing process is the role of the supervisors managing the teams that make up the workforce, and their behaviour was seen to have a powerful effect on the workforce and its ability to hit manufacturing goals. It was therefore decided that a learning programme, which not only gave knowledge and insight, but also supported the behavioural change that facilitated a new way of working together was required.

Our Solution 

ITS competitively bid for the project and won the assignment because of our ability to put in place tools and methods to embed the learning in everyday responses to working situations. The training consisted of five one-day modules, shown below:

  • Communication and Interpersonal Skills
  • Conflict Management
  • Workload Management
  • Performance Management
  • Coaching Support Skills

Each of these modules was supported by an on-going series of 45 minute one-to-one coaching sessions which focused on specific tasks that each delegate carries out in the workplace. This enabled them to demonstrate the skills they had acquired in the learning sessions. In addition to this, each participant kept a reflective journal of their success at applying the techniques back in the workplace. Whilst the reflective journal was used as evidence of each delegate's subsequent use of the techniques, they were also asked in one-to-one discussions about their ongoing use of the learning, and how they saw it benefiting their workplace exchanges with their teams. 

The Impact

The coaching sessions have shown that the majority of the employees participating in the programme have demonstrated behavioural change and, perhaps more importantly, have experienced a reciprocal behavioural change from team members.

The training department at DENSO carried out a survey of all of the participants which shows a top score result for the programme and the fact that it was changing how they thought about the way they did their job and the methods they used to communicate and work with others. The research shows that they are already seeing:

  • Improved team work and communication.
  • A boost to productivity while maintaining quality focus.
  • Motivation has increased throughout the team of supervisors.

The goals and objectives for manufacturing are ambitious but it is believed that these will be achieved because of the thinking that has gone into this new learning approach and the effect it has had on the supervisors and the workforce overall.


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