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Central material production and local delivery


Hello, I work for a global machinery manufacturer and i am trying to justify the case for a centralised technical training manager with the aim to coordinate training activities from a number of different source factories and local market training centres. Does anyone know of any sources of information showing, and ideally quantifing, some of the efficiencies of centralised material production with local training delivery.

Many Thanks


2 Responses

  1. A role similar to mine…

    Hi Edgar

    I can’t give you figures but I can describe our training set-up.

    I work for a global company with production offices in the UK, USA, Singapore, Philippines. I guess my role is as you describe. I came through production (a technical role) and now manage training resources and people.

    In every production location we have Training Officers – they do normal production work but get paid an allowance (small % of salary) to do training over and above their production work. They undergo train the trainer training and coaching. When we need to train new starts or new systems then they deliver face 2 face training. They can develop material for local practices.

    My role is to create global training material for processes and systems where we have to do this or to advise others who create such things through technology or business projects. When it’s big systems launches then as you describe I coordinate all locations to make sure they can deliver to staff at the correct time. I can also deliver training when required and often use a virtual classroom (WebEx) to reach trainers who need training or staff as required.  

    At the moment we are looking at putting more material online. Just a note about the way things are moving generally in training roles. With the advent of social media it’s a lot harder to control and centralize material and the training role is moving from one where trainers push content on to people to one where we support and help people to find the material they need, whether it’s trainer or user developed. Companies are encouraging staff to contribute their knowledge to help support fellow workers – harnessing the power of informal learning and coaching (e.g. the BT Dare2Share project).

    I hope that helps a little.    Happy to talk more so send me a message through Training Zone if you like.

    Best wishes


  2. update


    Julian thanks very much for the reply. I should add to my original post that this part of our training structure is built around a dealer network rather than internal training. Currently each of our factories produce training material for train the trainer courses for their respective products. Following a train the trainer course the local market sales office then produces thier own training material and delivers the training to the dealer network in that market. As you can imagine the result of this is that there is a lot of material replication accross the different markets. Our aim is to reduce this replication by centralising the material production (at the factorys) whilst maintining the local knowledge of the market training teams.

    As i said previously it is figures or evidence of peoples previous experiences in similar situations that i really need but it is very interesting and much appreciated to hear other peoples thoughts and examples of their organisations 




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