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Case Studies
Clients and projects undertaken

Corin


Client Business Goal

Corin, a leader in orthopaedic innovation, has pioneered a number of landmark developments to
improve the quality of life of thousands of patients around the world. Their success is underpinned
by a commitment to Responsible Innovation.

Corin recognise that their people are key to their success and in 2009 implemented their Continuous
Improvement (CI) scheme. The recognition-based employee initiative was developed from an
existing quality programme across the site. It is designed to promote an environment of proactivity
and embed a culture of self-help throughout the workforce.

The Solution: Coaching & Mentoring

To help them permeate the programme successfully throughout the organisation, Training 4
Fusion developed and delivered a bespoke programme of training to develop Corin’s supervisors in
Coaching Skills to support idea generation and implementation within the business.

Training 4 Fusion facilitated a visit for Corin with a Bristol based client who was already running
an ideas scheme to share learning and successes. Training 4 Fusion worked with the senior
management team at Corin to scope out and document training requirements and the initial scheme
based on our knowledge of ‘reward’ of ideas, and the use of ‘super coaches’ to support newer less
experienced coaches.

Training 4 Fusion designed a four day modular programme to develop confidence and competence
in coaching, and looked at culture change and understanding and managing people’s responses
to the initiative. The programme, which was highly interactive and engaging, delivered plenty of
practice in coaching, and the modular approach enabled attendees to implement training from each
session and come back and talk about it with trainer and colleagues at the next session.

A core group of voluntary ‘Ideas Coaches’ provide support to colleagues. Selected from a variety of
disciplines across both the shop floor and head office, these operators provide assistance to anyone
who has a continuous improvement idea but needs support in progressing it to the next stage,
whatever this may be. Suggestions could be a request to the maintenance department, asking
IT to help ‘tweak’ an existing system or simply to arrange a meeting with another department or
colleague to move things forward. All coaches receive in-depth training, including off-site sessions to
help them deliver this role.

Corin’s CI scheme was a finalist in the Future Manufacturing Awards 2012 for the Innovative
Operating Practices award which recognised companies that successfully designed and delivered
innovative operating practices related to production and business management.

To complement the initial programme, Training 4 Fusion also delivers condensed programmes to
induct new coaches as required. It is an iterative process, and recently Corin brought fresh focus to
the scheme with an internal re-brand and a refresher session developed and delivered by Training 4
Fusion.

The refresher session, held at Westonbirt Arboretum, focused on introducing the group to a simple
model of personality to help them flex their own style of communication to meet the needs of the
person being coached. The focus of the session was supporting them in coaching the ‘unconverted’,

those less open to coming up with ideas and implementing them, to ensure the culture of innovation
is understood at all levels of the business.

Core Topics:

  • Coaching Defined
  • Key Coaching Skills
  • Ideas explored
  • Managing Mindset of the coach and coachee
  • A coaching model for simplicity
  • Well formed outcomes
  • The psychology of coaching

The Results

By measure of success, some 400 ideas have been raised since the programme was launched, and
over 250 improvements have been implemented. There has been no financial incentive behind
these improvements, they are purely driven by the operator with recognition and praise for
improving their area or process, their environment and the company.

Through the evolvement of a team of coaches to aid initiators progress their ideas, Corin have also
seen improved team building, communication and ideas sharing through the different operational
cells. The company has benefited from buy in from technical areas of the company such as
production control, production engineering and production development.

Direct benefits resulting from the 250+ implemented ideas have been improved work practices and
self help culture which in turn has had an improvement on through put, improved quality including
segregation and identification, improved ergonomics, H&S and cost saving.

Since the refresher training, there has been a significant rise in ideas opened and closed. Corin’s
commitment to continuous investment in their people continues to pay dividends.

During one of Training 4 Fusions coaching sessions one of the new coaches exclaimed “I have
coached individuals within my team without them knowing that they have been coached.”
Testament indeed to an effective coach! Such is the confidence in the coaches, that they are used as
focal points during factory tours talking about the CI scheme.

Beyond business benefits, Corin has introduced a Corporate Social Responsibility (CSR) element to
the scheme. Supporting the new programme focus, Corin has pledged to make a donation to a staff-
nominated charity for the best ‘Idea of the Quarter’.



 
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