Sharing in Growth is an innovative and ambitious training and development programme aiming to raise the capability of UK aerospace suppliers to share in the anticipated growth of the global aerospace market, and other associated high-value manufacturing sectors. MOD DCB features writer Paul Elliott spoke to Andy Page, CEO of Sharing in Growth, on what the programme has to offer and how growing companies can benefit from it.
So, how does Sharing in Growth work?
Following the appraisal of applications, the programme will involve three successive phases for the successful applicants. The first is a ten to twelve week long diagnostic assessment of all key aspects of the applicant’s business, to identify how the programme can offer them the most benefit. An agreement is then made on what areas are most important to that business followed by the creation of a supplier development charter identifying appropriate training, which becomes the basis of their business case for entering the improvement programme.
The next two years includes leadership training for management teams, business improvement training (NVQ2/3) for staff and tailored high-intensity development training covering areas such as lean production, modern manufacturing, sub-tier management, cost management. All training will be provided by industry experts and specialists contracted to work on the Sharing in Growth programme.
The programme then offers ongoing support for a further two years, based on the issues identified in the previous stages, to ensure that the improvements to the applicant’s company are firmly embedded.
Is the programme bespoke?
“To an extent it is. We’ve designed this programme with two very key stages to it. The first stage is a whole-business diagnostics activity. We would start by looking at the general financial and operational performance of the company and then do an element of diagnostics in order to develop a detailed report and a detailed set of opportunities.
“This generates the business case for going into the improvement programme; in terms of the money split it’s about ten per cent on the diagnostic and ninety per cent on the improvement course. So the bespoke nature is a result of what comes out of the diagnostic, and if the diagnostic shows that the biggest opportunity is in one area then obviously we would bias that. If it shows it’s in another then we would bias the other. We must let the diagnostic inform where the right areas are to work.
“There’s an element of it being standard parts of the programme. We imagine for instance that everyone will benefit from having a further push on lean operational improvements. We imagine that everyone will benefit from scrutinising how they manage their sub-tier supply chain. We imagine too that everyone will benefit from refreshing their leadership capability around leading growth. Some of the things included we expect everyone will get benefit from but some of them will be more bespoke, depending on the diagnostic.”
Andy Page – CEO, Sharing in Growth UK Ltd