Professional Documents
Culture Documents
Dave Vance,
President
Caterpillar University
September 23, 2004
1
Outline
Background on Caterpillar
Origin, mission, structure of Caterpillar University
and learning community
Key Cat U initiatives
Enterprise Learning Plan and Division Learning Plan
Learning metrics and Evaluation
Looking ahead
Caterpillar Inc.
72,000 Caterpillar Employees
38,000 inside U.S.
34,000 outside U.S.
2001
Caterpillar University
Established January 2001
__________________
Enterprise Learning Vision
To be recognized as one of the best continual learning
organizations in the world.
__________________
Caterpillar University Mission
Learning at Caterpillar
Managing
Managingour
ourintellectual
intellectual
Knowledge Sharing
capital
capitaland
anddevelopment
development
E-learning
Leadership development (coaching, workshops,
facilitation)
Classroom training
Competencies
Career development
Change management
Systems support, such as Learning Management
System and Knowledge Network
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Partnership in Developing
Strategic Learning
Lead Learning Managers, one from
each business unit
Dual solid line reporting to Cat U and Business Unit
Monthly teleconferences
Global Teams
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Corporate
Governance to
Ensure Alignment
Caterpillar
University
Manager
Learning Manager
What have I learned today?
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E-learning,
Knowledge Sharing,
Leadership development
Enterprise learning
programs for
classroom delivery
OR
Business Units
Learning Managers in
Business Units
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University President
David L. Vance
Adm. Asst.
Mary Jenkins
Dean
Dean
Chris Arvin
Ruud Kronenburg
Leadership
General
Studies
Marketing &
Distribution
Product
Support
Manager
Performance Improvement
Fred Goh
What
Competencies
Career Development
Regional Center Coordination
Vendor Management
Master Scheduling
haveCommunication
I learned today?
Metrics
Dean
Ben Tien
Business
Business
Processes
Dean
Dean
Alice Barbour
Sheryl Tipton
Technology
6 Sigma
Manufacturing
Engineering
IT
Safety
Manager
Tech Enabled Lrng.
Jayne Henneberg
E-learning
Knowledge Sharing
CLMS
Performance Support/Usability
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17
College of Technology
Engineering curriculum and guides
Safety curriculum
Ergonomics e-learning
Assembly e-learning
IT curricula
18
Performance Improvement
Enterprise and Division Learning Plans
Career Development
Competencies
Learning processes
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Metrics
Enterprise Learning Plan translated into prioritized
goals with volume and level 1-3 targets
Progress against plan measured every month in vital
factor meeting
Year-end forecast updated monthly; focus on
deviations from plan.
24
Evaluation
Started in 2002 with need to show value proposition
for learning
162 page Business of Learning was our first effort
Nine detailed ROI studies conducted to date
Dollar benefits, costs, net benefits, ROI
Tried to improve in productivity, quality or reduction in cost
25
Current Year
Business Plan
Learning
Initiatives
YTD
Actuals
Caterpillar
ROI
Forecasts
Cumulative
Metric
Caterpillar
THE JOURNEY
2003-2004
Needs-assessments indicate
where learning is needed to
achieve business goals
Learning viewed as
an indispensable
part of culture
TIME
2001-2002
Learning
Learning Focus
Caterpillar: Confidential Green
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Lessons Learned
On-going funding model should have been
established up front
Business of Learning was an excellent
exercise
We learned a lot in writing it
The discipline, alone, was worth the effort
It established the basis for our ongoing metrics and
evaluation work
Established credibility with many
Excited the learning community and sponsors
But did not sway the die hard skeptics
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Desired State
1. Right balance between strategic, operational
and personal learning
2. Greater appreciation for bottom line benefit of
learning
3. Metrics and evaluation embedded in all learning
4. Process owners who plan for and integrate
learning from the beginning and who can work
to ensure sustainability of improved
performance
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