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Transforming the training needs for future generations entering the Armed Forces requires vision, change and engagement. The culmination of this process will be the largest vocational training college in the UK, delivering specialist technical training to the tri-services of the UK Armed Forces. A complex project on such a large scale takes a multitude of resources.
Helping the MoD to turn this vision into reality is Metrix, a consortium of companies that are working together to deliver both the training service and the facilities at a new site at St Athan. Besides being tasked with the curriculum redesign and development, Metrix partner Raytheon is tasked with the training management and support in this programme.
The British Armed Forces is renowned for being one of the best in world. It has a well-established and effective training program that has one main goal, to prepare the sailor, soldier or airman to deliver at the frontline, something the MoD refer to as Operational Capability. But as Lieutenant Commander Gary Standen of the Royal Navy explains there were other aspects within the training facilities that could be improved.
Targeting the Training of Future Recruits
“The military is different and we do things very differently,” says Lt Cdr Gary Standen. “However, there are many parallels with the commercial world and we face similar challenges to be more efficient and deliver value for money. We are confident that our training is second to none, but how efficient is it? Will it meet the needs of our future recruits, what will a 5 year old today be expecting in the classroom in fifteen or twenty year’s time?“
“We discovered that 80% of the specialist technical training provided separately to the Army, Navy and RAF is actually quite similar. Although some small scale transformations to rationalise training had occurred these were stove-piped and not joined–up across the services. We needed to make substantial changes to the way we deliver training now, to ensure that we can continue to develop our training programmes and adapt to future requirements.”
It became clear that a complete rationalisation of the training, facilities and management was required to deliver a modern, cost effective, technical specialist training to the tri-services. Consolidation of training facilities that currently included nine separate schools and colleges catering for 6500 students on any given day, along with 3000 management and support staff into one site, whilst retaining each services identity was one of the biggest challenges.
However, the Defence Training Rationalisation Programme (DTR) would require considerable resources and in-depth experience to undertake a transformation on such a large scale. Recognising its own limitations the MoD decided to look for a partner to help realise its vision to provide world class training facilities. There was one proviso; at no point could Operational Capability be compromised.
Training for the tri-services is split into three defined categories. The basic training every recruit receives to join a service, the professional training required to do their job and the ongoing training throughout their career. Phase One, basic military training cannot be outsourced. It has to be delivered by the military. However, the technical specialist and ongoing training that already had input from civilians would be suitable to be delivered by a third party under the control of the MoD.
Strategy and Command
For the last year Raytheon has been working with the people that will be transferred from the civil service to work for Raytheon and with the military trainers that will be seconded to work alongside them at St Athan. Together, they have been following Raytheon’s structured approach to transformation. Developed over years of experience, Raytheon Six Sigma™ encompasses all areas of the transformation process from stakeholder involvement to identifying common processes and winning the hearts and minds of individuals that can help make the change.
Key to the success of Raytheon Six Sigma™ is the collection of data throughout the transformation process that is used to engage those involved, evaluate courses and identity potential undesirable effects. When a third of the cost of a training system is typically spent on managing it, finding common aspects such as reporting and support can help to significantly lower both direct and indirect costs.
In addition, Raytheon Six Sigma™ helps to optimise training courses. It looks at the value of each course and what the student gained from it. Currently the MoD’s specialist technical training consists of over 1,000 courses, internal validation of each of these will help to highlight training duplication or classes that simply serve limited purpose now as operational needs have moved on. Raytheon believes that redesigning training systems can lead to up to a 20% reduction in training time with no loss in the student’s ability to perform in the workplace.
Engaging with the Stakeholders
“At first there was resistance to change,” continues Lt Cdr Gary Standen. “But Raytheon’s workshops broke down barriers and people started to understand why one service or training site did something different to the others. They have even started to incorporate changes ahead of the full transformation, where they can see an immediate benefit. Both the military instructors and their counterparts in the civil service can see their role in the new facilities and are excited by it. They have an appetite to change which will help make the DTR programme a success.”
When transformation is complete the courses will be a mixture of hands-on and lecture based, with many taking advantage of newer technologies such as web-based classrooms, simulation and emulation. In designing and developing the new curricula, Raytheon is keen to use technology to enhance the structure of training, but is careful to ensure that it does not take over from course requirements. Although many of the courses will take place in the new training facility at St Athan, the use of technology will also allow some aspects of training to take place away from the main centre, thus providing operational flexibility in addition to savings on travel costs.
“From the MoD’s perspective, the output – providing the Operational Capability where it’s needed, is the most important driver,” says Lt Cdr Gary Standen. “However, we also recognise that we need to partner with someone that is able to deliver in the mediums that people will expect to be in use in the classroom. When I first joined in the eighties training was mainly chalk and talk, this gave way to PowerPoint and now computer games. However, whether it’s social networking today or who knows what in twenty years time, innovation and the ability to continually develop courses is a key consideration.”
Taking the decision to outsource some aspects of the Defence Training Rationalisation (DTR) Programme has enabled the Ministry of Defence to benefit from industry expertise, whilst spreading some of the financial risk. When complete the training at St Athan will be a centre of excellence, providing the training needs at least for the next thirty years, ensuring that the UK Armed Forces position of the best in the world remains secure.
Box out
Top tips for successful transformation:
- Develop a vision for the future to help people understand the potential
- Work backwards from the vision to form a transition plan
- Be clear on the sharing of responsibilities between yourselves and your suppliers
- Identify potential failure points and put processes in place to mitigate risk
- Ensure consolidation of training processes has occurred before you move
- Make sure everyone understands their new role; it will help engagement early on
- Don’t let technology drive you, drive technology to get the best from the structure
This case study is the summary of a presentation given by the U.K. Ministry of Defence and Raytheon at the HRO Europe Conference in London in November 2009
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