Case study No.4 of TAFE meeting industry needs

and government goals

DR JOHN MITCHELL

FEBRUARY 2013

R E S E A R C H – P L A N N I N G – E V A L U A T I O N

J O H N M I T C H E L L & A S S O C I A T E S

Excerpt from John Mitchell 2013, Reinventing service delivery: case studies of TAFE Institutes meeting industry needs and government goals,

TAFE Directors Australia, Ultimo, NSW (ISBN 978-0-646-90133-6), pp. 34-39.

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Public, Technical and Further Education Providers

Unleashing Our Capability

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BACKGROUND

The Textile and Fashion Hub is a collaborative initiative between theTextile Fashion Industries of Australia (TFIA) and Kangan Institute (KI)and the Federal Government’s AusIndustry. As an innovative industrycentre of excellence, it services industry in ways that are not possible inconventional industry training facilities. It focuses on high-end nichetraining on advanced technologies for the textile, clothing and footwear(TCF) sector, particularly for employers and employees in small tomedium enterprises (SMEs).

ALIGNMENT WITH COAG

This case study aligns with the National Agreement for Skills andWorkforce Development which commits the Council of AustralianGovernments (COAG) to a vocational education and training (VET)system that ensures the “skill levels of the working age populationare increased to meet the changing needs of the economy”.

The case study also provides an exemplar of innovative training thatwill help to “shape the new economy” (PM Julia Gillard, 13 April 2012).

TAFE ASSISTS INDUSTRY TO DEVELOPWORKERS WITH SKILLS FOR THE NEWECONOMY

Institute: Kangan Institute Industry client: Council of Textile & Fashion Industries

of Australia (TFIA)Summary: The TFIA Textile and Fashion Hub assists people to develop

skills needed for the new economy, such as using digitaltechnology for design, addressing a COAG aim of developingskills to meet the changing needs of the economy.

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The case study focuses on the need for skills in thenew economy in the use of information andcommunication technology (ICT) and related businessprocesses; for instance, the use of digital technologyfor business purposes ranging from research anddesign, to product development, supply chainmanagement, production and marketing.

In the case of the textile and clothing businessesinvolved in the Hub, the new economy commonlyinvolves designing items in Australia and thentransmitting the design overseas for manufacturing. Inresponse to these new business practices, the Hub’spartners are committed to providing users with accessto digital resources, including support for potentialNational Broadband Network (NBN) projects,particularly to assist the design process within thedigital supply chain.

At the Hub, Kangan Institute provides training to the sector while industrypeople undertake research and development (R&D), develop sample runsof products, and access technology to prototype their design, prior totaking it to market. These resources are particularly beneficial for SMEswho do not have the capability or finances to conduct R&D.

SKILLING FOR THE NEW ECONOMYThis case study is guided by the definition of the new economy in thepublication ‘Skills for All Australians’ (2012). It describes a new economyin which Australian businesses will need:

... the capacity to embrace technological and business processinnovations to provide competitive advantage in a global marketplace. They will need to have ready access to knowledge and worldclass capabilities that support rapid adaption to changing marketneeds, tapping into innovative practices and building sustainableand profitable partnerships both domestically and globally. (p.29)

...the meaning of the new economy relies entirely on the views of thoseentrepreneurs and business peopleat the Hub...

TAFE INTERVIEWEE: RAY GRIFFITHS, CEO, KANGAN INSTITUTE

What do you understand by the term ‘skills for the new economy’?

We’re actually asking the people who use the Hub what skills theyneed in order to operate in the contemporary environment, thenew economy. And they’re telling us what skills they need in orderto compete as micro businesses and SMEs. And we, almost ‘backof house’, are drawing down what is available in the trainingpackages to try and meet that need, and supplementing it withwhatever else we can do, particularly with industry expertise, fromour industry partner.

From our perspective, the meaning of the new economy reliesentirely on the views of those entrepreneurs and business peopleat the Hub. And it’s almost like a new economy for us as well,because we’re trying to unlearn our role as a purveyor ofqualifications and training packages, and re-learn how to actuallyfully tailor a bespoke training service for those groups. So it’s kindof new economy for us as well as for them.

What are some specific skills you are helpingpeople develop?

Some of the important skills are learning to dealwith the global supply chain. For a designer, beingpart of the global supply chain is important: it reallydoes add a lot of advantage for them.

In the Hub, the Institute operates like a professionalservices firm offering workforce development, skillsdevelopment, access to the intellectual propertyaround teaching, and learning and assessment forthese businesses, but entirely based on what theyidentify as their needs.

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Brett McLeod, Kangan Institute’s General Manager, BusinessServices Group, explains what the Institute provides to the Hub:

The Hub provides more than just training: it’s a place whereindustry people can come and trial their design in a supportedway, if they haven’t got the capability or access to thetechnology. We can support them to use the new technologyso they can then take their product to market sooner.

We can’t compete with China in production numbers, but whatwe can do is be quick to market. We believe that throughinnovation and design the industry will compete globally, goingforward. So they are skills that they need and the Hub is reallydesigned around helping them get their design completed.We’ll support them and link their experience to training aswell.

Skills for the new economy are the focus of a range of trainingprograms provided at the Hub, such as the program ‘Adobe CS5 forfashion and textiles’ which enables the participant to ‘create acustom placement print and get it printed on the GT451 digitalgarment printer’.

To facilitate skilling for the new economy, training at the Hubincorporates the use of new technology, including digital knittingmachines and digital printers, body scanners, cutters and plotters,and computer-aided design (CAD) technology. To develop skills inusing this technology, participants access extensive services,ranging from technical support to mentoring, professionalworkshops and master classes.

BENEFITS FOR INDUSTRYThe benefits of the Hub to people in industry are tangible: it providesthem with a venue where they can develop skills, carry out researchand development, and progress their innovations in a supported way.It also provides an environment where industry groups and individualscan meet, innovate, collaborate, learn and develop, to ensure they canthrive in an industry that requires new ways of working if Australiancompanies are to be competitive in a global market.

Groups using the Hub include the Industry Association Consortium(IAC), the Fashion and Textile Provider Network (FTPN) and theSustainable Enterprise Network (SEN). Ten industry clusters alsomeet regularly at the Hub and Kangan Institute staff interact with allof these groups, to identify skill needs and provide training acrossthe sector.

DRIVERS BEHIND THE HUBThe Hub concept originated in 2009, in discussions betweenmanagement of the Textile & Fashion Institute of Australia (TFIA)and Kangan Institute about formal, flexible workplace trainingmodels for the TCF industry. This led to deliberations about idealtraining models for SMEs, which make up 86% of the industry,and how to adequately meet their needs.

TFIA members were concerned about the difficulties in meetingmarket demands, and the lack of access to technology and skilldevelopment. Kangan Institute had previous experience withflexible delivery models for industry, particularly at itsAutomotive Centre of Excellence and the Aviation TrainingCentre. Drawing on its experience and in collaboration with theTFIA, Kangan Institute developed a model for the TCF industrythat resulted in the creation of the Textile and Fashion Hub.

MANAGEMENT FRAMEWORKThe Hub is overseen by a formal steering committee consistingof members from both the TFIA and the Institute. The steeringcommittee developed a collaborative working model whichshows that the TFIA are responsible for business development ofthe Hub and Kangan Institute manages all the operationalaspects of the Hub.

Ten industry clusters are supported by the Hub: Computer AidedDrafting, Design, Digital Printing, Export, Footwear, Knit,Mentoring, Performance Wear, Standards and Sustainability.Each of the ten clusters is assisted by industry experts whoreport through a cluster leader to the Hub steering committee,with recommendations from action research data on whatproducts and services they require to improve their businesses,meet the demanding pressures in the sector and ensure theycan thrive in the future.

INNOVATIVE DELIVERYThe training philosophy of the Hub is to pilot emerging learningtechnologies available via the web at a low cost, and to combinethese with proven technologies. The goal is to extend trainingopportunities to SMEs who may otherwise not have access tothis level of training due to their location, time restrictions or lackof funds.

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EXAMPLE OF QUALIFICATION

Innovative skilling programs customisedto industry requirements are available,with the skill sets mapped againstnational Fashion and Textilequalifications.

An example of these is the developmentof the Knitting Machine and Digital Printertraining, which was divided into smallchunks of skills sets to enable SMEs toparticipate with minimal time impact ontheir business.

As part of the development of theseprograms, Institute staff mapped eachskills set to a competency from thenational Advanced Diploma of TextileDesign and Development (LMT60407)qualification, which gives the participanta package of competencies leading to anational qualification.

DELIVERY METHODOLOGY

All training at the Hub fits within a blended learningmodel. This allows Kangan Institute to capitalise ondigital technologies such as cloud computing, freewareand social media. For example, the training blendstogether content from YouTube, Slideshare and Flickr, andtrainers communicate with students via Skype combinedwith face-to-face workshops.

Live workshops are streamed using video-streamingtechnology and any video content captured is easilyedited and embedded into future workshops. All suchmaterial is available online via the Learning ManagementSystem Moodle, for Hub clients to access. Moodle isintegrated with Equella, a content repository, ensuringversion control and standardised training material isavailable to facilitators anywhere in the world.

TABLE 1. INNOVATIVE TRAINING APPROACHES BYKANGAN INSTITUTE FOR THE TEXTILE AND FASHION HUB

The Council of Textile & FashionIndustries of Australia has successfullyrepresented Textile, Clothing andFootwear industries since the 1940s...

The Textile and Fashion Hub has invested in anumber of 75”-82” electronic HD touch screene.boards. These e.boards mimic touch screentechnology that most users are already familiarwith in their daily lives, and bring the world-wideweb technologies into the Hub, engaging theparticipants visually and through Skype and othervideo conferencing tools and allowing impressivemulti-way collaboration.

Some products developed by the Institute to dateinclude webinars, such as the “Global accessforum”, where an expert in England presented tothe industry on export information, via Skype. TheInstitute has also developed an I–app on OH&S forthe Digital Printer in the Hub that participantscomplete prior to using this printer.

ACHIEVEMENTS Lack of business skills was one of the manyconcerns raised by all ten industry clusters, whichinfluenced Institute staff to develop small businesstraining programs that participants can accessonline via webinars, as well as project work withmentors assigned to support them in theirbusiness skill development.

The key outcome of the Textile and Fashion Hub isto provide industry with the knowledge ininnovation, supply chain management, advancedtechnology and business acumen. By achievingthis it hopes to ensure that the SMEs in the sectorcan thrive in the current and future economy,which continuously evolves.

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The Council of Textile & FashionIndustries of Australia (TFIA) hassuccessfully represented Textile, Clothingand Footwear (TCF) industries since the1940s. From big business to small andmedium enterprises, from seniorexecutive to junior employee, fromteacher to student, all are welcome asmembers of the TFIA.

With more than 40,000 enrolments eachyear, Kangan Institute is a major trainingprovider for the automotive, aerospace,health and nursing sectors and forIndigenous education. It also has a strongpresence in a range of industries such asfashion and business as well as justiceand legal.

TFIA is a national body governed by a Board andExecutive elected from the TFIA membership andadministered from a head office based in Melbourne.From: http://www.tfia.com.au/about-tfia

It offers a flexible, innovative place of learning with a richmulticultural atmosphere with programs are deliveredacross six campuses across Melbourne. From:http://www.kangan.edu.au/

The TFIA Textile and Fashion Hub, a collaborative projectwith the TFIA, won the Victorian Industry CollaborationAward at the 2012 Victorian Training Awards.

FIGURE 1. SNAPSHOT OF TFIA TEXTILE AND FASHION INDUSTRIES OF AUSTRALIA (TFIA)

FIGURE 2. SNAPSHOT OF KANGAN INSTITUTE

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REFERENCESCommonwealth of Australia 2012, ‘Skills for All Australians,’ http://www.dpmc.gov.au/publications/skills_for_all_australians/pdf/skills_for_all_australians.pdf

Council of Australian Governments (COAG) 2011, ‘National Agreement for Skills and Workforce Development’,

http://www.coagreformcouncil.gov.au/reports/docs/skills/swd2011/Skills_and_Workforce_Development_2011_overview.pdf

Gillard, Julia, PM, 13 April 2012, ‘COAG signs up to Skills for All Australians’, press release http://www.pm.gov.au/press-office/coag-signs-skills-all-australians

What were the initial drivers behindTFIA’s relationship with KanganInstitute?

We identified that the governmentprograms had looked after the largerbusinesses which control 50% of themarket but that group really onlyrepresents about 14% of thebusinesses. We were looking for aproject to support the SMEs whoemploy 20 people or less and who makeup 86% of the TCF industry. That wasthe real driver behind this Hub project.

If industry is to change, then 86% ofbusinesses can’t be ignored. We are afragmented industry and we wanted toput a stake in the ground, and nominatea space like the Hub. The Hub gives aplace for the industry to gravitatetowards, to meet, to congregate, toshare, to learn. So they were the maindrivers.

Kangan was most receptive to the idea,of all the people that we met: they’d hadexperience in dealing with industry, theyknew what industry wanted, they talkedthe same talk, they just got it, and wemoved on from there.

Are you building skills for the neweconomy?

Yes. When you have an outsourcedmanufacturing sector like we have, theNational Broadband Network becomesextremely important because of theexchange of electronic files and theneed for the interoperability of softwareprograms.

The companies ask us, particularly theSMEs, which computer program do Ichoose? Which is the best program formy application? So one of the things wedo in the Hub is help them identifydigital solutions: for example, Should Iuse a CAD program? Which one do Ipick? What’s best for me? That’s a keyrole that we play at the Hub.

How is Kangan Institute working with the Hubto build these skills?

If you look within the Kangan team they have‘lean’ expertise, they have knitting technologyexpertise and digital printing technologyexpertise. They’re training up their staff tooperate new whole garment knitters andseamless knitwear and digital printing and 3Dprinting. They’re quickly training their staff upand they’re also liaising directly with industry.At the same time that they’re developing theirskills, they’re also bringing to the tableexpertise in e-learning platforms.

TFIA’s role is to lead industry into the Hub andhand them over to Kangan staff. They workwith the clients to deliver specialised training,or whatever it is the company’s after. There’ssuch goodwill between both parties who wantto ensure the project’s success.

What is an example of skills for the neweconomy being developed by the Hub’susers?

The QR Code Pop-Up Window Project startedoff with the Design Cluster. They went toLittle Lonsdale in the legal district in the cityand put a digital display in the window of acafé, and generated interest around the sign.I think all up it cost the cluster about $450. Itwasn’t a lot of money because they allcontributed: to come up with that display, theshoe designer worked with an accessorydesigner who worked with a dress designerwho worked with a graphic artist.

What is good practice about the Institute’swork with the Hub?

Kangan are definitely flexible and that’s totheir credit. It is industry’s job to keeppushing the boundaries and its TAFE’s job totry and accommodate what industry wants,and the tension between the two is whatproduces the successful outcome. Kanganhas given us flexibility: they’re accessible, thetraining is tailored to the needs of industry,and their people are well qualified and/or verywilling to learn.

INDUSTRY INTERVIEWEE: JO-ANN KELLOCK, CEO, COUNCIL OF TEXTILE AND FASHIONINDUSTRIES OF AUSTRALIA LIMITED

What is special about the Hub?

We’re in the business of change andimparting knowledge. When people arerelaxed and comfortable they’re bestable to listen and absorb. So it wasimportant to create a supportiveenvironment or an ecosystem within thesystem, within the TAFE structure.That’s what we regard the Hub as: it’slike a little eco-system working within amuch bigger TAFE system to create alink with industry and support. It is aplace for SMEs to develop theircapabilities.

One of the great spinoffs for this projectis the opportunity to develop learningresources that are up to date with theleading edge equipment and currentinformation from technologists workingin the Hub; and put those resources ona learning platform which is online, andtied to the training package.

What do employers want from the Hub?

The employers want their staff to betrained, with minimal interruptions. Theyneed their staff to be competent. Sowhat they’re actually saying is they wantskills sets and they want them now. Thechallenge is to deliver them in the mostefficient way possible. And thenemployers want, perhaps next week ornext month or in six months’ time,another skills set, because they’vebought another piece of machinery:that’s the way they want training. Butthey won’t release their staff to sign upfor a Diploma in Fashion Design andTechnology that runs over 18 months.That’s too big a commitment in thecurrent competitive environment.