Training plays a critical role in developing people, building capability, and supporting long‑term improvement. Most organisations recognise this and continue to invest time and resources into developing their teams. However, despite good intentions, no matter how good the training is, many leaders experience the same frustration with off-site training. Learning feels positive at the time, but its impact fades once people

Training is often judged by what happens during it. Feedback surveys, quality of delivery, the tools and new knowledge learned, and how engaging the activities are. If people enjoyed it, learned something new, and left feeling positive, it’s easy to consider the training a success. But the reality is, what happens during the training is only part of the story. What happens afterwards

Note: Company and individual details have been anonymised to protect confidentiality. This case study shows how coaching in the Gemba helped frontline manufacturing leaders build confidence, clarity and consistency in everyday performance conversations. Delivered within a large UK manufacturing organisation operating in defence, aerospace and security, the intervention focused on developing team leaders who had been promoted from within their own teams.

Note: Company and individual details have been anonymised to protect confidentiality. This case study reflects The Manufacturing Institute’s own experience as a leadership training provider and consultancy working across complex manufacturing and operational environments. It captures how TMI has deliberately evolved its approach to leadership development to support evolving leadership in response to changing organisational realities, shifting leadership expectations, post‑pandemic and