Seven steps to training success

12/18/2012


Separately, you often hear individuals suggesting the need to shadow a retiring craft worker for a period of one to two years in an effort to transfer all of that knowledge to the newbie. A wise plant manager once shared his response to that approach: That retiring craft worker took 20 to 30 or more years to reach that level of experience. Do you really believe that you will transfer that knowledge in two years or less, especially in an unstructured and typically reactive environment? Not going to happen, sorry. 

Building on experience

So how do we build a strong, vibrant workplace from a craft skills and knowledge perspective? Based on experience and the collective knowledge of many skilled educators, here is the roadmap.

First, we must understand exactly what we need to know from a skills and knowledge perspective. If you have good CMMS/EAM data (most don’t), we can review past work history. Otherwise, we could ask the technicians to tell us the skills and knowledge necessary for their success, but you will miss a lot of skill tasks plus have a lot of overlap to sift through.

Another method is to create a database of questions, such as “Do you work on steam traps?” I have seen these databases over time approach 600 to 800 questions. With the database approach, you might work with a representative group of technicians and spend a day or two stepping through the questions.

If you are trying to change the culture, you might spend the next day or two with managers and supervisors to get their input on what they want the crafts to learn, that is, changing to a multi-craft approach. If this is necessary, you will need to spend additional time getting collective agreement between the groups. The next part of this first phase is to rank each of the selected tasks in a priority matrix of:

  • Frequency: How often do we perform the task? Daily, weekly, monthly?
  • Criticality: How important is the task?
  • When required: When did you have to know the task skill? From the start, 3 months in, 6 months, 1 year? 

From the ranking process, we can determine two to four levels of skill and knowledge that can later be used in a pay-for-skills approach.



Anonymous , 01/12/13 01:53 AM:

My daughter just re-entered to workforce after a hiatus to be a "Stay-at-home mom" She landed a position as HR Director. Her first order of business is to train the rank & file co-workers. I told her about your article in the Dec 2012 issue titled "Training & Development" and e-mailed her a link to it. Excellent article!
The Top Plant program honors outstanding manufacturing facilities in North America. View the 2013 Top Plant.
The Product of the Year program recognizes products newly released in the manufacturing industries.
The Leaders Under 40 program features outstanding young people who are making a difference in manufacturing. View the 2013 Leaders here.
The new control room: It's got all the bells and whistles - and alarms, too; Remote maintenance; Specifying VFDs
2014 forecast issue: To serve and to manufacture - Veterans will bring skill and discipline to the plant floor if we can find a way to get them there.
2013 Top Plant: Lincoln Electric Company, Cleveland, Ohio
Case Study Database

Case Study Database

Get more exposure for your case study by uploading it to the Plant Engineering case study database, where end-users can identify relevant solutions and explore what the experts are doing to effectively implement a variety of technology and productivity related projects.

These case studies provide examples of how knowledgeable solution providers have used technology, processes and people to create effective and successful implementations in real-world situations. Case studies can be completed by filling out a simple online form where you can outline the project title, abstract, and full story in 1500 words or less; upload photos, videos and a logo.

Click here to visit the Case Study Database and upload your case study.

Bring focus to PLC programming: 5 things to avoid in putting your system together; Managing the DCS upgrade; PLM upgrade: a step-by-step approach
Balancing the bagging triangle; PID tuning improves process efficiency; Standardizing control room HMIs
Commissioning electrical systems in mission critical facilities; Anticipating the Smart Grid; Mitigating arc flash hazards in medium-voltage switchgear; Comparing generator sizing software

Annual Salary Survey

Participate in the 2013 Salary Survey

In a year when manufacturing continued to lead the economic rebound, it makes sense that plant manager bonuses rebounded. Plant Engineering’s annual Salary Survey shows both wages and bonuses rose in 2012 after a retreat the year before.

Average salary across all job titles for plant floor management rose 3.5% to $95,446, and bonus compensation jumped to $15,162, a 4.2% increase from the 2010 level and double the 2011 total, which showed a sharp drop in bonus.

2012 Salary Survey Analysis

2012 Salary Survey Results

Maintenance and reliability tips and best practices from the maintenance and reliability coaches at Allied Reliability Group.
The One Voice for Manufacturing blog reports on federal public policy issues impacting the manufacturing sector. One Voice is a joint effort by the National Tooling and Machining...
The Society for Maintenance and Reliability Professionals an organization devoted...
Join this ongoing discussion of machine guarding topics, including solutions assessments, regulatory compliance, gap analysis...
IMS Research, recently acquired by IHS Inc., is a leading independent supplier of market research and consultancy to the global electronics industry.
Maintenance is not optional in manufacturing. It’s a profit center, driving productivity and uptime while reducing overall repair costs.
The Lachance on CMMS blog is about current maintenance topics. Blogger Paul Lachance is president and chief technology officer for Smartware Group.