Seven steps to training success
By Jeff Shiver CMRP, Aladon Network RCM2 Practitioner
When possible, require certification to validate your investment in the skills and knowledge of the craft workers. There are numerous certifications in the condition monitoring approaches (lubrication, vibration, infrared) as well as others.
At this point, you have determined the organization needs, assessed, created individual development plans, created the training schedule, and educated your group. The sixth step is to create metrics or key performance indicators that validate the training return on investment (ROI). With a little thought, you should be able to tie increased performance directly to your training activities effectiveness.
An easy one for starters is seeing an extended mean time between failure (MTBF). Another is measuring rework that occurs within 30 or 60 days following an intervention or PM activity.
Now for the seventh and final step: the continuous improvement feedback loop. You should be constantly assessing the current state. Failures should be moved through a root cause/problem solving analysis process. If training is identified as a possible cause, the training needs along with the skills and knowledge priority matrix should be reviewed and changed as required.
In addition to being driven by failure events, new equipment and methods should be reviewed and integrated into the training process as well. Then, an ongoing process of skills and knowledge assessment followed by education and application of skills must be in place to remain at the top.
With this seven-step process, not only will you have developed a skills and knowledge development approach for your existing craftspeople, but you also have visibility to the skills you should be interviewing for when hiring external candidates. In addition, you also have visibility to the entry-level skills and knowledge requirements necessary for an apprenticeship program. The apprenticeship program can provide a progression path for high-potential operators that are already familiar with your plant and equipment.
- Jeff Shiver CMRP, Aladon Network RCM2 Practitioner
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2012 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.