Seven steps to training success

12/18/2012


Now that we understand the expectation from a craft skills and knowledge perspective, we can move on to the second step: assessment. Do this wrong and you will undermine all trust on the part of the craft worker. From an assessment perspective, we are not questioning the value that any craft worker has brought to the organization for the last 10 to 25 years. We are simply trying to understand where each craft worker is in the skills and knowledge levels so that we can properly invest in the right training for each craft worker. Rather than send everyone to bearings training, you may have a number of craft workers who are fluent in that area but could use basic electrical troubleshooting, as an example.

When you perform an assessment, I highly recommend that you only use the information to develop the third step, individual development plans for each craft worker. Do not use the assessment as a ranking tool for pay or merit increases. Again, we only want to understand where people are at today, this snapshot in time, to get to the individual development plans.

The Seven Training Steps

 

  1. Determine what is needed from training
  2. Do a job or craft assessment
  3. Create individual development plans
  4. Develop the training schedule
  5. Learning
  6. Create metrics or KPIs
  7. Continuous improvement feedback loop.

 

 

 

 

 

 

 

 

I highly recommend that you use an impartial third party to perform the assessment so you get individual development plans for each craft worker based on the previously agreed skills and knowledge priority matrix. Only the third party should see the scores from the assessment to place people in to the two to four skill and knowledge levels.

From a human resources perspective, you don’t want to see the scores or try to determine where to place people in the two to four levels and tracks. The third party should create a chart with each individual’s relative ranking for each of the skill areas assessed. This is delivered to each craft worker in a sealed envelope. If the workers choose to share this information with each other, that’s their choice. All you want from this phase is the individual development plan. 

Set up the schedule

From the development plans, we move to the fourth step, which is developing the training schedule based on your ability to invest in the craft workers. Some organizations use training hours to determine the investment levels, with 80 hours per year being somewhat standard. Other organizations use a percent of the budget, anywhere from 4% to 15%.

Based on the constraints, you must now develop a schedule that addresses all of the two to four skills and knowledge tiers that you have identified. The schedule should be published and updated. While many focus on intensive 3-5 day training courses, don’t overlook other routes. Many manufacturers will provide free product-related training for a couple of hours at no cost. You will need to meet with the representative in advance to develop the agenda and core components as you don’t need a sales pitch.



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.