by Julie | Mar 25, 2016 | Consulting, Employee Training, Onboarding
UTILIZING SCIENCE TO OPTIMIZE ADULT LEARNING
As you develop an approach to training your operators, it is important to remember that adults have different motivations than children or adolescents. Being aware of these differences and making adjustments to your training approach will make your operator training much more effective.
Andragogy is the method and practice of teaching adult learners. After studying the theory of adult education, Malcolm Knowles combined his research with andragogy and developed six assumptions related to adult learning:
- Tell them the Why. It isn’t enough to tell an adult that something has to be done a particular way – they also need to know why it is important.
- Motivation. Adults are motivated both externally (promotions, higher salaries, etc.) and internally (increased knowledge or self-esteem). Awareness of these motivators can augment the learning process.
- Self-concept. They need to be treated like they are capable of learning and have the ability to direct their learning. This means giving them freedom to identify areas of weakness that require further study.
- Respect prior experience. Adults have different experiences that they will bring into their new workplace or position. Try to draw out these experiences to use as a foundation for current training.
- Readiness. Motivation is much greater when focused on subjects they will encounter in either their work or personal lives. The days of learning Advanced Linear Algebra have passed (one would hope).
- Orientation. Learning should be based on problems that will be faced instead of theoretical issues. The student will ask how this knowledge will solve a problem. If a sufficient answer can’t be found, the motivation may be lost.
So, as you begin training your operators, try to keep these assumptions in mind. As training material is developed, ensure that it contains information that is pertinent to the task they are being trained to do. Use job specific examples that can be easily applied. And remember to include why the training is important. The more mindful you are of these assumptions, the more effective the training will be. And that will in turn have the desired affect.
For more practical tips for manufacturing professionals to attract, train and retain your hourly workforce, go to www.keyprocessinnovations.com.
by Julie | Mar 18, 2016 | Consulting, Employee Training, Management, Onboarding
Understanding the Learning Continuum
I don’t believe that any parent would allow a teenager to drive on a freeway without practice to develop the required skills. Learning to drive needs to be introduced in steps: first, a large parking lot, then maybe some side streets. Once that seems easy, start driving on some busier streets and then eventually head onto the freeway. Along the way, the driver exhibits understanding before progressing onto the next step. The final demonstration is a written and practical test at the local DMV.
Not all operator training needs to be as structured as learning to drive. But, we can agree that it takes time to learn the skills necessary to perform a task efficiently. And before moving onto the next task, the student needs to demonstrate a certain level of competency.
A Gordon Training International employee, Noel Burch introduced the “Four Stages for Learning Any New Skill” in the 1970s. These four stages are:
Stage 1: Unconsciously Incompetent – I don’t know what I don’t know
Stage 2: Consciously Incompetent – I know what I don’t know
Stage 3: Consciously Competent – I know what to do but still need to think about it
Stage 4: Unconsciously Competent – I know what to do it and don’t need to think about it
Unfortunately, many manufacturers label operators as trained or not trained. However, being aware of these four stages can help develop a Skills Matrix for your plant and your employees. Defining Stage 1 and Stage 4 is relatively easy, but, how do you define when an operator is at Stage 2 and 3? What is your criteria for determining when an operator moves from Stage 1 to Stage 2? How about from Stage 2 to Stage 3?
Adapting these four levels to a Skills Matrix for your employees could include the following criteria:
Stage 1: Minimal Understanding – must have constant supervision
Stage 2: Some Understanding – can work independently but supervisor must check work periodically
Stage 3: Fully Trained – can work independently
Stage 4: Trainer – able to train others how to do the task
Utilizing these 4 stages within your Skills Matrix can highlight areas and operators within your organization which would benefit from additional training. It can also be used as a tool during employee reviews.
As you look at your operator training program, where do you fall on the continuum? If you aren’t at level 4, what do you need to do in order to get there?
For more practical tips for manufacturing professionals to attract, train and retain your hourly workforce, go to www.keyprocessinnovations.com.
by Julie | Mar 10, 2016 | Consulting, Employee Training, Management, Onboarding
A number of years ago when I was a “wee little chick”, I was called into a room full of managers and told that I had been selected to attend a training. I wasn’t given any of the reasons behind the training, the goals for attending the training or the duration of the training. To be honest, I don’t exactly remember my frame of mind when I heard I had been selected, but, according to the trainer, my body language clearly conveyed that I was skeptical of the training and the trainer. Over the duration of the training, I learned a great deal about myself and how to be an effective manager and to this day, I also have the pleasure of calling that trainer my mentor.
This story is a good reminder that most people are skeptical about attending training. Questions that may run through their mind include: Why am I here? Is this really important? What are the motives of the management team in selecting me for this training?
When it comes to preparing your employees, it is critical to be aware of these concerns and if possible, take steps to alleviate those concerns prior to commencing. Communication is an important part of ensuring your employees get the most out of the training. This communication can include why the training is important to the employee, why it is important to the company and what the company wants to achieve by investing in the training.
In some instances, training is a precursor to changes that are going to be instituted at the company. And the employee concerns may be around those changes and how it will impact him. Acknowledge that and provide the opportunity for the employee to share his or her concerns.
After the training, take some time to get feedback on the training, what worked well and what could be improved. Not all training needs to be as entertaining as a U2 concert but, it is important that the employee gains the necessary skills, understanding or mindset in order to have the desired impact on the organization.
There is no doubt that if my manager had a 5-minute conversation with me about the training and why they were sending me prior to the initial meeting, I would have been much more receptive to what the trainer was sharing. Yes, over time I did find value in the training, but, being prepared ahead of time would have allowed me to learn even more. As you send your employees to training, I hope you will learn from my experience and prepare your employees in order to optimize their learning.
For more practical tips for manufacturing professionals to attract, train and retain your hourly workforce, go to www.keyprocessinnovations.com.
by Julie | Mar 3, 2016 | Consulting, Employee Training, Interim Management, Onboarding
Over the past few months, I’ve been writing on a wide range of topics around how to attract, train and retain your hourly workforce. But, perhaps I should share why I find this topic so important.
First, it starts with safety. Nothing is more important than the health and safety of an employee. And, ensuring an employee is properly trained is a critical step in preventing workplace accidents.
Beyond that, here are some additional reasons why investing in training your employees is so important.
- The cost of replacing manufacturing employees ranges from 16 to 20% of their annual salary. That might not seem like a lot, but, depending on employee turnover, this cost can add up quickly.1
- Ten percent of the workforce over the age of 50 are expected to retire every year. Without a methodology to capture plant knowledge and a means to transfer it to newer employees, your business risks losing valuable information when a long-term employee retires.2
- It can take up to a year for an employee to reach peek job performance, however over 25% of employers do not have the necessary onboarding program to assist a new employee in gaining the necessary skills and knowledge during the first year.3 This results in lower job performance or higher employee turnover.
- Investing in employee training is a valuable tool for attracting and retaining employees. Employees, especially those from the Millennial generation, want opportunities to gain knowledge and learn new skills.
- Ensuring that operators are trained in multiple positions provides flexibility to the organization. This allows the plant to easily adjust to changes in work flow, varying product lines and changes to customer requirements.
- Employees who are properly trained are more familiar with the requirements of their position resulting in less scrap and increased productivity. Both of which will have a positive impact on your bottom line.
There is no doubt that having a robust operator training program will have an impact on your business. And the sooner you get started, the sooner you can help reap the benefits. If you know you need to improve your training program, but, you aren’t sure where to start, read this post titled It All Starts with One Step.
For more practical tips for manufacturing professionals to attract, train and retain your hourly workforce, go to www.keyprocessinnovations.com.
References:
1https://www.americanprogress.org/issues/labor/report/2012/11/16/44464/there-are-significant-business-costs-to-replacing-employees/
2 Pitt-Catsouphes & Matz-Costa, 2009
3http://www.tembostatus.com/blog/how-career-training-can-reduce-employee-turnover
by Julie | Feb 25, 2016 | Consulting, Efficiency, Employee Training, Interim Management, Management
A lot of people claim to have a “6th Sense” when assessing a situation. But, when it comes to making a business investment, having a benchmark and being able to quantify improvements is essential. Making process improvements in your process may require an investment in financial, personnel or temporal resources and in order to justify the investment, you may need more than a sense in order to get the necessary support.
No matter what problem solving methodology used within your plant, most start by defining the problem. And part of this initial step includes identifying measures of process performance and establishing a baseline. An often overlooked reason for this step is to ensure the gains are sustained after improvements have been implemented.
Listed below are some metrics that can be used to measure process performance.
- First Pass Yield. This measures the number of good units produced against the total number of units produced. Depending on your process, this measurement can be broken down by department, by machine or by operator.
- Value Added vs Non-Value Added Time. Gathering data for this can be done via Value Stream Mapping or through Time Observations. From these studies, value and non-value added steps can be identified. As non-value added time is reduced, process output should increase.
- % Uptime. By defining % Uptime as outlined below, this measurement also takes into account set-up, changeovers, loading, unloading, idle time, breaks, cleaning, maintenance, etc.
% Uptime = (Value Added Time) x 100
(Operating Time)
- Process Capability, Cp or Cpk. In order for a process to be considered capable, it needs to be stable. Process stability means having consistent centering around the mean and predictable variation.
As you look towards making improvements in your process, try to pick a metric currently in use (or one that should be implemented) and use that to establish a baseline. Then utilize that metric to show areas which need improvement. Additionally after changes are made, data is available to document the improvement and provide a metric to sustain the gains.
For more practical tips for manufacturing professionals to attract, train and retain your hourly workforce, go to www.keyprocessinnovations.com.
