workforce Pave the way for operator effectiveness on your new piece of equipment Jeff Freeman
Achieve Measureable ROI with Training
I
have never heard anyone say “take all the time you need” to purchase and ramp up the usage of capital equipment for a manufacturing company. Any successful business with an eye on the bottom line wants to see the return on the investment (ROI) immediately. Once you have acquired new technology, the goal is to accelerate the utilization of the equipment to its full capacity, in the least amount of time. The integration of hardware and software into your opera- tions is only part of the utilization equation. Often overlooked is the necessity of a comprehensive training plan to support the operator’s learning curve and set milestones for a smooth ramp up to productivity. Simply put, your team must be trained to the level of profi ciency required in order to realize true ROI on your investment. For the purpose of this article, I will presume that existing employees will be trained on the equipment.
Basic training often results in equipment sitting idle or not being used to full capacity because no one is trained to operate the equipment profi ciently.
If you assume basic training will provide the instruction needed to achieve your ultimate ROI goal, let me point out one thing: basic training is just that—basic. If your company’s use of the equipment is only on a fundamental level, then entry- level training may be all an operator will need. However, basic training often yields predictable results, such as a piece of technology sitting idle, or not being utilized to its full capac- ity because no one is trained to the level required to operate the equipment profi ciently. Quickly the purchase becomes an expensive, highly visible failure sitting on your manufacturing fl oor. If your goals for the equipment are to use its full capabil- ity, then a detailed training roadmap is required for the operator to gain incremental knowledge of the application and ramp up those new skills to be effective in their job.
Director of Sales Operations North America Hexagon Metrology North Kingston, RI
Getting Approval for Your Training Plan I am often asked which comes fi rst, the equipment
purchase approval or the training budget approval? The answer is neither. The cost justifi cation for both should be developed in tandem. The training plan and the budget should be submitted as part of the equipment justifi cation. And once again we return to the premise that accelerated return on investment of the equipment is dependent on approval and implementation of the training plan. Approval for the equipment without approval for the training is like purchasing a new car without a license. It is surely a pre- scription for not achieving the productivity and benefi ts of the equipment.
In my experience, what frequently occurs during the acquisition process of high-value, high-visibility capital equip- ment is the majority of the focus is on the fi nancial pros and cons to justify the purchase. How the equipment is brought to full utilization in the shortest amount of time is typically not the center of attention. The fi nancial organization approves the purchase of the equipment but not the training plan. To save money, the basic training is what gets approved. The acquisition of the equipment is seen as something that will provide a measurable return, but training is viewed as expen- diture with no return attached to it. I view the value of training differently. The direct infl uence of training on the acceleration of equipment usage can be measured, and the ability to quantify its fi nancial and produc- tivity impact ranks training as an investment in my book, with both short-term and long-term benefi ts.
Creating a Training Roadmap Here are a few suggestions on how to put together a training plan and get it approved as part of the equipment purchase. To start, create a detailed training plan that addresses the “who, what, when, where, why and how” required to bring the equipment to full capacity. Be sure to develop a timeline and attach milestones to measure the progress of the training. The more detailed your plan, the more you are assured of
87 — Motorized Vehicle Manufacturing 2015
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