workforce
success in the approval process. Always exceed the level of detail needed to present to management for approval. Next, work with your suppliers’ account manager, training and applications management teams to develop the train- ing plan and budget requirements. All of these players are invested in the ultimate success of the equipment acquisition. Ask them to develop a training plan based on the competen- cies required to bring your team to the level of proficiency necessary within the optimal desired timeframe. It is important to identify any prerequisites that may impact the trainee selection process. Make certain all trainee candi- dates have completed the prerequisites prior to starting the ac- tual training plan. Identifying prerequisites is often overlooked, but a very important part of any training plan development. Your plan should also specify the scope of training from basic to the various levels of advanced training required. Be sure to identify specific onsite training that will focus on your company’s unique requirements or processes. As the integration of technol- ogy merges with your processes, you may also find the need for follow-up training and/or specific applications consulting.
Work with your suppliers’ account manager, training and applications management teams to develop the training plan and budget requirements.
Collaborate with the equipment supplier to refine the plan,
create training milestones, budget requirements and learning- curve metrics. Your training roadmap will be complete when the plan defines how your team will progress through multiple levels of training and build upon core competencies, how the training progresses from basic to the most complex processes, and finally measures the progress in financial ROI and productivity. When you submit the justification for the equipment acqui- sition, it is important to state the detailed training plan being approved as an assumption. By stating in your assumptions that the approval of the training plan is critical to achieving the company’s goals, you are also protecting your position on the matter. The full training plan still may not be approved as submitted, but your ability to argue your points on the impor- tance of the plan is enhanced due to the amount of work and detailed knowledge gained during the plan development.
Strategic Training To further enhance the success of your plan, here are a
few more suggestions for a strategic training program. First, perform the initial basic training offsite. It is my experience that the person who can be interrupted by remaining onsite will be interrupted at some point during the training. Trainees need to focus and concentrate on the new material they are learning without interruption. During their training sessions, they will meet other people in the class and begin to build a network of people they can talk to about the technology and its usage. More importantly, when trainees return to the factory they can rely upon each other for support. After they have applied what was learned in the basic course, then onsite training can work well if the environment allows the trainee to stay focused on the task of being trained. Secondly, train more than one person. Training a single
person creates a single point of failure. If the equipment is important enough to invest in, training more than one person is important insurance against loss of productivity if some- thing happens to your only trained person. And finally, train the right people. These are employees
who are interested in the equipment and are going to be hands-on everyday users. These workers have the right atti- tude and are ready to take on the challenge. They understand the importance of the training and their role in making it suc- cessful. Make it a priority to explain how the training and their demonstrated accomplishments will help them personally in their career path.
The suggestions covered here and the process to create a training plan can also apply if you are not getting the ex- pected ROI from your existing equipment. It is never too late to develop, present, and implement a comprehensive training initiative using these guidelines. Any company would surely prefer capital equipment running at full capacity and not sitting idle. Armed with facts and details, you will have more than a reasonable chance of getting approval. Acquiring capital equipment is rarely easy. The process of equipment justification alone requires a detailed analysis. The additional effort needed to develop a training plan and demonstrate the positive relationship between training and accelerated return on investment is well worth the time. Once your company reaps those productivity rewards, you’ll have laid the foundation for measurable training goals for your next major technology acquisition.
88 — Motorized Vehicle Manufacturing 2015
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