Training and Certification

It sounded so easy, "help us do some training on some of the machines on this line." Easy, and ineffective. Thus began my efforts to create the training and certification systems that became the standard across all our plants.

Now I don't think there is anything wrong with classroom training, even on technical subjects. It's just that classroom training won't get the job done by itself. Too many people miss a session, and even if they attend, how solid is their knowledge after taking the class? Do you remember anything from High School Chemistry? I didn't think so.

But you do remember your multiplication tables, even though you probably learned them in a classroom. Why? Because you practiced them over and over until you became proficient. Education experts call this "proficiency training."

So we did set up a schedule of classes for a variety of topics. We included individual machines and systems like the carton erector and the infeed, trim and wash systems. We also included related topics like how to perform the quality checks, or what maintenance does on the line.

We created a time each week that we could train supervisors, leads and key operators. By making this a regular time we eliminated most conflicts and attendance problems.

And we found and trained Subject Matter Experts (SME) for each topic. We guided them on what to present to be of most value to their audience. We stressed not only information on how the machine or system worked, but how could you tell if it was working well (often through simple visual clues).

In parallel with this classroom training schedule, we created a program to develop proficiency. Based loosely on Navy and Air Force "Qualification Cards" we created "Certification Cards" for each position and unit operation. These guide the candidate to practice and then to demonstrate the ability to perform various tasks, until they are "signed off" item by item. A supervisor has to complete all of the individual operator cards plus a supervisor card to obtain certification.

This simple sheet of paper satisfied so many needs. It conveyed to our operating employees what we wanted them to be able to do. It tracked their progress. It forced their co-workers and managers to spend time training them. And it documented their accomplishment.

(OK, it wasn't a sheet of paper, it was a small stack of cardstock).

You should have seen their eyes open when we taught them what the machines and lines could really do! And you should have seen the productivity gains when they went out to try it.

The most successful facility coupled this certification with increasing accountability. They tracked and had to explain their performance every hour.

Some lines are now clocking rates 50% and even 100% improved (without capital spending). We are rolling this process from plant to plant as quick as we can!

It would have been so easy to just set up a few classes for each machine.

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	It sounded so easy, "help us do some training on some of the machines on this line." Easy, and ineffective. Thus began my efforts to create the training and certification systems that became the standard across all our plants. Now I don't think there is anything wrong with classroom training, even on technical subjects. It's just that classroom training won't get the job done by itself. Too many people miss a session, and even if they attend, how solid is their knowledge after taking the class? Do you remember anything from High School Chemistry? I didn't think so. But you do remember your multiplication tables, even though you probably learned them in a classroom. Why? Because you practiced them over and over until you became proficient. Education experts call this "proficiency training." So we did set up a schedule of classes for a variety of topics. We included individual machines and systems like the carton erector and the infeed, trim and wash systems. We also included related topics like how to perform the quality checks, or what maintenance does on the line. We created a time each week that we could train supervisors, leads and key operators. By making this a regular time we eliminated most conflicts and attendance problems. And we found and trained Subject Matter Experts (SME) for each topic. We guided them on what to present to be of most value to their audience. We stressed not only information on how the machine or system worked, but how could you tell if it was working well (often through simple visual clues). In parallel with this classroom training schedule, we created a program to develop proficiency. Based loosely on Navy and Air Force "Qualification Cards" we created "Certification Cards" for each position and unit operation. These guide the candidate to practice and then to demonstrate the ability to perform various tasks, until they are "signed off" item by item. A supervisor has to complete all of the individual operator cards plus a supervisor card to obtain certification. This simple sheet of paper satisfied so many needs. It conveyed to our operating employees what we wanted them to be able to do. It tracked their progress. It forced their co-workers and managers to spend time training them. And it documented their accomplishment. (OK, it wasn't a sheet of paper, it was a small stack of cardstock). You should have seen their eyes open when we taught them what the machines and lines could really do! And you should have seen the productivity gains when they went out to try it. The most successful facility coupled this certification with increasing accountability. They tracked and had to explain their performance every hour. Some lines are now clocking rates 50% and even 100% improved (without capital spending). We are rolling this process from plant to plant as quick as we can! It would have been so easy to just set up a few classes for each machine. Home t Feedback