Seek worker input on training
Don Smolenski | TLT Machinery December 2019
Management by walking around is surprisingly effective and builds rapport.
By listening to plant workers prior to training, you’ll get a good grasp of what is working well and where the perennial problems are.
© Can Stock Photo / photography33
There is no shortage of opportunities for improving productivity, reducing waste and lowering costs in plants. A key component of succeeding at these initiatives is worker training. You first need to set the stage for the plant to be receptive to training. At least one visit to the plant for face-to-face interaction will greatly improve the chances of success.
A walk around and candid discussions with plant people will yield valuable insights into what appears to be working well there and where the perennial problems are. Showing respect for the knowledge of the plant people and genuinely seeking their input also is important. Sometimes the people who are most critical are passionate about wanting to do things smarter and better. (Sometimes, though, they are just a pain in the butt. Sorting this out early will be useful in figuring out who will be most engaged and helpful.)
So where does training come in? Let’s say the problem to be solved is wear and plugging of servo valves in hydraulic systems that are causing equipment shutdowns. The solution may seem relatively simple: fluid cleanliness needs to be improved. The plant staff is more likely to be successful if they understand the concept of particle counting. Just because a fluid looks clean certainly doesn’t meant it is!
They need to understand that particles that can’t be seen with the naked eye may be large enough to plug valves and that abrasive particles can erode the valves. After explaining how particle counters work and the ISO particle count system, they will understand why low-ISO particle counts are critical. You can now discuss ways that this can be achieved such as not using dirty fill containers, fine filtration at the machine fill points, the use of bladder breathers and so on. Asking the plant personnel for suggestions is likely to be useful and involves them more intimately in the process.
An initial step in training is to verify the relevance of a given training module based on a good understanding of the plant’s perennial problems—targeting the training. The next is selecting the proper level. Too basic a level may come across as condescending and might be boring. Too technical a level may cause them to be overwhelmed and lose interest. However, sometimes going to a higher level still can be useful, providing that you acknowledge that you don’t expect them to understand all the details but just want them to understand that there is a lot of science behind a given approach.
An example might involve discussing a bit of the chemistry of the various additives used in formulating industrial lubes. It’s unlikely that they will remember the specifics, but an understanding of how a gear oil is chemically different from a hydraulic fluid, for instance, might make them more meticulous about keeping different types of lubes segregated. A few may surprise you in that they really do want to understand the chemistry and will work at it. Just because someone doesn’t have a lot of formal education doesn’t mean they aren’t smart!
The means of delivering the training also is important. Understanding what’s the best time and place for the plant people will encourage more participation. Reaching different shifts might require offering different time slots. Delivering the training in person at the plant is the best if it is workable. Face to face gives instant and constant feedback during the training. You can tell pretty quickly by body language if the level and amount of training is appropriate and whether or not your jokes are bombing.
Being there also shows your commitment and helps solidify a relationship with the plant. However, distance learning such as by WebEx is better than nothing if face to face is simply impractical.
One benefit of providing training is that almost certainly you will learn a lot as well!
Don Smolenski is president of his own consultancy, Strategic Management of Oil, LLC, in St. Clair Shores, Mich. You can reach him at donald.smolenski@gmail.com.