Machinery Lubrication magazine published by Noria Corporation
Issue link: http://www.e-digitaleditions.com/i/290460
Finally, the project leader should have a clear under- standing of the training and qualification options that are available and suitable for the project. Research internal training resources as well as options in the marketplace. When required, a partnership with a specialized company that provides an array of training services may be helpful. After this step, a second table can be created to identify the communication/alignment requirements along with the training needs for each individual and the set timeframe. An example is shown below. In some cases it may be important to include external contractors or outsourcing companies that may be affected by the scope of the project. Training Plan Design With a clear number of participants for each training or awareness session, you are now ready to define specific aspects of the training plan. This can be accomplished by answering the following questions: • How will the training be delivered (in the classroom, online, self-study, on the job or a combination)? • Will a modular or full program be delivered? • What is the timeframe to complete the plan? • How will the learning be assessed (in the classroom, in the field or both)? • What resources will be needed (considering the budget, location and logistics)? • Which performance indicators will be used (number of participants per class, percentage of approved, man-hours of training, etc.)? Plan Execution Once the budget has been approved and the necessary resources identified and aligned with the involved personnel, it is time to execute the plan. Participants should be notified in advance. Conduct an initial general awareness session to explain the program's goals, content and timeframe. This will dissipate doubts and concerns while motivating the stakeholders to partici- pate and support the program. Emphasize why the program is being implemented as well as the benefits for the individuals Maintenance/ Engineering Purchasing Human Resources Production Safety and Health Managerial Opportunity Awareness Plant director, operations manager, maintenance manager, project leader Procurement manager HR director Production manager Environmental health and safety (EHS) manager General Awareness HR advisor Production supervisors Introduction to Machinery Lubrication and Lubricant Storage and Handling Planning and scheduling Purchasing clerk, warehouse personnel EHS engineers and inspectors Machinery Lubrication Plant and field engineering, maintenance supervisors Introduction to Machinery Lubrica- tion and Best Field Practices Lube techs, mechanics, millwrights Operators Oil Analysis Condition-based mainte- nance technicians When implementing a training solution, you need to look beyond just the knowledge, skills and abilities that are impacted. Many times the success or failure of a training program is not realized until the classes are over and the trainers are long gone. The learning objec- tives and outcome of the training are typically measured in terms of comprehension of the critical knowledge or skills transferred to the employee. However, a key facet of an effective implementation unfor- tunately is overlooked and many times results in little change and improvement. This important ingredient is the employee's willingness or motivation. Will the team willingly implement the new skills and knowledge on the job? If the answer is no, then you must investigate the reasons why. 1. How would your team describe the purpose of the training? 2. How would they rank the importance of bringing this new knowledge back to their tasks? 3. How has the expectation of compliance been communi- cated and how it will be measured? 4. How has the team been included in the needs analysis? Answers to these questions will give an indication of how well the training will be embraced or rejected. While the training provides knowledge and should impact skills, it requires a change in behavior. In the next issue of Machinery Lubrication, this discussion on implementing a training plan will be continued with an examina- tion of how organizational culture influences training effectiveness. Effective Implementation Considerations lUBrICAtIoN ProGrAms 20 March - April 2014 | www.machinerylubrication.com The table above offers an example of the training needs of individuals involved in a lubrication excellence program. Training Requirements