| Client: New Plant Startup for Major Flavored Malt Beverage Producer |
Client Success Stories
Charles Brooks Associates, Inc
| BACKGROUND: The plant opted for a “turn key” start-up plan that included operator and mechanic training provided by Original Equipment Manufacturers. A large majority of the workforce would be hired with no packaging and filling experience. Some would transfer from another facility but had no experience on the new equipment. No training organization existed for the new plant. Training plans called for machine-specific OEM training, “soft skills” training, safety training, basic quality training, and one week of on-site OEM assistance at start-up. The facility desired to operate under a “team” concept whereby each team member would be cross- trained on each piece of equipment. Operators would assume some maintenance and lubrication tasks normally done by maintenance personnel. The plant would eventually run twenty-four hours per day, seven days per week after an initial period of phased start-up. There were no clear training strategies and course outlines for OEM “trainers”, and training documentation would be left to the individual OEM’s. All management and operation personnel would have to be fully trained prior to completion of equipment installation and the scheduled start-up date. ASSESSMENT by CBA: Analyses of the area revealed: Education was often confused with effective job skills training. The lack of documented training agendas would negatively impact start-up quality, productivity and safety. Training measurements were not incorporated into training schemes. The facility had a very aggressive start-up schedule. A lean organization resulted in the facility having limited training resources. There was a lot to learn in a very short period of time. Many procedural and processing changes were made while OEM knowledge training was on going. Operators would need to learn, unlearn, and re-learn many job skills. OEM trainers had technical knowledge, but possessed little skill in training presentation and skill building. Not all equipment would be operational during OEM training. ACTIONS: Developed Pre-OEM training documentation for thirteen pieces of equipment. Developed PM and lubrication tasks that would be assigned to the various machine operators. Recommended specific training modules that should be included in the OEM training documentation. Trained five trainers initially and another eleven to implement cross training. Instructors were trained in the principles and execution of the Analytical Method of Training. Over eighty job aids were developed to address specific skill sets not learned in OEM training. Training documentation completed for both cross training and subsequent new hire training. Skill matrices were developed for each production area to qualify operators being cross- trained. As each “trainee” demonstrates capability on each skill set, the trainer verifies that training is completed in each area. RESULTS: Team members and team leaders hailed the AMT system as far superior to what was available before. Operators capable of being cross-trained on each piece of equipment. Trained trainers are able to ensure that training documentation is up-dated as conditions change. The facility started up on time and in budget. |
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