You're facing the task of training employees on new technologies. How can you avoid production disruptions?

Training employees during their busy hours is challenging. I prefer to train up them on the shop floor instead of going to training room. In this way we can avoid production disruption and complete the training task easily. By this way , people can know and learn sometime better than that of training room .

Training the floor employees during their busy hours is very challenging. There are several ways training can be accomplished without disrupting the production depending upon the type of training and existing culture at the work place. The training task is more cumbersome if the training is required to be hands-on (on the job training). After-hours (or before-hour) training can be done by paying overtime to the employees, or Lunch break can be used by paying for lunch for the trainees. If the transactional training can be done on the production floor, it saves a lot of time of employees going back and forth to the training rooms. Training using the technology can be done when the operators can take training at their best available times.

Develop a detailed training schedule that aligns with production cycles, choosing off-peak periods or leveraging shift changes to minimize the impact on productivity. By proactively addressing potential challenges and preparing solutions in advance, you can ensure that your team is not only ready but also eager to embrace the new technology confidently and competently. This strategic approach not only enhances efficiency but also fosters a culture of continuous improvement within your organization, positioning you at the forefront of technological advancements in manufacturing engineering.

La planificación anticipada es crucial para una transición tecnológica exitosa. Evaluar las habilidades actuales de la fuerza laboral y desarrollar programas de capacitación adecuados garantiza que el equipo esté preparado para adoptar nuevas tecnologías de manera eficiente. Además, programar la implementación durante períodos de menor actividad o cambios de turno minimiza el impacto en la productividad. Al anticipar desafíos y preparar soluciones, las empresas pueden facilitar una transición más fluida y efectiva, asegurando que los empleados se sientan seguros y competentes con los nuevos sistemas.

Training the floor employees during their busy hours is very challenging, I usually divide it into 2, a theoretical part that is done with a semilator if possible and a practical part that is done on the floor (shadwing) if there is a person who has more experience or has worked with this technology before and I would prefer them to do shadwing in real time of production with a specialist to clearly see all the challenges during real time production

Simulators give you a holistic understanding of interacting with the process equipment in a virtual environment. The X-Factor behind this is that the operations personnel can learn how to operate the equipment and understand the inner workings of the process equipment without halting the production line and minimizing the risk of equipment damage. This greatly improves the knowledge and confidence in operating the process equipment in a live production environment. Simulators can improve knowledge of the process equipment's operation & maintenance for the Operations personnel, encouraging greater equipment ownership as part of Autonomous Maintenance (AM) as part of Total Productive Maintenance (TPM) in the manufacturing plant.

Simulators are a great tool however most companies cannot afford the cost of implementing and maintaining them. Most companies still have to rely on time tested well written instructions and in the job training by seasoned subject matter experts.

Simulators are a great way to get your team up to speed on new tech without stopping production. They create a virtual space where employees can practice safely, without any risk to your actual equipment. This method helps them learn faster, tackle potential problems in a low-stress environment, and really get a handle on how things work. Plus, it’s a great way to ensure they remember their new skills more effectively.

Implementing simulators can significantly reduce the learning curve and enable employees to troubleshoot potential issues in a controlled setting. This hands-on approach not only promotes better retention of new skills but also fosters a deeper understanding of the technology's intricacies. By leveraging simulators, you empower your workforce to confidently transition to new technologies, ensuring smoother integration and enhancing overall operational efficiency in manufacturing processes.

Adopting an incremental approach towards training is obviously effective along with hands on exercises with some takeaway actions.

Adopting an incremental training approach can really help when introducing new technology. Break the training into small, manageable parts, allowing employees to fully grasp one area before moving to the next. This method keeps everyone from feeling overwhelmed and ensures a thorough understanding of the basics before advancing. Plus, it allows for continuous production as employees can still perform their usual tasks while learning new skills incrementally.

This method not only reduces overwhelm but also ensures that each team member gains a solid grasp of the technology's fundamentals before proceeding further. Additionally, incremental training allows you to maintain some level of production continuity, as employees can continue to perform their regular duties while integrating new skills. By gradually building proficiency through structured learning stages, you enhance employee confidence and competence, leading to smoother technology adoption and minimal disruption to operational workflows.

Cross training is even more important today than ever before. High employee turnover has caused weaknesses in some companies. If there is no cross training, companies can be severely compromised in the areas of quality and productivity.

Cross-training staff is a smart strategy when upgrading technology. By training employees in multiple roles and skills, you build a versatile workforce that can adapt to new tasks as needed. This versatility is crucial when integrating new technologies, ensuring smooth transitions without disrupting production. Moreover, a cross-trained team can support each other, enhancing the learning environment through collaboration.

This flexibility becomes invaluable during the implementation of new technologies, enabling seamless role shifts without compromising production. A cross-trained team not only ensures continuity but also enhances operational resilience by reducing dependency on specific skill sets. Moreover, cross-training fosters a collaborative learning environment where employees support each other, share knowledge, and collectively problem-solve challenges related to the new technology. Ultimately, investing in cross-training prepares your workforce to effectively navigate technological transitions while maximizing productivity and maintaining high standards of operational efficiency.

Its mission critical to have cross trained team members. There will be vacations, sickness, natural disasters, and general absence. The show must go on and having that “bench strength” is the best way to keep it moving. Additionally, developing your team members and allowing them the opportunity to learn new skills is critical to developing your replacement so you can move on to different roles and responsibilities.

On-the-job coaching is a great method for integrating new technologies. Pairing new or less experienced workers with seasoned veterans allows for hands-on learning and instant application of new skills. This mentorship not only speeds up skill acquisition but also helps keep production on track. As novices grow more skilled, they can take on more responsibilities, ensuring a smooth technological transition with minimal impact on workflow.

Some of my best learning experiences happened due to being in close proximity to someone with far more experience than mine. Being guided by a learned hand helps a lot and the ability to have a human encyclopedia available for questions is so helpful. It can be equated to learning through someone else's pain as the trainer often has been through some hard lessons in their time and knows exactly what to watch for. The counterpoint is engagement. Not everyone wants to learn. Some want to forge their own way. A trainer can still help here, provided they're patient. Protect the process and equipment but let the trainee make and learn from mistakes. Trainee and trainer both require support from above for any of this to succeed.

Most of the time, solid feedback is where leaders fall short. Feedback doesn’t always have to be negative either. Talk with your team and let them know how they’re doing, good or bad. We owe them at LEAST that much.

Feedback loops are a fundamental tenet of ISO 9001 and other ISO systems. Companies that follow the PDCA methodology (plan,do, check, act) have a proven method for improving a system or process and ultimately the bottom line of a business.

Feedback loop é um conceito difundido por Eric Ries, por meio de seu famoso livro “A startup enxuta“. Na publica??o, ele traz o termo para o contexto de empresas disruptivas, unindo os conceitos de experimenta??o, valida??o e agilidade para propor um modelo de intera??o contínua. Entendo que a proposta do feedback loop é melhorar continuamente, com foco nas 3 etapas principais que se complementam, formando um círculo: build (construir), measure (mensurar) e learn (aprender).

Something else to consider. Stabilizing tech platforms for scalability, growth and best practices sharing across your internal networks. Employees trust their peers and like learning and from them. If your internal, closed loop, protected network can allow for real time sharing, then you have a great opportunity to build trust, share institutional knowledge and scalability.

Employee training needs to be a part of the operational plan (Step 1). This should be no different than planned equipment maintenance downtime. A coordinated strategy and plan will go a long way in defining the skill, knowledge and engagement of the employees.

DOCUMENT, DOCUMENT, DOCUMENT! Jimbob who has been here for 35 years knows everything. Unfortunately, Jimbob succumbed to an undiagnosed shellfish allergy last night. Without documentation, what will happen? A lesson learned should be a lesson recorded somewhere. Setup a system so it's easy for insights and tips to be recorded and translated into iterative training and ops materials.