From Innovation to Implementation – Success Depends on Preparedness of Those Executing
by Dean Prigelmeier, President of Proactive Technologies, Inc.
How often does a product or service go straight from research and development to service implementation or product production? A skilled, experienced worker may be able to overcome the ambiguity of this hand-off, but it seems there is, today, a shortage of skilled, experienced workers; baby boomers finally decided they can, or have to, retire, or some companies experience high turnover rates of replacements, or most employers say they lack of skilled candidates…or even someone skilled enough to train them.
There are many reasons that this loosely organized hand-off still exists:
click here to expand- Perhaps from a sense of futility, with engineers seeming to have given up on the notion of training workers first to ensure immediate output quantity, quality and consistency;
- Perhaps it is from knowing that the organization lacks a “system” in place to facilitate the transfer;
- Perhaps it is from the belief that, especially in the early stages, the product or service may go through many changes before a coherent, repeatable process settles in and when it does the next product or service has been introduced;
- Perhaps from a sense of superiority, that “I know how to do this [because I designed it] so everyone else should know what to do.”
For those who recognize the need for worker training and try to incorporate it manually while trying to keep up with engineering and technological innovations, it is common to find a training program released well into the last days of the life cycle – just in time to train workers for the things they made and serviced years before. Manual methods just do not keep up anymore, and they haven’t for the last 30 years. This doesn’t mean we should “leap-frog” to Artificial Intelligence or online training. The cost alone would dissuade anyone from utilizing it for this type of task-specific training, never mind the inappropriateness.
The most efficient and effective path to expediting a process from development of the process (including all pertinent aspects) to implementation is displayed below. The task should be the central focus, with each stakeholder department contributing its input and metrics of accurate performance. Simply stated, the engineer can draft a process, then the other departments can add their components in order. Once all inputs are in, everyone can review and make changes based on each other’s observations and comments before a final document is released. Read More
Retiring Workers and the Tragic Loss of Intellectual Property and Value
by Stacey Lett, Director of Operations – Eastern U.S. – Proactive Technologies, Inc.
The warnings went out over three decades ago. Baby Boomers were soon to retire, taking their accumulated expertise – locked in their brains – with them. But very little was done to address this problem. Call it complacency, lack of awareness of the emerging problem, preoccupation with quarterly performance, disinterest or disbelief, very few companies took action and the Crash of 2008 disrupted any meager efforts that were underway.
Over a decade ago, Steve Minter in an IndustryWeek Magazine article on April 10, 2012 stated, “Only 17% of organizations said they had developed processes to capture institutional memory/organizational knowledge from employees close to retirement.” Who is going to train their replacements once they are gone? Would the learning curve of replacement workers be as long and costly, repeating the same learning mistakes, as the retiree’s learning curve? Would operations be disrupted and, if so, to what level?
“In our new “outsourcing nation,” a widely held belief is that employees are simply costs to be cut and not assets to be valued.” …. “Manufacturing faces a two-sided problem: it not only has thousands of people retiring, but it does not have the training programs to train skilled workers to replace them.”
A Strategy to Capture Tribal Knowledge, IndustryWeek- Michael Collins 5-23-16
click here to expand
In the last few years, it seems an alternative to the concentration of expertise in a few subject matter experts has become to use lower-wage temporary or contract workers who specialize in smaller quantities of processes, and who can be “traded-out” with a minimum amount of disruption. History will tell us just how costly that approach was and if anything was learned. Read More
Proactive Technologies’ Turnkey Package Offers for Prospective and Returning Clients – Discount Window Now Open!
Proactive Technologies, Inc. – Staff
The world has been through a lot in the last few decades. Employers finding themselves making decisions and changing their mind for the most unexpected reasons. Proactive Technologies, Inc.® wants to accommodate and support those workforce development decisions in the best way it knows how. This introduction for new and returning clients of its turnkey worker development package is one example.
Value comes in many forms. Sometimes value stares us in the face but we may not realize it…or fully realize it. Like a software we purchase but only use 10% of its functions, a car that we seldom drive, or the treadmill that sits in its original packaging. Underutilized value not only represents a minimal return on an investment, it is a lost opportunity to maximize its potential and an inefficient use of capital.
Undeveloped or under-developed worker capacity is a lost opportunity to increase return on worker investment and reduce labor costs. Multiply this experience by the number of employees you have and the loss can be substantial! This is a fact that should be obvious and continually frustrates many a CEO or Operations Manager. It doesn’t have to be that way.
click here to expandEvery employer conducts a massive amount of informal, unstructured and undocumented on-the-job, task-based training every year. The significant cost of inefficiency (especially if you have a lot of retiring experts, revolving new-hires and marginally trained residents), as well as the effectiveness, usually goes unmeasured. If you doubt this point, ask yourself one question; Do I know which tasks each of my employees have mastered, and which they have not? If you draw a blank, you are not alone. Read More
Quality Policies and Process Sheets Do Not Replace Training
by Dean Prigelmeier, President of Proactive Technologies, Inc.
A very common fallacy in business operations is that a description of what should be done listed in a quality policy, such as a quality control policy or a quality assurance plan, that seems to be sufficient for the training component of ISO/IATF/AS certification meets, therefore, the company’s training requirement in general. Perhaps this false equivalency is wrongly supported by the additional fallacy that the existence of standard work instructions is the equivalent of on-the-job training plans. Too often this is used to defend the belief that this replaces formal task-based training.
Sometimes this leads to the rationalization that if the company keeps it simple and barely meets what an ISO/IATF/AS auditor might accept for their certification purposes, the training requirement is covered. But an auditor at that stage is just looking at what the company is intending to do, not how they carry it out. That is discovered later.
This false assumption is challenged when product or services turn up defective, and customers expect an explanation and a corrective action. This is when a weak, or no, connection can be drawn between the policy that guides quality standards, work processes and who trained and certified the employee to perform the task independently is discovered. This is when the records that exist, if any, do not support the assumption that mastery of the task ever occurred. This is when the customer loses faith in the producer or supplier – not just in the task(s) isolated in the one incident, but possibly performance of all tasks on which they depend.
click here to expandFrom a learning perspective, manufacturing environments present hurdle after hurdle to learning and mastering the work to be performed. Unrelenting production schedules, technology advancements and continuous improvement efforts – all offer little room for deliberate task-based training while changing the task out from under the worker while they are trying to learn and master it.
It is in the employer’s and employee’s interest that the job, and all of its required tasks, are mastered as quickly and completely as possible. But the spoils go to those employees who possess the core skills and necessary abilities to assimilate what they see around them and successfully self-teach themselves. Unfortunately, employers find those people hard to find as technology renders previous skill requirements moot (only the employer has those ever-changing, task-based skill requirements) and are reluctant to pay the experts they have accordingly to keep them. Read More
Read the full January, 2024 Proactive Technologies Report newsletter, including linked industry articles and online presentation schedules.
Proactive Technologies, Inc.®; PROTECH; Human Resource Management for Tomorrow...Today!® and logo;