This is the second in a 3 part series on getting the most out of your investment in Paulson’s Interactive Training for Injection Molders.
Last time, we talked about setting up the plastics training infrastructure and introducing the training to employees in a non-threatening way that will get the most “buy-in” from your team.
Now let’s talk about day-to-day implementation. Here are our suggested steps in starting the daily training of employees:
- Explain again to all employees who will be participating in the injection molder training the What, Why and How of the initiative – What the training is, Why you are doing it and How you will be conducting the training. (Note: see Part 1 of this series for suggestions on selecting who should participate in the training).
- Administer the “Pre-Training” Needs Analysis Assessment to all trainees. This is solely for the purpose of establishing a baseline of the level of processing knowledge in the plant – The “Before Training” State of the Company. It is important to emphasize that this assessment is not a “test”. It will not affect an employee’s standing in the company. It is simply a means of being able to measure improvements in knowledge and skills company wide.
- Start the injection molding training based on the schedule that your assigned training supervisor has put together. This training schedule should be closely monitored. If employees start seeing that actually going to your training room to take the training is not being monitored and employees are not being held accountable, your efforts will be that much harder and less effective. It is to everyone’s benefit to make sure the employee training initiative stays on track.
- Approximately every 2 weeks, the Training Supervisor and any other appropriate management representatives should meet with all trainees as a group (ideally groups of 10 or less at a time) to discuss the training. Topics that we have seen come up in these meeting include:
- Questions on subject matter in lessons as they relate to your company procedures
- The pace of the training (for some – too slow, others – too fast; adjust accordingly)
- If and how they are able to apply what they’re learning directly on the job
- Any stories of specific improvements employees have experienced as a result of what they are learning. This reinforces the overall training initiative and generates enthusiasm and “buy-in” from other employees.
- Scheduling difficulties or conflicts. This meeting would be a good time to bring up any issues regarding whether the agreed upon training schedule is being adhered to or not.
- Managers/Supervisors should set up guidelines for how newly trained employees can apply what they have learned. At-the-machine competency assessments are a good way of doing this. This allows you to control the speed of implementation of new knowledge and avoid potentially safety issues or production errors, both large and small.