Maintenance Training

Maintenance Planning & Scheduling Training: 3-steps to maximize your learning

In return for the ten minutes you will invest in reading this blog post, I promise that you will be able to make all future maintenance planning and scheduling training more meaningful and effective.  Sound like a great deal? 

So, why is this important,  you ask? After all, training is just training, right? Not for me, it isn’t. Training is a two way exchange in which you get what you give.  With these tips, what yougive to training will significantly improve what you get from training.  I am not talking about meager gains here; I am talking about potential life-altering transformation.  Let’s get started.

The three areas you can maximize your learning Return On Investment (ROI) are:

Emerging Technologies and New Talent Pools

We are in the midst of a maintenance crisis and are facing highly sophisticated equipment challenges, budget cut backs, a mass exodus of skilled talent, and social stigmas that inhibit our youth from pursuing maintenance career paths.

This raises key questions. How can we quickly backfill the exiting boomer generation? How can we accelerate learning curves and how can we uncover new talent pools?

Well, I believe that the return of the troops from Iraq and Afghanistan is exciting news and they should be given a heroes' welcome!  We can do this by giving them the opportunity to develop new career paths in the maintenance field, and hopefully avoid the pitfalls we have seen in the past.

What is your company doing to reach out to veterans?

How are you developing your workforce?

As the U.S. and other countries are moving forward to deal with today's challenges, more leaders are becoming enlightened to the fact that we are no longer in an arms race, but actually a skills race. The countries with the most advanced skill labor pools will be able to retain and attract companies, leading to economic growth.

A challenge associated with developing and retaining talent in companies is what I like to call the "training paradox": when money is plentiful, time available to send people to training is scarce. Conversely, when money is constrained, time is often plentiful to send people to training. Making the commitment to send workers to training in either scenario is hard, but it must be done, as you can see after reading some of the alternative training programs below. 

5 Steps to Maximize Training ROI

In this post I have summarized an article that was recently published in Plant Engineering magazine about how to maximize maintenance and reliability training ROI. This 5 step process provides a framework to improve your approach to identifying training needs, selecting training providers and maximizing your ROI,

Making a strong case for training during fiscally frugal times is a challenge; finding the budget and time can be even harder. With downsizing common and turnover regular, many managers and supervisors are faced with filling roles, skill gaps or training needs. In a time when every dollar matters, you must ensure maximum return on investment. You have the responsibility to provide direction and develop your people.

Follow these five steps to ensure your employees get the right training and, in turn, the best results:

1. Align training with organizational goals and strategy

Successfully Adopt Predictive Maintenance Technology (Quick Tip)

Before you invest in extensive training to kick start your Predictive Maintenance technology program, consider the follow simple yet effective tip.

Rather than risk the financial and time investment (e.g. purchasing equipment, receiving training) required to implement predictive maintenance technologies, consider trying a small pilot project using an outside contractor. With the lower initial expense and the enhanced capabilities of an experienced contractor (you did do your homework on checking out the contractor didn't you?), the likelihood of success is much higher. From this point your program can be expanded on an incremental basis. If eventually you have sufficient need and funding to develop your own in-house program you will have already built your business case and justification with calculated steps showing return on investment along the way.

Maintenance Training to Meet Your 2011 Goals

 
Marshall Institute Training Center
 
 
Here’s a quick glimpse at the main Marshall Institute Training room in the Raleigh, NC office. Those who have attended training with us will of course be familiar with the picture. For those who are scheduled to attend an upcoming seminar in Raleigh, we look forward to seeing you. 

Marshall Institute - Meet the Family

Meredith RozierIn today’s fast paced world we are losing touch with the human side of business. In an attempt to rectify this I would like to introduce a member of the Marshall Institute family, and what better way than through our new blog. My hope is that you feel better acquainted with Marshall Institute, and you know who to contact if you need any support.

This week I would like to introduce Meredith Rozier, our Seminar Coordinator:

Meredith’s primary role is the organization and planning of the annual maintenance training schedule. In doing this, Meredith selects seminar locations (both City and hotel), frequency and timing. Basically, she makes thepublic seminars happen. (Although as modest as she is, she would never say that herself)

Maintenance Supervisors – Are They Set-Up for Success or Failure?

Is your organization proactive about training or do they opt for the “Baptism by Fire” approach? 

Success and Failure

Too many facilities I visit have no formal training plans. A key position which training is often overlooked is supervision.  The common misconception is that because the individual was a good maintenance mechanic or technician, they must automatically default to being a good maintenance supervisor.  I tend to believe not.  I would rather see good employees promoted to make excellent maintenance supervisors and given the appropriate support to assure their success, rather than setting them up for failure. Success requires a comprehensive understanding of the new role and responsibilities. Often the best way to attain this understanding is through training