Chapter 16 - Training

Abstract

This chapter discusses various aspects of training at Beta International. At Beta's Langley plant, a large discrete parts manufacturer, a strategic training plan directed at meeting its corporate objectives was established. The process included development of a strategic training plan including budgets, timing, numbers, processes, priorities, and establishing clear expectations and outcomes from the training effort, and measuring them. All training programs must recognize the need for skills such as teamwork, communication, conflict resolution, supervisory methods, leadership, and regulatory and legal issues. Clear expectations must be established for the training to be done, and craftsmanship must become a part of the culture of the organization. Some of Beta's plants have reported very good results with multiskilling concept. Multiskilling had to do with making sure that all the skilled trades could perform basic tasks of the other trades and yet retain the craftsmanship needed in their trade to ensure precision and craftsmanship in the work being done. These basic skills also varied from site-to-site, depending on any number of factors. It is suggested that learning must become a part of the continuous improvement process at an organization, providing employees with both the direction and simultaneously the freedom to learn, thus generating the intellectual capital needed for success.