Operators training model

OPERATORS TRAINING MODEL

To make a model of training and associated knowledge assurance auto sustainable in time, the following steps should be systematically followed:

1. Competence profiles: review and use competence profiles developed by the company for operators, engineers, supervisors and plant managers and maintenance personnel. It is important to note that full powers must include a knowledge component and a component of performance measured through observation of its application.

2. Curriculum maps: Design curriculum maps for technicians, operators, engineers, maintenance personnel and plant managers and supervisors. These curriculum maps will be based on the learning curve of each specialty.

3. Evaluation tools: develop tools required specifically associated with phases of the assessment of knowledge.

4. Evaluation: Conducting initial knowledge assessments and competencies to different groups, to clearly define the starting point current on the levels of knowledge and skills using the evaluation tools developed in step 3 in order to identify the specific areas of improvement of knowledge and the competence profiles developed in step 1. The results of performance evaluations carried out by the company to complement the identification of performance gaps and define interventions required to close them will be used.

Skills assessments are conducted by means of:

a) Confidential interviews

b) Questionnaires and written exercises

c) Anonymous general assessments and personal

d) observations on the job

e) Review of the performance of the plants using key indicators of the process

f) Interviews and/or surveys to managerial level.

• Evaluations will establish a starting point of performance to which the future performance will be compared to determine the effectiveness of the training.

• The evaluations will help determine training needs of different groups and critical needs of people throughout the company and plant

5. Training materials: design and develop training materials to close the identified gaps.

6. Selection of coaches: work in the design, development and implementation of activities that allow select and train the best coaches coming from different areas of the company.

7. Training programs: provide training to selected coaches and support these coaches during their activities of training to the people of the company.

8. Retention of knowledge and "Coaching" measurement: measure changes in the knowledge acquired and retained

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