(Handbook) management of training & developmentAamirBashir51
This document provides an overview of training processes and the role of training managers. It begins with defining training and discussing the need and rationale for training. Training is defined as increasing an employee's knowledge and skills for a particular job. The need for training arises from factors like changing technology, demanding customers, productivity improvements, and motivation. Benefits of training are discussed for both employers and employees, such as increased productivity, standardization, and career advancement. The roles and responsibilities of trainers are also examined.
This document provides an overview of training processes and the role of training managers. It discusses the need for training due to changing technology, demanding customers, productivity demands, and improved employee motivation. Training is defined as increasing an employee's knowledge and skills for a specific job. The objectives of training are to increase knowledge, impart new skills, change attitudes, improve performance, reduce waste and accidents, and prepare employees for advancement. Training is distinguished from development and education, with training focusing on specific job skills, development on overall personality growth, and education providing general knowledge. The document outlines the roles and responsibilities of trainers in delivering effective training programs.
Training and development is an educational process that allows people to learn new skills and information. There are various types of training like job training, safety training, and promotional training. Training methods include classroom programs, coaching, mentoring, simulations and on-the-job training. Companies provide training to maintain quality, reduce costs, and improve communication between employees.
- Apigee is a tech company that delivers API services and was known for its empowering culture focused on employee autonomy, innovation, and lack of hierarchy. However, its flat structure and informal practices may not be sustainable as the company grows.
- The document evaluates alternatives like introducing a formal leave policy, changing to a matrix structure with some hierarchy, establishing formal meeting and communication channels, adjusting the performance evaluation system, and changing the hiring policy to include freshers.
- It recommends changing the structure and formalizing activities like leaves, meetings and working conditions to maintain control and coordination as the company grows, while preserving its core values and culture of empowerment. It suggests implementing changes gradually and having contingency plans if the changes
The document outlines the key roles and responsibilities of a training department. It discusses working with management on corporate plans and strategies, producing training policies and budgets, selecting trainees, arranging induction programs, conducting job analyses to identify training needs, organizing training programs, evaluating and following up on training, and advancing the field of training as a profession. The training department is responsible for ensuring training is aligned with business goals and integrated with corporate objectives. It assesses training needs through analyzing the organization, jobs, and individuals.
The document discusses training and development of employees at Neycer India Ltd. It provides an overview of training and development, including definitions, objectives, benefits and processes. It also describes the company profile, products, departments and methodology used for a study on the effectiveness of training programs at Neycer India Ltd. The study analyzed responses from 200 employees through questionnaires and statistical tests. It was found that training programs effectively improved employee satisfaction, skills and productivity. Some recommendations include conducting more frequent training and focusing on behavioral programs.
Training and development, Staffing, Human resources development, HRM, on the job training, in house training, vestibule training, the difference between recruitment and selection, the difference between training and development
Training is the act of teaching employees the skills and knowledge needed to perform their jobs effectively. It is an important activity for human resource development that benefits both employees and organizations. For employees, training improves skills, increases self-confidence and assists with self-management. For organizations, training leads to higher quality work, reduced waste, and helps the organization adapt to changing conditions and technology. There are various types of on-the-job and off-the-job training methods that organizations can use.
(Handbook) management of training & developmentAamirBashir51
This document provides an overview of training processes and the role of training managers. It begins with defining training and discussing the need and rationale for training. Training is defined as increasing an employee's knowledge and skills for a particular job. The need for training arises from factors like changing technology, demanding customers, productivity improvements, and motivation. Benefits of training are discussed for both employers and employees, such as increased productivity, standardization, and career advancement. The roles and responsibilities of trainers are also examined.
This document provides an overview of training processes and the role of training managers. It discusses the need for training due to changing technology, demanding customers, productivity demands, and improved employee motivation. Training is defined as increasing an employee's knowledge and skills for a specific job. The objectives of training are to increase knowledge, impart new skills, change attitudes, improve performance, reduce waste and accidents, and prepare employees for advancement. Training is distinguished from development and education, with training focusing on specific job skills, development on overall personality growth, and education providing general knowledge. The document outlines the roles and responsibilities of trainers in delivering effective training programs.
Training and development is an educational process that allows people to learn new skills and information. There are various types of training like job training, safety training, and promotional training. Training methods include classroom programs, coaching, mentoring, simulations and on-the-job training. Companies provide training to maintain quality, reduce costs, and improve communication between employees.
- Apigee is a tech company that delivers API services and was known for its empowering culture focused on employee autonomy, innovation, and lack of hierarchy. However, its flat structure and informal practices may not be sustainable as the company grows.
- The document evaluates alternatives like introducing a formal leave policy, changing to a matrix structure with some hierarchy, establishing formal meeting and communication channels, adjusting the performance evaluation system, and changing the hiring policy to include freshers.
- It recommends changing the structure and formalizing activities like leaves, meetings and working conditions to maintain control and coordination as the company grows, while preserving its core values and culture of empowerment. It suggests implementing changes gradually and having contingency plans if the changes
The document outlines the key roles and responsibilities of a training department. It discusses working with management on corporate plans and strategies, producing training policies and budgets, selecting trainees, arranging induction programs, conducting job analyses to identify training needs, organizing training programs, evaluating and following up on training, and advancing the field of training as a profession. The training department is responsible for ensuring training is aligned with business goals and integrated with corporate objectives. It assesses training needs through analyzing the organization, jobs, and individuals.
The document discusses training and development of employees at Neycer India Ltd. It provides an overview of training and development, including definitions, objectives, benefits and processes. It also describes the company profile, products, departments and methodology used for a study on the effectiveness of training programs at Neycer India Ltd. The study analyzed responses from 200 employees through questionnaires and statistical tests. It was found that training programs effectively improved employee satisfaction, skills and productivity. Some recommendations include conducting more frequent training and focusing on behavioral programs.
Training and development, Staffing, Human resources development, HRM, on the job training, in house training, vestibule training, the difference between recruitment and selection, the difference between training and development
Training is the act of teaching employees the skills and knowledge needed to perform their jobs effectively. It is an important activity for human resource development that benefits both employees and organizations. For employees, training improves skills, increases self-confidence and assists with self-management. For organizations, training leads to higher quality work, reduced waste, and helps the organization adapt to changing conditions and technology. There are various types of on-the-job and off-the-job training methods that organizations can use.
This document outlines the key topics and concepts covered in an operations management chapter. It includes an outline listing topics such as the global company profile of Hard Rock Cafe, what operations management is, organizing to produce goods and services, the supply chain, and new challenges in OM. Learning objectives are defined, and significant events and individuals in the history of OM are discussed, such as Eli Whitney, Frederick Taylor, the Gilbreths, and W. Edwards Deming. The differences between goods and services are explored. Productivity and ways to improve it are also covered.
The document is a project report submitted by Mudassar A. Sheikh to the University of Pune on the topic of "Training and Development at HCL Infosystem". It includes an introduction, objectives, research methodology, company profile, literature review, data analysis, summary, and recommendations. The report aims to critically analyze the training and development programs at HCL Infosystem by applying theoretical knowledge to practical aspects and identifying areas of improvement.
The document discusses various forces that influence working and learning. It outlines assumptions of the instructional systems design model and some of its flaws. Some key forces discussed include economic cycles, globalization, the value of intangible assets, talent management, customer service and quality emphasis using tools like Total Quality Management and Six Sigma, new technologies, and high performance work systems like work teams and virtual teams. Training is seen as important for supporting business strategies and meeting quality challenges in this changing environment.
Implementation and financial accounting of quality training and educationIAEME Publication
This document describes the design and implementation of a Quality Training and Education Program (Q_TEPS) for a plastic products manufacturing company. The researchers designed specific training topics and schedules for the Q_TEPS based on a review of literature and a study of the company's manufacturing processes. They then implemented the designed Q_TEPS for employees over a one month period through lectures, interactive sessions, on-the-job training, and feedback collection. The goal was to measure the financial performance of the Q_TEPS in order to understand its costs and benefits for the company.
The document discusses the training policy and programs of Nuclear Power Corporation of India Limited (NPCIL). It aims to study the impact of training on the overall skill development of workers. The objectives are to examine the effectiveness and impact of training, study changes in behavioral patterns, compare output and cost effectiveness of training programs. It describes the methodology, data collection methods, statistical tools used and an overview of NPCIL. It discusses the various training centers, types of training programs organized, and formats for training calendar, notifications and effectiveness surveys.
Safety health and environment may, lagosPetro Nomics
This document provides information about a three-day training course on Safety Health and Environment Management (Management System Implementation and Control) taking place in Lagos, Nigeria in May 2015. The training will provide an in-depth look at implementing a companywide HSE management system and give insights into HSE challenges and solutions. Participants will learn tools for developing safe work systems, conducting safety audits and investigations, and complying with HSE policies and regulations. The training aims to encourage sustainable growth through operational efficiency and is suitable for managers, supervisors, and engineers implementing HSE systems.
Training if effectively managed achieves aims and objectives of an organization, it’s important to understand on how effective human resource training generates a positive impact in your effective production. In these set of slides bought to you by Welingkar’s distance learning division, we go through the importance of the effectiveness in HR training and Development Strategy.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/effectivehrtrainingslides
Join us on Facebook: http://www.facebook.com/welearnindia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
Impact of the Training inside the Workplace on Improving the Employees Perfor...inventionjournals
This document discusses a study that analyzes the impact of various workplace training dimensions on improving employee performance in Jordanian industrial companies. The study examined dimensions like self-directed training, apprenticeships, simulations, virtual reality training, administrative games, modeling behavior, job enrichment, work teams, practical training, job rotation, e-learning, and Six Sigma training. The results showed that employees viewed the application level of workplace training dimensions as positive. Statistical analysis also found a significant impact of the training dimensions on improving employee performance in these companies.
The document summarizes an internship report on the training and development programs at Larsen & Toubro Infotech in Bangalore. It includes an introduction and sections on the company profile, objectives of the study, research methodology, data analysis, findings, suggestions and conclusions. The key findings are that training is important to the company, programs are generally effective but could better align individual learning to organizational goals through new technologies and hands-on training. Suggestions include improving awareness, education, infrastructure and coordination to enhance the impact of training programs.
Career Development at GlaxoSmithKline Pakistan (HRM: AHK)Zeeshan Ali
GSK is committed to rewarding, developing and retaining talent. It shares the responsibility of its people career development needs through support in financial terms as well as in career through a wide range of programs including rotations in different departments so employees can have an overview of the business process. Then a training and development plan is prepared and all Departmental Heads are involved in it. Periodic assessment is done for training and developmental needs and also for analyzing skills and potential of employees. Based on this at final stage employee is evaluated though a series of interviews and then either promoted or transferred to more appropriate department matched for skills and potential. Most of the time succession planning is done at the time of hiring of a new employee. HR works in close collaboration with departmental heads and defines the road map for a job position.
There are vast ranges of resources available to help employees determine and meet developmental needs discussed in the presentation.
The document summarizes a presentation on using the internationally recognized Investors in People (IiP) business quality standard to improve teaching and learning in higher education. The presentation discusses how IiP can help leaders and managers become more effective and improve teaching quality by focusing on people development. Case studies of three UK universities show how implementing IiP aligned with and demonstrated improvements in governance, student learning, staff support, and quality of provision. The presentation concludes that effectively managing people through standards like IiP can transfer knowledge and benefits to all areas of a university.
The document discusses health and safety (H&S) training in the workplace. It outlines that H&S training is designed to give employees insight into UK legislation and the responsibilities of both employers and employees. The training emphasizes H&S tools to reduce incidents and raise awareness of workplace dangers. Delivering effective H&S training requires involvement from the entire workforce and covers topics like safety equipment, fire procedures, accident reporting, and more. Resources needed are minimal, primarily requiring classroom space and training materials. The success of H&S training relies on cooperation between employers, employees, and training providers.
A short Presentation on Training and its Types_ Mir Satar
This document provides an overview of concepts related to employee training. It defines training as the systematic development of knowledge, skills, and attributes required to perform a job. It outlines the objectives, areas, methods, types and evaluation of training programs. Specifically, it discusses improving employee performance, updating skills, avoiding obsolescence, and retention through training. Common training methods include on-the-job and off-the-job approaches like lectures, simulations, and programmed instructions. The document emphasizes evaluating training effectiveness through pre- and post-training assessments.
Human recourse development and performance appraisal in melsta regal finance ltdDanushka Abeyratne
Managing human resources in today’s dynamic environment is becoming more and more complex as well as important. Recognition of people as a valuable resource in the organization has led to increases trends in employee maintenance, job security, etc. Our research project deals with “Human Resources development and Performance Appraisal as carried out at Melsta Regal Finance Ltd”. In this report, we have studied & evaluated the human recourse development and performance appraisal process as it is carried out in the company.
Perceptions of smes (manufacturing firms) towards the key elements of tqmeSAT Publishing House
IJRET : International Journal of Research in Engineering and Technology is an international peer reviewed, online journal published by eSAT Publishing House for the enhancement of research in various disciplines of Engineering and Technology. The aim and scope of the journal is to provide an academic medium and an important reference for the advancement and dissemination of research results that support high-level learning, teaching and research in the fields of Engineering and Technology. We bring together Scientists, Academician, Field Engineers, Scholars and Students of related fields of Engineering and Technology
Perceptions of smes (manufacturing firms) towards the key elements of tqmeSAT Journals
Abstract Total Quality Management is a widely used approach for various reasons. In addition to the ISO 9001 certification TQM is considered to be the next step towards the journey of zero defects The race of quality management is initiated by the large scale companies with professional approach and with the available funds and infrastructure to meet with the challenges of present competitive environment. However the SMEs also in order to grab the opportunities prevailing and to increase the life span of their organizations are joining the band wagon of Quality as a strategy. There are several key elements of TQM. The awareness about these different elements of TQM is however a question mark. This research paper is indicating with a survey of a small sample of SMEs about the level of awareness and the importance they feel about the elements of TQM. It was observed that very few SMEs were inclined to go beyond ISO9001. However those SMEs which were following TQM principles were more or less aware about the prompted key elements. Further it was found that there is maximum awareness about the continuous improvement. Process management, House Keeping and Quality chain (Customer – Supplier relationship) are also considered to be important ones for the success of TQM implementation. These were followed by Team working & Synergy, Employee Empowerment, Bench Marking, Creativity & Innovation. Kaizen seems to be the element which SMEs are not much aware about. Keywords: TQM, ISO9001, SMEs, Process Management, Quality Chain, Synergy, Bench Marking
5S is a systematic approach to organizing and standardizing a workplace to improve efficiency. It involves sorting, setting in order, shining, standardizing, and sustaining these practices. Implementing a 5S program requires training employees in its methods so they can work together to identify effective processes and eliminate waste. By deploying 5S, a company can gain control over its workspace and maximize productivity, which can improve profitability and attract further investment. While it requires an initial investment of employee time for training, 5S can be adapted to many workplace environments and industries.
This document discusses the 5S methodology for organizing and improving efficiency in the workplace. 5S involves sorting, setting in order, shining, standardizing, and sustaining these practices. The 5S approach helps eliminate waste, improve space utilization and productivity. When implemented properly with support from management and employees, 5S can generate cost savings and profits that benefit both the business and its workers. Effective delivery of 5S training requires engaging employees and tailoring the approach to their specific work environment.
Kaizen is a systematic approach to eliminating waste in the workplace in order to increase efficiency and profitability. It involves identifying the seven main types of waste through intensive training of employees. A key part of successful Kaizen implementation is short, intensive Kaizen events that involve teams of employees solving problems, rather than individual incremental projects. Managerial support and participation is also critical for employees to take the Kaizen approach seriously. Proper planning and resources, including training classroom space and releasing employees for training, are required to deliver an effective Kaizen program.
Manufacturing Job Skills and Competencies FrameworkLynsey Berwick
This document provides an overview of IBM's Manufacturing Job Skills & Competencies Framework. It includes a job architecture that outlines the components of job profiles like skills, competencies, behaviors, goals and interview questions. It then provides a breakdown of common manufacturing job families and over 159 specific job titles. Finally, it gives a sample job profile for a Plant Manager to demonstrate how the framework defines the skills, competencies, proficiency levels and other attributes for a particular role.
In this Presentation, we would like to discuss current developments on teaching Knowledge Management with Flipped Classroom. We will start with a short introduction into the Flipped Classroom concept. At the master program “Knowledge Management” at the University of Applied Sciences Burgenland the Flipped Classroom Model is introduced for the whole study program. Based on this experience and accompanying studies we can report about various Flipped Classroom examples of teaching Knowledge Management
This document outlines the key topics and concepts covered in an operations management chapter. It includes an outline listing topics such as the global company profile of Hard Rock Cafe, what operations management is, organizing to produce goods and services, the supply chain, and new challenges in OM. Learning objectives are defined, and significant events and individuals in the history of OM are discussed, such as Eli Whitney, Frederick Taylor, the Gilbreths, and W. Edwards Deming. The differences between goods and services are explored. Productivity and ways to improve it are also covered.
The document is a project report submitted by Mudassar A. Sheikh to the University of Pune on the topic of "Training and Development at HCL Infosystem". It includes an introduction, objectives, research methodology, company profile, literature review, data analysis, summary, and recommendations. The report aims to critically analyze the training and development programs at HCL Infosystem by applying theoretical knowledge to practical aspects and identifying areas of improvement.
The document discusses various forces that influence working and learning. It outlines assumptions of the instructional systems design model and some of its flaws. Some key forces discussed include economic cycles, globalization, the value of intangible assets, talent management, customer service and quality emphasis using tools like Total Quality Management and Six Sigma, new technologies, and high performance work systems like work teams and virtual teams. Training is seen as important for supporting business strategies and meeting quality challenges in this changing environment.
Implementation and financial accounting of quality training and educationIAEME Publication
This document describes the design and implementation of a Quality Training and Education Program (Q_TEPS) for a plastic products manufacturing company. The researchers designed specific training topics and schedules for the Q_TEPS based on a review of literature and a study of the company's manufacturing processes. They then implemented the designed Q_TEPS for employees over a one month period through lectures, interactive sessions, on-the-job training, and feedback collection. The goal was to measure the financial performance of the Q_TEPS in order to understand its costs and benefits for the company.
The document discusses the training policy and programs of Nuclear Power Corporation of India Limited (NPCIL). It aims to study the impact of training on the overall skill development of workers. The objectives are to examine the effectiveness and impact of training, study changes in behavioral patterns, compare output and cost effectiveness of training programs. It describes the methodology, data collection methods, statistical tools used and an overview of NPCIL. It discusses the various training centers, types of training programs organized, and formats for training calendar, notifications and effectiveness surveys.
Safety health and environment may, lagosPetro Nomics
This document provides information about a three-day training course on Safety Health and Environment Management (Management System Implementation and Control) taking place in Lagos, Nigeria in May 2015. The training will provide an in-depth look at implementing a companywide HSE management system and give insights into HSE challenges and solutions. Participants will learn tools for developing safe work systems, conducting safety audits and investigations, and complying with HSE policies and regulations. The training aims to encourage sustainable growth through operational efficiency and is suitable for managers, supervisors, and engineers implementing HSE systems.
Training if effectively managed achieves aims and objectives of an organization, it’s important to understand on how effective human resource training generates a positive impact in your effective production. In these set of slides bought to you by Welingkar’s distance learning division, we go through the importance of the effectiveness in HR training and Development Strategy.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/effectivehrtrainingslides
Join us on Facebook: http://www.facebook.com/welearnindia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
Impact of the Training inside the Workplace on Improving the Employees Perfor...inventionjournals
This document discusses a study that analyzes the impact of various workplace training dimensions on improving employee performance in Jordanian industrial companies. The study examined dimensions like self-directed training, apprenticeships, simulations, virtual reality training, administrative games, modeling behavior, job enrichment, work teams, practical training, job rotation, e-learning, and Six Sigma training. The results showed that employees viewed the application level of workplace training dimensions as positive. Statistical analysis also found a significant impact of the training dimensions on improving employee performance in these companies.
The document summarizes an internship report on the training and development programs at Larsen & Toubro Infotech in Bangalore. It includes an introduction and sections on the company profile, objectives of the study, research methodology, data analysis, findings, suggestions and conclusions. The key findings are that training is important to the company, programs are generally effective but could better align individual learning to organizational goals through new technologies and hands-on training. Suggestions include improving awareness, education, infrastructure and coordination to enhance the impact of training programs.
Career Development at GlaxoSmithKline Pakistan (HRM: AHK)Zeeshan Ali
GSK is committed to rewarding, developing and retaining talent. It shares the responsibility of its people career development needs through support in financial terms as well as in career through a wide range of programs including rotations in different departments so employees can have an overview of the business process. Then a training and development plan is prepared and all Departmental Heads are involved in it. Periodic assessment is done for training and developmental needs and also for analyzing skills and potential of employees. Based on this at final stage employee is evaluated though a series of interviews and then either promoted or transferred to more appropriate department matched for skills and potential. Most of the time succession planning is done at the time of hiring of a new employee. HR works in close collaboration with departmental heads and defines the road map for a job position.
There are vast ranges of resources available to help employees determine and meet developmental needs discussed in the presentation.
The document summarizes a presentation on using the internationally recognized Investors in People (IiP) business quality standard to improve teaching and learning in higher education. The presentation discusses how IiP can help leaders and managers become more effective and improve teaching quality by focusing on people development. Case studies of three UK universities show how implementing IiP aligned with and demonstrated improvements in governance, student learning, staff support, and quality of provision. The presentation concludes that effectively managing people through standards like IiP can transfer knowledge and benefits to all areas of a university.
The document discusses health and safety (H&S) training in the workplace. It outlines that H&S training is designed to give employees insight into UK legislation and the responsibilities of both employers and employees. The training emphasizes H&S tools to reduce incidents and raise awareness of workplace dangers. Delivering effective H&S training requires involvement from the entire workforce and covers topics like safety equipment, fire procedures, accident reporting, and more. Resources needed are minimal, primarily requiring classroom space and training materials. The success of H&S training relies on cooperation between employers, employees, and training providers.
A short Presentation on Training and its Types_ Mir Satar
This document provides an overview of concepts related to employee training. It defines training as the systematic development of knowledge, skills, and attributes required to perform a job. It outlines the objectives, areas, methods, types and evaluation of training programs. Specifically, it discusses improving employee performance, updating skills, avoiding obsolescence, and retention through training. Common training methods include on-the-job and off-the-job approaches like lectures, simulations, and programmed instructions. The document emphasizes evaluating training effectiveness through pre- and post-training assessments.
Human recourse development and performance appraisal in melsta regal finance ltdDanushka Abeyratne
Managing human resources in today’s dynamic environment is becoming more and more complex as well as important. Recognition of people as a valuable resource in the organization has led to increases trends in employee maintenance, job security, etc. Our research project deals with “Human Resources development and Performance Appraisal as carried out at Melsta Regal Finance Ltd”. In this report, we have studied & evaluated the human recourse development and performance appraisal process as it is carried out in the company.
Perceptions of smes (manufacturing firms) towards the key elements of tqmeSAT Publishing House
IJRET : International Journal of Research in Engineering and Technology is an international peer reviewed, online journal published by eSAT Publishing House for the enhancement of research in various disciplines of Engineering and Technology. The aim and scope of the journal is to provide an academic medium and an important reference for the advancement and dissemination of research results that support high-level learning, teaching and research in the fields of Engineering and Technology. We bring together Scientists, Academician, Field Engineers, Scholars and Students of related fields of Engineering and Technology
Perceptions of smes (manufacturing firms) towards the key elements of tqmeSAT Journals
Abstract Total Quality Management is a widely used approach for various reasons. In addition to the ISO 9001 certification TQM is considered to be the next step towards the journey of zero defects The race of quality management is initiated by the large scale companies with professional approach and with the available funds and infrastructure to meet with the challenges of present competitive environment. However the SMEs also in order to grab the opportunities prevailing and to increase the life span of their organizations are joining the band wagon of Quality as a strategy. There are several key elements of TQM. The awareness about these different elements of TQM is however a question mark. This research paper is indicating with a survey of a small sample of SMEs about the level of awareness and the importance they feel about the elements of TQM. It was observed that very few SMEs were inclined to go beyond ISO9001. However those SMEs which were following TQM principles were more or less aware about the prompted key elements. Further it was found that there is maximum awareness about the continuous improvement. Process management, House Keeping and Quality chain (Customer – Supplier relationship) are also considered to be important ones for the success of TQM implementation. These were followed by Team working & Synergy, Employee Empowerment, Bench Marking, Creativity & Innovation. Kaizen seems to be the element which SMEs are not much aware about. Keywords: TQM, ISO9001, SMEs, Process Management, Quality Chain, Synergy, Bench Marking
5S is a systematic approach to organizing and standardizing a workplace to improve efficiency. It involves sorting, setting in order, shining, standardizing, and sustaining these practices. Implementing a 5S program requires training employees in its methods so they can work together to identify effective processes and eliminate waste. By deploying 5S, a company can gain control over its workspace and maximize productivity, which can improve profitability and attract further investment. While it requires an initial investment of employee time for training, 5S can be adapted to many workplace environments and industries.
This document discusses the 5S methodology for organizing and improving efficiency in the workplace. 5S involves sorting, setting in order, shining, standardizing, and sustaining these practices. The 5S approach helps eliminate waste, improve space utilization and productivity. When implemented properly with support from management and employees, 5S can generate cost savings and profits that benefit both the business and its workers. Effective delivery of 5S training requires engaging employees and tailoring the approach to their specific work environment.
Kaizen is a systematic approach to eliminating waste in the workplace in order to increase efficiency and profitability. It involves identifying the seven main types of waste through intensive training of employees. A key part of successful Kaizen implementation is short, intensive Kaizen events that involve teams of employees solving problems, rather than individual incremental projects. Managerial support and participation is also critical for employees to take the Kaizen approach seriously. Proper planning and resources, including training classroom space and releasing employees for training, are required to deliver an effective Kaizen program.
Manufacturing Job Skills and Competencies FrameworkLynsey Berwick
This document provides an overview of IBM's Manufacturing Job Skills & Competencies Framework. It includes a job architecture that outlines the components of job profiles like skills, competencies, behaviors, goals and interview questions. It then provides a breakdown of common manufacturing job families and over 159 specific job titles. Finally, it gives a sample job profile for a Plant Manager to demonstrate how the framework defines the skills, competencies, proficiency levels and other attributes for a particular role.
In this Presentation, we would like to discuss current developments on teaching Knowledge Management with Flipped Classroom. We will start with a short introduction into the Flipped Classroom concept. At the master program “Knowledge Management” at the University of Applied Sciences Burgenland the Flipped Classroom Model is introduced for the whole study program. Based on this experience and accompanying studies we can report about various Flipped Classroom examples of teaching Knowledge Management
The European Union is an economic and political union of 28 member states located primarily in Europe. It operates through supranational independent institutions and intergovernmental decisions made by member states. The EU traces its origins from the European Coal and Steel Community and the European Economic Community formed in the 1950s. It has expanded over time to its current 28 members through several treaties and accessions. The EU aims to ensure the free movement of people, goods, services and capital across members through a single market and common policies.
Terry James is an experienced design engineer and project lead with over 35 years of experience in the gas turbine industry. He has an MEng, CEng, BSc, and M.I.E.D. and experience leading the design and development of new components from concept through manufacturing. His skills include design, project management, CAD, technical reporting and presentations. He is proficient in CATIA V5, Siemens NX and other industry standard CAD/CAE tools.
Knowledge Building and Competence Development in eLearning 2.0 SystemsMalinka Ivanova
The document discusses eLearning 2.0 systems and their ability to support knowledge building and competence development. It outlines key aspects of eLearning 2.0 including user-generated content, collaboration, and use of various online tools. The document then analyzes several eLearning 2.0 systems based on their knowledge capturing, sharing, and communication features. It compares these systems to the IEEE Learning Technology Systems Architecture standard.
Time management is one of the biggest struggles in our day-to-day lives. How to balance work and personal life? How to make sure things get done? How to stay happy while doing so?
To help you we gathered 12 best techniques to help you with your time management.
Are you plagued with unwanted pounds, despite your best efforts towards eating healthy and getting fit? You’re not alone. Millions of others across the globe, just like you, are struggling to shed weight in an uphill battle.
Training and development (Human Resource Management)Joderick Tejada
The document discusses training and development in organizations. It explains that training is needed to fill performance gaps and achieve expected results. A proper needs assessment is required before implementing training to identify factors causing performance issues like skills, resources or processes. Effective training is tailored to objectives, involves participants, and assesses learning and impact on performance. Leading organizations focus on collaboration, diversity, sustainability and developing future leaders who can operate effectively in a changing global environment.
The document discusses employee relations, training, and development programs. It provides details on:
1) The goals of employee relations programs, which include fair treatment of employees, commitment to jobs and loyalty to the company, and preventing and resolving workplace problems.
2) Training and development being important for improving employee skills and knowledge to increase efficiency and productivity.
3) Various training methods including on-the-job methods like coaching and mentoring, and off-the-job methods like lectures, simulations, and sensitivity training.
The Buyer's Guide to Technical Training: Optimizing Work Instructions for Job...angelameek4
The Buyer’s Guide to Technical Training provides a comprehensive overview for organizations navigating the complexities of technical training.
Discover how to best align training goals with organizational objectives and learn the key considerations for creating an effective training program.
Here's what you can expect to learn:
-An overview of training program basics and success measures to make sure you've thought of everything
-Insight into language and communication best practices to optimize job training and enablement accessibility
-A deep dive into technology options and considerations for extended reality, virtual reality, augmented reality, spatial computing, interactive instruction platforms, and much more.
The guide encourages organizations to adopt a holistic and learner-centric approach to technical training, leveraging a mix of traditional and advanced technologies while prioritizing safety, competency, and efficiency.
Developing a Company wide Training ProgramCorinne Dekker
Create a standardized training program that allows all individuals to be in sync with their training and tasks, in order to be more effective in their job and the company to be more productive.
This document discusses training and developing employees. It outlines why training is needed, what training is, and a systematic approach to training. The key points are:
1) Training is needed to improve employee performance, refresh skills and knowledge, and reduce mistakes.
2) Training involves improving individual and group performance in organizations through activities aimed at developing attitudes, skills and knowledge.
3) A systematic approach to training involves assessing needs, preparing a plan, specifying objectives, designing the program, selecting instruction methods, and evaluating the training.
The document discusses various topics related to human resource management including orientation, training, performance management, career planning, and performance appraisal. Specifically, it defines orientation as the process of becoming familiar with a new organization. It also outlines the objectives and importance of orientation training for new employees. Performance management is discussed as an ongoing process to improve employee performance and align it with organizational goals. Various methods of training evaluation and performance appraisal are also summarized.
✓Identify the strategic value of training and
development
✓ Differentiate the types of training delivery
✓Identify the most common methods of training used
by organizations
✓ Recognize the content and resources needed to
meet training goals and objectives
Research on HRM Project for Training and Development in any Industry. Whether Training and Developement Programs in the Organisations are necessary or not? How Training Needs Analysis is done?
This document discusses training and human resources training. It outlines the key steps in developing an effective training program, including needs analysis, design, delivery, and evaluation. It also discusses trends in training like mobile learning, social learning, and measuring effectiveness. The goal of training is to help employees improve performance and for an organization to achieve its objectives. Regular required training is also mandatory from a legal perspective.
The document discusses training in human resource management. It begins by introducing the topic and defining training as enhancing employee skills, capabilities, and knowledge for performing jobs. It then explores the importance of training, including improving employee performance, consistency, satisfaction, and productivity while reducing costs. The document also examines the need for training and different types of training like induction, on-the-job, and off-the-job training. It provides examples of each type and their advantages and disadvantages. Finally, the document outlines findings from a survey conducted about the needs and importance of training in organizations.
The document discusses employee training management. It outlines that training involves systematically developing the knowledge, skills, and attitudes employees need to perform their jobs adequately. The objectives of training include improving performance, updating skills, avoiding managerial obsolescence, and retaining and motivating employees. Training methods can be on-the-job, such as apprenticeships and coaching, or off-the-job, including lectures, videos, and simulations. Issues in conducting training programs relate to management, selecting trainees and trainers, choosing appropriate training methods, developing training materials, keeping records, allocating resources, and evaluating effectiveness.
Training and development by Neeraj Bhandari (Surkhet,Nepal)Neeraj Bhandari
This document discusses training and development in organizations. It begins by defining training and development, noting that training is designed to provide employees with skills for their current jobs while development focuses on long-term learning beyond the present job. Several objectives of training are outlined, including imparting new knowledge and skills, improving performance, and fulfilling organizational goals. The document then details the typical process of training including needs analysis, program development, delivery, and evaluation. It concludes by describing various training methods such as classroom lectures, role playing, case studies, and apprenticeships.
This document provides information about a 3-day training course on Safety Health and Environment Management System Implementation and Evaluation taking place in Lagos, Nigeria from May 5-7, 2014. The training will provide an in-depth look at critical factors to consider when implementing a company-wide HSE management system and give insights into HSE challenges and solutions. Participants will learn tools and techniques for risk management, inspections, incident investigations and developing safe work procedures. The training is designed to provide applicable knowledge to help participants resolve complex issues in their job specifications relating to HSE practices. The fee for the training is N126,000 per participant and it is suitable for managers, supervisors, engineers and other personnel involved in HSE responsibilities
This document provides information about a 3-day training course on Safety Health and Environment Management System Implementation and Evaluation taking place in Lagos, Nigeria from May 5-7, 2014. The training will provide an in-depth look at critical factors to consider when implementing a company-wide HSE management system and give insights into HSE challenges and solutions. Participants will learn tools and techniques for risk management, inspections, incident investigations and developing safe work procedures. The training is designed to provide applicable knowledge to help participants resolve complex issues in their job specifications relating to HSE practices. The fee for the training is N126,000 per participant and it is suitable for managers, supervisors, engineers and other personnel involved in HSE responsibilities
This document provides information about a 3-day training program on Safety Health and Environment Management System Implementation and Evaluation taking place in Lagos, Nigeria from May 5-7, 2014. The training will provide an in-depth look at implementing a companywide HSE management system and building an integrated structure to engage workers in HSE practices. It will help participants apply tools to develop safe work systems, monitor controls, conduct safety checks and audits, and provide coaching on safe work techniques. The training is designed to fill industry knowledge gaps and provide applicable knowledge to give participants deeper insight into their job responsibilities.
The document discusses orientation and training programs in human resources development. It defines orientation as providing new employees with background information to reduce anxiety and reinforce a positive impression. Areas covered in orientation include job duties, benefits, and safety regulations. Training is defined as efforts to help employees acquire job skills. Common training methods mentioned include on-the-job training, lectures, role-playing, and computer-based learning. The document also discusses evaluating training programs to assess trainee responses, learning, behavior change, and benefits to the organization.
This document discusses training needs assessment and techniques. It covers:
1. Training needs assessment involves analyzing organizational, task, and person factors to determine what training is needed. Key steps are organizational analysis to assess business strategy and resources, task analysis to identify required skills, and person analysis to identify who needs training.
2. Common needs assessment techniques include interviews, focus groups, questionnaires, observation, and documentation review. Each has advantages and disadvantages for collecting different types of data.
3. The needs assessment process involves determining organizational support for training, analyzing person characteristics like readiness to learn, analyzing job tasks and skill requirements, and identifying performance gaps that training can address.
The document discusses training and development in organizations. It defines training as modifying behavior through learning from instruction, while development refers to learning for future career growth. Training aims to improve current job skills, while development provides general learning for growth. Education refers to training for a different job. The document also discusses the purposes, types, processes, advantages and issues of training in organizations.
Similar to OPER-D Competence development tool (20)
In the industrial Operations workplace (Gas Plants, Refineries, Power Plants, Chemical Plants, etc) few people begin a job fully trained. Even when people have prior work experience, they will still need to learn the many nuances of the new work environment that impact one’s ability to perform effectively. Furthermore, with the current high rate of change in organization and technology, nearly everyone needs to acquire new competencies or refresh the existing to meet the demands of the work environment. As a consequence, all organizations have to educate and train staff to raise their level of performance. This may be achieved by providing new and relevant knowledge and information, by providing hands on experiences, or by cultivating specific attitudes, values and motives.
Learning from experience involves monitoring, and acting on,
internal and external sources of information. Despite a company’s best efforts, operations do not always proceed as planned, so organizations must be ready to turn their mistakes – and those of others – into opportunities to improve process safety efforts.
Organizations that understand hazards and risk are better able to allocate limited resources in the most effective manner. Industry experience has demonstrated that businesses using hazard and risk information to plan, develop, and deploy stable, lower-risk operations are much more likely to enjoy long term success.
This document outlines elements of a health, safety, and environment (HS&E) and process safety management system. It includes 17 elements that cover topics such as leadership commitment, compliance with legislation, employee competency, hazard identification, documentation, operating procedures, management of change, and project management. Each element lists requirements and expectations for an effective HS&E and process safety system. The document provides a framework for organizations to establish and maintain robust HS&E and process safety protections.
Tier 4 Events - Operational Discipline - Do you know how are you performing i...Process Safety Culture
The document discusses operational discipline and its importance for process safety. It defines operational discipline as "doing the right thing, the right way, every time" and breaks it down into three key areas of focus: 1) knowing what the right thing to do is, 2) being willing to always do the right thing, and 3) ensuring others also always do the right thing. Successful implementation of process safety management requires adapting it to the local culture or changing the culture, as cultural differences must be recognized and the implementation strategy must account for these differences to fully realize the benefits of process safety management.
Yet while the engineers understand the technical aspects of PSM, there can still be formidable difficulties implementing the elements. In countries with high Power Distance and low Individualism, as in many developing economies, engineers look to line management for specific direction, setting of priorities, and resources. Let´s review what need to see to ensure our PSM is up and running
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
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Librarians are leading the way in creating future-ready citizens – now we need to update our spaces to match. In this session, attendees will get inspiration for transforming their library spaces. You’ll learn how to survey students and patrons, create a focus group, and use design thinking to brainstorm ideas for your space. We’ll discuss budget friendly ways to change your space as well as how to find funding. No matter where you’re at, you’ll find ideas for reimagining your space in this session.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
2. Contents
WHAT IS OPER-D TRAINING METHOD?
OPER-D FACT SHEET
WHY OPER-D TRAINING STRATEGY?
OPER-D MAIN PRINCIPLE OF LEARNING
PART 2 – ASSESSOR GUIDANCE BOOKLET
PART 1 – WORKFORCE INVOLVEMENT
3. OPER-D IS A TRAINING METHODOLOGY BASED ON PRINCIPLE OF INVOLVEMENT
“OPERATIONS PERSONNEL TRAIN WITHOUT KNOWING THEY ARE
TRAINING”
IT IS INCORPORATED INTO THE YEARLY OPERATIONAL ACTIVITY PLAN WHERE WORKFORCE IS
REQUESTED TO FOLLOW A SELECTION AND DEFINITION OF OPERATIONAL TOPICS DIVIDED IN 4
MAIN GROUPS. THE SELECTION IS VALIDATED BY THE SELECTED ASSESSOR ROLE AND IT
BASICALLY IS PART OF THE OPER-D IMPLEMENTATION.
STEPS 3 & 4
1. OPERATIONS FUNDAMENTALS
2. OPERATIONAL ASSET KNOWLEDGE
STEPS 5 & 6
1. ASSET OPERATIONAL REQUIREMENTS
2. KNOWLEDGE AND APPLICATION OF PROCEDURES
FOLLOWING THE PRINCIPLE OF INVOLVEMENT THE WORKFORCE IS GOING TO BE TRAINED
PREPARING THE OPER-D PROCESS WITHOUT PERCEIVING THEY ARE GOING THROUGH A
TRAINING PROCESS. ALWAYS CONTENTS MUST BE VALIDATED BY ASSESSOR
THE PROGRAM IS NORMALLY CUSTOMISED BY THE ASSET OWNER WHERE OPER-D IS BEING
IMPLEMENTED
WHAT IS OPER-D TRAINING METHOD?
4. WHO
OPER-D requires just
two main groups
• Workforce (Plant
Operations
Personnel)
• Assessors (Usually
Supervising positions)
05
OPER-D
Stands for Operational
Discipline where the
Pillars are:
• Integrity
• Level of Knowledge
• Questioning Attitude
• Formality
• Forceful Watch Team
Backup
OPER-D focus on Level
of Knowledge
pillar
01
OPER-D Provides you
with a booklet of
Operational industry
topics divided in 4 main
groups which are
considered the minimum
necessary for Operational
personnel to cover
minimum level of
competence
02
OPER-D methodology is a bit
different to the traditional
approach due the main fact it is
selected and defined by the
workforce from the beginning and
verified by the assessor
(internally)
03
OPER-D is flexible and
can be applied any time,
however our
recommendation is to
put in place an
Operational Discipline
program (1 year
duration) where the task
for Operators is to define
the selected topics
based on the 4 main
groups of OPER-D and it
can be rolled out during
the whole year.
Definitions are validated
by Assessors
04
OPER-D
OPER-D FACT SHEET
5. In the industrial Operations workplace (Gas Plants, Refineries, Power Plants, Chemical Plants,
etc) few people begin a job fully trained. Even when people have prior work experience, they
will still need to learn the many nuances of the new work environment that impact one’s ability
to perform effectively. Furthermore, with the current high rate of change in organization and
technology, nearly everyone needs to acquire new competencies or refresh the existing to
meet the demands of the work environment. As a consequence, all organizations have to
educate and train staff to raise their level of performance. This may be achieved by providing
new and relevant knowledge and information, by providing hands on experiences, or by
cultivating specific attitudes, values and motives.
The purpose of training is to develop task appropriate competencies in form of specific
knowledge and skills. Most importantly, when people are interacting with large complex
systems like those in the process industry, the system’s structure and behaviors change
continuously for a variety of reasons. Consequently, it is important that the competencies of
the work force keep a breast of the changing demands of this complex work environment.
For example, the production operator is the employee who uses process safety information,
safe work practices, and operating procedures to operate and maintain process plant
equipment. Today’s production operator must be competent in more than the technical aspects
of operating and maintaining plant equipment, machinery and controls.
WHY OPER-D TRAINING STRATEGY?
6. A good training program differentiates the way in which people work but should provide a standardization of
approach.
Good training can and should:
1. be a focus for aligning the workforce with the company strategy
2. ensure that workforce skill levels are up to national or industry standards
3. be a powerful individual motivator
4. be a good catalyst for change
5. be an arena for providing a link between the individual and the company values
Our assessment of current training practices concludes that many of today’s industrial training programs fall
short of these qualities of a good training program. Quite by accident, the most influential training is on-the-
job training, sporadic, informal and unmeasured as it tends to be. The interactions between people, plant
equipment, processes and organizational entities that occur within the everyday work environment have a
stronger impact on an operations team performance than any existing training program.
The work environment is the primary learning environment. Unfortunately, plant personnel typically do not
perceive the work environment as the primary learning environment.
As a new strategy for training, we propose that plant personnel design the work environment to be a
continuous learning environment using OPER-D Method. Following a brief summary of current training
practices, we present key dimensions for continuous learning in terms of culture, organization, and
workspace design. Explicit design of the work environment along desirable areas of these dimensions will
lead to greater job satisfaction, increased plant reliability, better operational integrity and most importantly,
and improved plant profits.
WHY OPER-D TRAINING STRATEGY?
7. As a new strategy for training, we propose that plant personnel design the work environment to be a
continuous learning environment using OPER-D Method. Following a brief summary of current training
practices, we present key dimensions for continuous learning in terms of culture, organization, and
Operational Discipline.
OPER-D will lead to Operational training cost optimization, greater job satisfaction,
increased plant reliability, better operational discipline and most importantly, and
improved plant profits
Assessment of Current Practices
The National Institute of Occupational Safety and Health (NIOSH) published a study that found that
traditional modes of employee training involving seminars, posters and videos often fail because they miss
the integral human factors that ultimately influence behavior at the worksite. Regardless of a person’s
knowledge and competency in a particular area, performance depends on motivational considerations like
cost and rewards, self-esteem, confidence and conformity pressure.
Heritage. Industrial manufacturing has a rich heritage. In the last 10 years training of productions operators
has evolved due to changing environmental and regularity requirements. As the main catalyst for change,
these requirements have introduced a significant improvement in some areas of training such as process
safety management and environmental. The training has resulted in more planned, structured, and
documented performance based solutions.
WHY OPER-D TRAINING STRATEGY?
8. Benchmarking. More than 58% of refineries, 57% of petrochemicals, and 36% of chemicals companies do
some form of benchmarking of their operator training practices.. Benchmarking is a comparative analysis of
what others are doing in production operator training. It allows companies to find the best practices
throughout their industry. to help them improve their own practices.
Common practices. Surveys have been done by many different groups to identify the most successful
operating training practices as identified by the end users. These surveys illustrate slight differences
between different industrial groups within the chemical process. Some common methods that are successful
across all groups include:
1. On-the -job training using procedures and training manuals with introductory classes
2. Written training manuals for each job with SOPs to enhance written information
3. Peer to peer training and qualification
4. Computer Based Training (CBT) applications and other self-directed courses
Balancing Methods. Successful training practices identify an effective balance of training methods. Within
the refineries training area, initial training is typically evenly balanced between classroom and field training
techniques. Specific job training uses more field training (75%) relative to classroom (25%). In general,
companies reviewing training practices of other organizations need to make sure there is an appropriate fit to
their operations. Each type of training has its place. Each plant has different conditions that determine the
best type of training for their situation. Some factors that influence the selection of type of training include:
1. Number of operators to be trained in a given time frame
2. Funds available for training
3. Availability of training media and materials
4. Availability of trained trainers
5. Work schedule
6. Availability of overtime
7. Turnarounds and vacation schedules
WHY OPER-D TRAINING STRATEGY?
9. The more a response leads to
satisfaction, the more likely it is to
be learned and repeated
Repetition aids learning,retention
and recall
It is easier to learn something new
if it is builtupon something we
already know
We learn best when we are ready
to learn
Learners must be actively involved
in the learning process.
OPER-D MAIN PRINCIPLE OF LEARNING
10. Some training organizations take a more scientific view of designing training systems, they
start from knowledge of how adults learn. Frank Bird and George Germain in their book on
Practical Loss Control Leadership identify five basic principles of learning, they state these are
obvious when read (Bird and Germain, 1992). However, they are often ignored, especially in
adult learning situations. Consideration of five principles in designing a continuous learning
environment will make employee training less frustrating and more productive for everyone
concerned.
Principle of involvement. For significant learning to occur, learners must be
actively involved in the learning process. The more senses involved (hearing,
seeing, tasting, smelling, feeling), the more effective the learning. The more fully the
learners participate in the learning process, the more effectively they learn. OPER-D
gets the learners to do the repeating, the practicing, the “learning by doing.” OPER-
D uses learner involvement tools such as “hands on” training, question and answer,
group discussion, audiovisual aids, case problems, role playing and application prior
their assessment is carried out.
Principle of association. It is easier to learn something new if it is built upon something we
already know. In training or teaching, it is best to proceed from the known to the new, to start
with simple steps (based on what the learner already understands or can do) and gradually
build up to the new and more difficult tasks or ideas. Make full use of comparison and contrast,
of relationships and association of ideas.
OPER-D MAIN PRINCIPLES OF LEARNING
11. Principle of readiness. We learn best when we are ready to learn. You cannot teach someone something
for which he or she does not have the necessary background or knowledge, maturity or experience. When
people are ready and have sound reasons for learning, they profit from teaching and make progress.
Readiness also means that the learner is emotionally ready, is motivated to learn. You help to create this
readiness by letting learners know how important the training is, why they should take it, and the benefits it
should bring them (such as growth, recognition, easier work, variety, challenge, safer work and increased
potential). Helping to create the desire to learn helps people learn. (Canceling training because of budget
cuts, bringing people in on overtime after three 12 hour night shifts, no involvement in the needs assessment
is not the way to achieve this principle).
Principle of repetition. Repetition aids learning, retention and recall. Conversely, long disuse tends to
cause learned responses to weaken and be forgotten. Application and practice are essential. Accuracy
should be stressed before speed, to avoid learning a wrong habit that must later be “unlearned.” The more
often people use what they have learned, the better they can understand or perform it.
Principle of reinforcement. The more a response leads to satisfaction, the more likely it is to be learned
and repeated. For best results in a teaching/learning situation, accentuate the positive (praise, reward,
recognition, success). Also, breaking complex tasks down into simple steps allows the successful learning of
one step to help motivate learning the next one. When learning is pleasant and beneficial, people more
readily retain what they have learned, and are more likely to want to learn more. Successful learning
stimulates more learning. OPER-D facilitates learning climate.
NOTE: OPER-D requires feedback from Assessors to satisfy learners’ needs
to know that they are doing things correctly and that they are making
progress.
OPER-D MAIN PRINCIPLES OF LEARNING
13. 6 STEP - OPER-D Methodology
Step01
Selection of target
audience
Is important to have target audience
identified and avoid to mix seniority
levels
Step02
Present and
Explain
Is key to explain to your
selected audience the
scope of OPER-D as well
as the expected
deliverable
Step03
Operations Fundamentals
Selection of applicable fundaments
associated to your activity, it focus on
“must to know” not in “Nice to have”
Step05
Asset Operational
Requirements
Focus on practical Asset
Equipment knowledge
Step06
Knowledge and Application of
Procedures
Focus on Formality of our operations
Step04
Operational Asset Knowledge
Focus on theoretical Asset equipment
knowledge
OPER-D
Assisting the
Development of our
Operational Discipline
14. STEP 1
01
Selection of target
audience
The only recommendation on
this step is to avoid mix of
seniority,categories and if you
have to decide priority on target
audience our advice is to be
focused on Plant Operators and
Control Room Operators as first
step
“Step”
OPER-D
Assisting the
Development of our
Operational Discipline
15. STEP 2
02
Present and Explain
During OPER-D presentation
the target audience needs to
understand the key role they
will play on this initiative as well
as explain clearly thatthe
deliverable is going to be the
future and official Operational
training program.
The motivation of personnel
aboutthis step is very
important.
One more recommendation is
add OPER-D related tasks to
their own personal objectives
“Step”
OPER-D
Assisting the
Development of our
Operational Discipline
16. Step 3 - Introduction
03
Operations Fundamentals
The OPER-D content must be
provided to the selected
audience,however we always
recommend to give the
“Fundamentals” Steps 3 and 4
to the less experienced
personnel
It is quite simple due the fact
the first step is tick the selected
topics i.e.Flow rate, Pressure,
Level definitions
The time consuming task is to
define the selected topics, in
many cases organizations
already have accepted
definitions for these topics
“Step”
OPER-D
Assisting the
Development of our
Operational Discipline
17. Step 3 Operations Fundamentals - Example Selection
03
Operations Fundamentals
Based on my Activity the
fundamental that apply are:
“Step”
OPER-D
Assisting the
Development of our
Operational Discipline
1. FLOW RATE
2. PRESSURE / VACUUM
3. LEVEL
4. TEMPERATURE
5. SPECIFIC GRAVITY ( API / LIQUID & GAS )
6. DENSITY ( LIQUID / GAS )
7. DEWPOINT ( HYDRATES )
8. CALORIFIC VALUE
9. VISCOSITY
10. FLASH POINT
11. EXPLOSIVITY
12. VELOCITY ( ROTATION )
13. SPEED
14. VIBRATION
15. STROKE ( PUMPING PARAMETERS )
16. CORROSION
17. CONCENTRATION
18. OXYGEN CONTENT
19. CO/CO2 CONTENT
Each of the selected topics must be defined by the individual group and validated by
the assessor as per OPER-D requirement.
18. 04
Operational Asset Knowledge
The OPER-D content must be
provided to the selected
audience,however we always
recommend to give the
“Fundamentals” step 3 and 4
selection to the less
experienced personnel
It is quite simple due the fact
the first step is tick the selected
topics i.e.Chemical Injection,
Manifold,Separator,
Fractionation definitions
The time consuming task is to
define the selected topics, in
many cases organizations
already have accepted
definitions for these topics on
their own Operating Manuals
“Step”
OPER-D
Assisting the
Development of our
Operational Discipline
Step 4 - Introduction
19. 04
Operational Asset Knowledge
“Step”
OPER-D
Assisting the
Development of our
Operational Discipline
Step 4 Operational Asset Knowledge - Example Selection
WELLHEAD ( SURFACE / SUB-SEA )
DESCRIPTION / ROLE
TYPE / DESIGN / CHEMICAL INJECTIONS
VALVING
CHOKE ( AUTO / MANU )
SHUTDOWN MECHANISM
COMPLETION USED
WIRELINE OPERATION
PROTECTION / SAFETY
MANIFOLD ( OIL / GAS / H2O )
DESCRIPTION / ROLE (LAY-OUT)
TYPE / DESIGN / CHEMICAL INJECTIONS
VALVING
CONTROLS / INSTRUMENTATION
PROTECTION / SAFETY
SEPARATOR ( OIL / GAS / H2O ) / FWKO
DESCRIPTION / ROLE
TYPE / DESIGN / CHEMICAL INJECTIONS
INTERNAL PARTS
Each of the selected topics must be defined by the individual group and validated by
the assessor as per OPER-D requirement.
20. 05
Asset Operational
Requirements
We recommend to assign step
5 and 6 to personnel with more
seniority and experience.
Basically the motivation of this
recommendation is to used the
experiences by senior
Operators or Control room
operators to help the selection
of items more appropriate to
develop team competence
This step enters in more
practical operations aspects
therefore must be carefully
selected and approved by
assessor
“Step”
OPER-D
Assisting the
Development of our
Operational Discipline
Step 5 - Introduction
21. 05
Asset Operational
Requirements
“Step”
OPER-D
Assisting the
Development of our
Operational Discipline
Step 5 Asset Operational Requirements – Example Selection
WELLHEAD ( SURFACE / SUB-SEA )
IDENTIFY/LOCATE EQUIPMENT/SAFETY
VALVES & PIPES
KNOW P&ID's AND OPERATING MANUALS
START-UP IN NORMAL CONDITIONS
SHUT- DOWN IN NORMAL CONDITIONS
CONTROL IN NORMAL OPERATING
CONDITIONS
RECORD WORKING CONDITIONS
DETECT CAUSE & PROBLEM AND ADJUST
SHUT- DOWN IN EMERGENCY ( BAKER / OTIS
PANEL )
CARRY-OUT SPECIAL & NON ROUTINE JOBS
ISOLATE AND PUT UNIT BACK ON STREAM
CARRY-OUT LIGHT MAINTENANCE
TAKE SAMPLES/CARRY-OUT BASIC ANALYSES
CARRY-OUT LEAK TESTS
(DHSV,UMV,LMV,MANIFOLDS)
ENSURE CHEMICAL INJECTIONS
INSPECT CLUSTER/MULTIWELL
PLATFORM/MODULE
MANIFOLD ( OIL / GAS / H2O )
IDENTIFY/LOCATE EQUIPMENT/SAFETY
VALVES & PIPES
KNOW P&ID's AND OPERATING MANUALS
Each of the selected topics must be defined by the individual group and validated by
the assessor as per OPER-D requirement.
22. 06
Knowledge and
Application of Procedures
We recommend to assign step
5 and 6 to personnel with more
seniority and experience.
Basically the motivation of this
recommendation is to used the
lesson learned by senior
Operators or Control room
operators is going to help to
select the items more
appropriate to develop their
own and less experiences
personnel
This step enters in more
practical operations aspects
therefore must be carefully
selected and approved by
assessor
“Step”
OPER-D
Assisting the
Development of our
Operational Discipline
Step 6 Asset Operational Requirements – Example Selection
23. 06
Knowledge and
Application of Procedures
“Step”
OPER-D
Assisting the
Development of our
Operational Discipline
Step 5 Knowledge and Application of Procedures – Example Selection
OPERATING PROCEDURES
DEFINITION ( HOW AND WHAT )
KNOWLEDGE
COMPLIANCE WITH PROCEDURES
INSTRUCTIONS
DEFINITION ( WHERE AND WHEN )
KNOWLEDGE
COMPLIANCE
WORK PERMIT
DEFINITION
ESTABLISH HOT & COLD PERMITS
DEFINE& ESTABLISH COMPLEMENTARY
PERMITS
DEFINE INSTALLATION CONDITION
REQUIREMENTS
DEFINE INSTALLATION INHIBITION
REQUIREMENTS
CONTROL WORK BEING PERFORMED
EXTEND OR END PERMITS
COMPLIANCE WITH RULES
ON THE JOB SAFETY ( SAFETY AT WORK )
DEFINITION
Each of the selected topics must be defined by the individual group and validated by
the assessor as per OPER-D requirement.
25. 60-Gas hazard & measurement
Level 4
■ Explain how the measuring
devices are calibrated.
■ Explain the measuring
principles of the site's gas
detectors.
■ Give the characteristics for
each of them in terms of
measurement accuracy.
■ Specify for a given operating
condition, what type of
measurement you would choose
and explain why.
■ Explain how the people
certified to perform gas
measurements are qualified.
Level 3
■ For each type of measurement,
indicate in which units the results
are presented (%, ppm).
■ List and explain which
procedures on site describe the
gas measurements.
Level 2
■ List the precautions that need
to be taken for each gas before
taking a gas measurement.
■ Explain what the LEL means
(Lower Explosive Limit).
■ Indicate who is authorised to
perform gas measurements.
■ Indicate where the list of
authorised gas measurement
devices can be found.
■ Specify the minimum
concentration of oxygenin the air
at which it is possible to work
without additional protection
measures.
■ If the O2 threshold is
exceeded, specify thenecessary
precautions.
■ Use the device available,
interpret the measurements,give
the threshold values (O2, CH4,
H2S, H2) so that the permit to
work can be issued.
Level 1
■ List the main hazards related
to the use of Nitrogen (N2) and
say whether or not nitrogen is
dangerous.
■ Indicate the risks associated to
an excess or lack of each of
these gases in the air (CH4,
H2S, N2).
■ Give the density of the
following gases in relation to air:
CH4 (methane) and H2S
(hydrogen sulfide).
■ List the main gas
measurements made on the
installation.
■ Identify the situations in which
a gas measurement is
necessary.
26. 61-PTW, Isolations, Confined spaces
Level 4
■ Rules for managing permits to
work in SIMOPS.
■ Application of JSA (Job safety
analysis)
Level 3
■ Indicate who takes part in the
meeting for reviewing and
consolidating the permit to work.
■ For the person issuing a permit to
work, list the main tasks to be
accomplished for it
■ Number of hot permits authorised
on the installation.
■ How is it possible to find out how
many pieces of electrical
equipment are isolated ona site?
■ Describe the electrical isolation
process.
■ List and explain the contents of
the site's procedures pertaining to
isolation.
■ Explain the procedure(s) for
removing an isolation (process,
electrical, mechanical)
Level 2
■ What documents can be
attached to the permit to work
(P&ID, isometrics, drawing and
documentation) and for what
purpose?
■ In the case of electrical
isolations, what is the name of
the authorizationgiven to the
person certified to perform the
isolation (certification).
■ Where can the list of personnel
authorized to isolate equipment
be found?
■ At what point is electrical
lockout acquired?
Level 1
■ Name the different types of permit
to work and their conditions of use.
■ Be able to explain the permit-to-
work process, the different
responsibilities and the personnel
involved.
■ Where are the various copies of
the permit to work kept?
■ Know how to determine whether
or not a permit to work is valid. Who
can stop work in progress?
■ What is mandatory before work
starts to make sure that everyone
has understood the risks, and the
procedures to be applied?
■ Who is in charge of issuing the
permit to work every day?
■ For how long is a permit to work
valid (hot work permits with naked
flame excluded)?
■ For how long is a hot work permit
with naked flame valid?
■ Name the main types of isolation
(process, electrical, mechanical).
■ Can anybody who knows how to
isolate equipment do so?
■ Who can remove an isolation?
27. Questioning Attitude is a critical aspect of
driving Operational Discipline within your firm and ultimately
achieving Operational Excellence.
5 Pillars of Operational Discipline – Questioning Attitude
01
How do you know if you are doing the right thing? What is the
right thing to? Why is it the right thing to do? How do you do it the
right way? Do you know what the intended outcome is? These
might seem like very basic questions, but being in a position to
answer them is the first step in achieving Operational Discipline
5 Pillars of Operational Discipline – Level ofKnowledge
02
In order for an organization to be Operationally Disciplined (doing
the right thing, the right way, every time to achieve Operational
Excellence), it takes a commitment from all employees not only to
themselves, but also to one another.
5 Pillars of Operational Discipline – Forceful Watch Team Backup
03
Formality has broad-reaching implications in an
organization’s journey to Operational Discipline and is
applicable in countless ways for every employee.
5 Pillars of Operational Discipline – Formality
04
we define Integrity as “doing whatyou say and being
dedicated to doing things the right way, whether or not
someone is looking.”
5 Pillars of Operational Discipline – Integrity
05
OPERATIONAL DISCIPLINE PILLARS – WORK ALL OR NOTHING
OPER-D
Focus