training

pharma / big food


problem / opportunity

Training budgets and personnel were limited. Training supporting operator skills was at risk.

BRILLIANCE in the WORK FORCE

Operators from each team identified as key leaders (informal) within the group were given the opportunity to develop skills as trainers and SMEs in various areas including communication, leadership, critical thinking and various analytics.

Trained operators were responsible for ensuring compliance with training requirements, scheduling training sessions to address potential training gaps and reviewing and assessing projects included as validation that training concepts were learned and executable. Trained operators also rendered curriculum feedback and were reviewers for curriculum revisions.

Management support included allowing for either time off the floor or overtime to ensure training was completed as required by the business.

maximized value

Results of engaging operators as trainers were

  1. Operator ownership of the training process
  2. Significantly reduced the need to hire paid exempt workers to manage the training process
  3. Improved training compliance, and as a result, improved regulatory compliance