Over the last several decades companies have been concentrating on controlling costs but have not been that concerned on developing talent, building pipelines of technicians and maximizing maintenance performance. Sadly, as new automation systems have been purchased most companies have not budgeted for the additional new workforce training required to operate the new, complex, sophisticated equipment. As a result new equipment have died of what is referred to as infant mortality, or have not enjoyed the profit potential available.

To save money, many companies have scrapped their apprenticeship programs, and to replace retiring workers or adding new workers, pirated talent from other organizations. This practice has been so prevalent that now with only a few exceptions, the worldwide talent pools are so dry that acquiring others talent is no longer a viable option.

So now companies are learning that they must move from being pirates to becoming farmers and have grappled with developing internal training programs. Many still use the “Go Get’em Tiger” GGT training by instructing new hires to figure things out themselves. Combined with minimal documentation of previous work-orders, GGT is not a very productive and safe mantra to follow. Some companies also make the new workers follow the older workers around to acquire proper procedures and processes. The downfall is that the older workers may be good workers, but may not have the communication skills or interest in mentoring new talents that could be taking their jobs. Also they may be passing on bad habits onto the next generation and unnecessary failures and downtime continue to propagate like a virus. During the Gulf Spill hearings, it was discovered that none of the workers had received formal training and just learned by watching others.

The paradox of training is that when companies have time for training, they often don’t have the resources to procure them. And when they have the money, they don’t have time to attend.

Several companies have been experimenting with new techniques that deserve emulation and implementation. A chicken processing plant in Portland, Maine, required their vendors for their new automation equipment to not only provide short concentrated courses on the equipment but also videotape the classes so that future workers can learn how to run the new equipment. After building a library of content, they purchased a flat screen TV monitor, and a computer for the break-room. As opposed to tuning into the latest sports or news events, they broadcast their equipment training videos so workers can see them during their lunch and breaks and get constantly refreshed on the best practices to run their new automated equipment systems. Also, whenever they experience a production line or equipment breakdown, they prioritize the videos so that everyone gets more exposure and can overcome those issues and prevent future failures. I call their program Break-Through Training and encourage other companies to implement similar ones.

Recently, I discovered a company that I work to help them expand their work from the Navy, to develop simulated workforce development programs for industry. They develop online training programs that do not put trainees to sleep but challenge them and provide simulated work experiences to prevent future failures and maximize performance. Their past services have saved the Navy millions of dollars and ensured equipment is mission ready. Since their programs are in essence video games, they have become addictive learning tools, and to increase game (=test) scores, the trainees will gladly read equipment manuals and master procedures and best practices.

The approach of converting gamers into workers is already being implemented by Lincoln Electric with their simulated welding programs. High schools, community colleges, corporations and even prisons are acquiring these systems to provide simulated exposure to master fundamental welding skills and help developing the much needed pipeline of skilled workers that we will depend on in future years.