workforce shortage - ue systems - · 2014-10-20 · workforce shortage chuck kooistra, ... training...
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Knowledge. Performance. Impact.
Dealing with the Technical
Workforce Shortage Chuck Kooistra, CMRP
Sr. Vice President
The Skilled Trades Crisis
2
The most pressing issue facing North
American manufacturing is a lack of
qualified technical labor.
3
Automotive Parts Manufacturers Association
• The average age of an industrial tradesperson today is between 50 and 55.
• Canada’s industry will need 400,000 new workers within the next 10 years to replace retiring industrial trades people.
• “Automotive parts manufacturers will be unable to fill 42 percent of skilled trades positions.”
Source: APMA’s President, Gerry Fedchun
4
Skilled Trades Shortage: Estimated Timelines
When do you think your organization will face a skilled
trades shortage?
20%
10%
29%
41%
Less than 5 years
5 – 10 years
Greater than 10 years
Never
Source: Ontario Chamber of Commerce Business Survey
5
Causes for Shortages of Skilled Trades Workers and Apprentices
• Skilled trades are not viewed as desirable professions, decreasing the supply of potential candidates.
• Education systems’ lack of focus on skilled trades has resulted in diminished supply of apprentices.
• Difficulty in attracting apprentices and skilled trades workers.
• Effort, time and cost to train apprentices exceeds the benefits.
Source: Ontario Chamber of Commerce Business Survey
6
Skill and Knowledge Gaps Increasing
1900 2000
More Complex
Less Complex
Human Capabilities
System Complexity
Work Rules
7
Changes in Workforce Culture Contribute to Problem
Doctor, Lawyer,
Executive, CEO
Machinist, Millwright,
Welder, Mechanic
11
Ways to Approach Combating the Expected Skilled Trades Shortage
Raising awareness of careers in skilled trades
Financial support for employers who train apprentices
Promoting the image of skilled trades
Offer training tax credit/financial assistance to employers
Develop national standards to recognized trades and promote ease of movement across the country
Adjust legislation to make apprenticing more efficient and effective
Source: Ontario Chamber of Commerce Business Survey
12
Top Organizations to Partner with to Develop/Source Skilled Trade Workers
Community colleges
Industry associations
Government-sponsored organizations
Similar companies
Source: Ontario Chamber of Commerce Business Survey
13
Recruiting
Pre-recruiting – establish “partnerships” to revitalize interest in being a craftsperson.
– The U.S. sorely needs a “master craftsperson” certification
The retiring workforce will be a tremendous pool of resources for expertise and specialty projects.
Start recruiting at “non-traditional” military sites.
14
A Match Made in Heaven?
• Over 13% of returning military vets are unemployed
• This issue has major White House attention
• Job training and tax dollars are available
15
Selection
Hire specialty skills (i.e., hydraulics, industrial automation,
high voltage electrical).
Do not lower your hiring standards.
Be careful of antiquated nepotism rules.
16
Is Your Training Effective?
• 85-90% of “corporate training” is deemed to be ineffective*
– Not timely
– Not job related
– No hands-on
– Inappropriate delivery mechanism
– Not tied to business needs and drivers
– Poor materials and/or instructor
– No accountability
Source: ASTD and ISPI
17
Training
Streamline and focus internal training programs
Reliability training for technicians
Establish operator to maintenance progression systems
18
Training Tips
• Structure your OJT
• Procedures are training
• Teach equipment and plant-specifics
• Craft skills training must be hands-on
• Don’t reinvent the wheel
19
Training Delivery Mechanisms
• Self-Study Manuals
• Vendor Training
• Video Tapes
• Computer-Based Training (CD-ROM)
• Internet/Intranet
• Classroom and Lab
• Structured OJT
• JIT Training
21
Equipment Specifics
• Provide equipment and process-specific training
• Don’t just teach the “generics,” teach the theory as it’s
applied to your facility
– Higher trainee comprehension and retention of subject
material
– Greater trainee motivation
– Trainees learn the systems as well as the theory
• Allows rapid application of the newly acquired skills and
knowledge to the job
OJT
• Structure Your On-the-Job Training
– “Carrying Joe’s lunchbox” is not an appropriate approach to
OJT
– Create a “checklist” of tasks to be performed
– Teach your maintenance staff how to be OJT instructors
– Break down the cultural fears about passing on information
22 22
23
The Importance of “Hands-on” Training
• At least 50% of the training experience must be hands-on
• Allows for application of the theory
• Provides a “non-intimidating” environment for practicing newly acquired skills
• You can do it (check your bone yards and warehouses)
24
Reliability Skills for Technicians
• Vibration Analysis
• Tribology and Fluids Analysis
• Precision Shaft Alignment
• Thermography
• Motor Current Testing
• Root Cause Failure Analysis (RCFA)
• Reliability Centered Maintenance (RCM)
• Planning and Scheduling
• Project Management Techniques
• Total Productive Maintenance (TPM)
26
Equipment Reliability Philosophy
• Move from reactive to
proactive maintenance
• Identify and fix small
problems before they
grow
• Enable operations and
maintenance to work as a
team to reduce
breakdowns and
maximize equipment
availability
I fix it,
you run it I run it,
you fix it
Eliminate this
Behavior
27
Traditional Operator and Maintenance Roles
Preventive
Maintenance
Predictive
Maintenance
Corrective
Maintenance
Operate
Inspect Product
Quality
28
Future Operator and Maintenance Roles
Operate
Routine
Equipment Care
• Clean
• Lubricate
• Adjust
• Inspect
• Repair
Equipment
Care Coach
Reliability
Technician
High Tech
Technician
Maintain
29
Importance of Basics
More than 80% of failures can be prevented by focusing on the
basics:
Cleaning, inspecting & monitoring
Procedures (operations, maintenance, installation)
Lubrication and alignment issues
Adjustments
Filtration
80% of costs
are related to
20% of
equipment
issues
31
Visual Management
Visual
Management
Just the right tools
In the most convenient places
Clean and ready for use
Building the
Foundation
Visual
Management
Just the right tools
In the most convenient places
Clean and ready for use
Building the
Foundation
Just the right tools
In the most convenient places
Clean and ready for use
Building the
Foundation
32
Examples of Equipment Visual Controls
• Match marking of critical fasteners (bolts, nuts, screws, etc.)
• Gauges (Normal operating range) marked, and easily accessible for reading:
– Green – OK
– Red – Not OK
– Yellow (optional)
• Reservoir Unit Levels (normal levels)
• Pipes and hoses coded by type and directional flow
• Direction of rotation on motors, drives, pumps, etc.
41
Routine Equipment Care
Routine
Equipment
Care
Detecting & Preventing
Equipment Issues Daily
Operator led
• Routine checks
• Simple adjustments &
repairs
Operations-maintenance
partnership
Routine
Equipment
Care
Detecting & Preventing
Equipment Issues Daily
Operator led
• Routine checks
• Simple adjustments &
repairs
Operations-maintenance
partnership
Detecting & Preventing
Equipment Issues Daily
Operator led
• Routine checks
• Simple adjustments &
repairs
Operations-maintenance
partnership
42
Routine Equipment Care
Routine
Equipment
Care
Inspection routine
focuses on detection
of abnormalities in
equipment critical
points.
Routine jointly
developed by operation and
maintenance.
Routine
Equipment
Care
Inspection routine
focuses on
of
equipment critical
points.
Routine jointly
developed by operation and
maintenance.
Standardization – A Key to Competitiveness
44
“The only way we’ll be competitive in today’s lean
environment is to standardize the way we do work, train
the (heck) out of the people, and then hold them
accountable to operate and maintain to those standards.” Bernie Fedak
-Director of Engineering, US Steel
(retired)
45
Planning Process Quality Airplane
Operational
Standardization
Critical
Training
Execution
According to the
Standard
Stable
Results
Audit To the
Standard
Failure Analysis
(FA)
46
Summary – Key Points
• Our recruiting, hiring, staffing, and training practices
need to change.
• Do not forget our Returning Warriors.
• The craftsperson of the future will be an Equipment
Care Coach and a Reliability Technician.
• We all have a personal responsibility and role in fixing
this problem.
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