A Training Needs Analysis has been carried out by MCP
Consulting and Training at Heineken’s Royal Brewery,
Manchester. Here, John Saysell, senior trainer with MCP
explains what was involved

With an annual beer production of
139.2 million hectolitres,
Heineken is the third largest
brewer in the world. In the UK it operates
four sites: Hereford,Manchester, Tadcaster
and Ledbury. Key brands include Fosters,
John Smiths, Bulmers, Strongbow, Newcastle
Brown, Heineken and Kronenbourg 1664.

As part of a TPM (total productive
maintenance) project,Mick Scrimshaw,
Heineken UK’s training
consultant, invited a number
of providers to discuss how
they could carry out a
Training Needs Analysis for
40 technicians. This was to
identify where the skills gaps
were and assess competence
in key areas; MCP
Consulting and Training
was selected as the chosen
partner.

Methodology From an initial consultation
with the management team
an Assessment Centre was set
up. This was designed to assess the following:-
Base Skill levels: All technicians are
required to be at Level 3 in a core
discipline and to demonstrate the
minimum skill level in a second discipline
All technicians should be able to repair
80% of faults.

Behavioural Skills – based on Heineken
standards
Up-Skilling Aptitude: Personal
development for those who demonstrate
an aptitude and attitude. Increased
knowledge and responsibility
The assessments were tailored to the needs
of the brewery and the workforce, and were
developed around existing maintenance tasks,
encompassing, mechanical, electrical,
electronic and behavioural competences. The
emphasis was on carrying out work safely, to
the right standard in a reasonable length of
time. A further assessment determined the
‘trainability’ of the candidate. Should a
candidate score below a certain level, then
they are unlikely to assimilate new skills easily.

Rigs, sample materials, assessment
procedure briefing documents and
timetables were available in the week prior to
the commencement, so technicians could
visit in advance to familiarise themselves
with the process. An MCP assessor was also
available during this time to answer
questions on the process.

As part of the behavioural skills
assessment, candidates were asked to
describe a project or intervention they had
made which benefited the business.

Outcome The Training Needs Analysis exercise
illustrated that the culture within Heineken
is extremely positive, with good team
working and an emphasis on face-to-face
and written communication.

Technicians have a clear understanding
with regards to the urgency and importance
of tasks and the criticality of assets, and have a
pro-active approach to work. Technicians who
have worked on Continuous Improvement
projects are enthusiastic and appreciate the
development opportunities that arise from CI.

The assessment demonstrated that
underpinning knowledge was an area for
further development with a more logical,
knowledge-based approach required. For
example, many technicians used their
experience to problem solve and fault find
rather than proven, logical techniques.While
these skills should be captured and shared
with all craft technicians to improve faultfinding,
a logical approach will reduce the
mean time to repair.

Recommendations Having undertaken the TNA exercise, MCP
and Heineken identified a range of training
programmes which will develop the skills of
the technicians, helping them to fault find
quicker and ultimately reduce the mean time
to repair. These include:
Problem solving and logical approach to
fault finding
Reading and interpreting electrical
drawings
Selection and use of electrical test
equipment
An introduction to automation
Explore ‘Train the Trainer’ training
On the job training is a crucial part of the
development process. All the ‘off-job’
training has a competency assessment as
sign-off and this is followed up immediately
with ‘on-job’ practice using the more skilled
technicians. As part of this process suitable
trainers and assessors were identified from
the team to undertake a comprehensive
training and coaching programme.

On-the-Job Training is more likely to
produce long term benefits for the
technicians and for the company. This will be
delivered by selected Heineken technicians
on their shifts.

Some mechanical technicians require
more focused training in electrical skills. It
was acknowledged that recipients of
electrical training, by definition, should be
carefully selected. It will focus on those who
can be properly mentored and whose
aptitude indicates a good competency for
workplace development.

Conclusion Training across an organisation demands an
holistic approach to research, analysis
assessment, and planning and delivery across
a number of audiences. The Heineken team
having seen the benefits of TNA exercises are
planning to roll them out at other Heineken
UK sites.