MCP has refined two main approaches to plant/production
maintenance training needs: the classic training needs
analysis (TNA) and a competence-based approach. John
Saysell, senior training consultant, explains

The classic TNA is a broader way of
examining what it is that maintenance
technicians do; the competence-based
approach is narrower but an output from it
is evidence of competence. Some technicians
take umbrage at having their skills assessed,
so a combination of the two approaches
might be appropriate.

Introduction of a robust training and
development plan delivers many benefits.

These include: improved morale, motivation
and job satisfaction, improved performance,
individual training plans, clearly defined
maintenance roles, and compliance with
legislation. such training provides evidence
of competence and records of training,
reduces reliance on external contractors and
aligns training with business needs

Approach 1 – Classic TNA
Communication sessions: All stakeholders,
including Union reps, attend a presentation
outlining the process, explaining how it is
objective, fair and recognised as Best
Practice, and they can ask questions. It is
usual to involve client and training
organisation in the process.

Task analysis:Vocationally competent
trainers skilled in maintenance ‘walk the job’
with the technicians, listing each task
maintenance engineers undertake. Interested
parties review the task list which gets turned
into a questionnaire. This gives a sample of
health and safety and legislative areas which
might be addressed and an idea of the
format that might be used.

Questionnaire administration: Employees
have their questionnaires administered in
small groups by the consultant and validated
by a line manager.

Skills audit: Depending on the job, mix of
tasks and skills within a production area, it
will be possible to identify an ideal skill set
for certain groups. Candidates can then be
audited against their ideal skill sets.

Development of individual training plans:
These will be a product of the skills audit,
and linked to business needs.

Development of team training plans: If it is
appropriate, it will be possible to identify
team training plans at this stage.

Approach 2 – Practical
competence based
Communication sessions: Stakeholders
attend a presentation outlining the process
explaining how this method is objective, fair
and recognised as Best Practice. They have
the opportunity to ask any questions.

Task analysis: Vocationally competent
maintenance engineers ‘walk the job’ with
technicians, listing the tasks they undertake.

Identification of core competencies: From
the task list, a number of core competences
will be reviewed and discussed between
customer and trainer. Some will be suited to
higher level technicians; some to lower, or
they may be graded to suit either.

Company validation of assessments: On
completion of an assessment or suite of
assessments a review should be undertaken
and a progress report provided
Candidates undertaking individual
assessments in groups: Planning assessments,
to minimise disruption to normal operation
may be required. Subsequently assessments
can give feedback on either an individual
basis or group basis.

Job roles and profile assessments
for maintenance engineers:
Structured behavioural interview.

Competency based interview questions are
designed to help make interviewing more
precise and objective.While the competency
framework describes the knowledge, skills
and attitudes required in a role, the questions
help to discover how a candidate measures
up to the competencies. Each interviewee
should be asked the same questions and
notes made to support selection decisions.

Scores help to distinguish between candidates.

Competence-based interview:Working
from existing maintenance personnel
training needs analysis templates and job
description, a short questionnaire should be
agreed with the customer. The candidate will
complete the questionnaire prior to the
competence-based interview. Depending on
answers given, the interviewer will be able to
explore what the candidate really knows.

Typical Able Test: The person tested
imagines themselves at a paint spray can
maker and has to learn to recognise faults on
finished cans, having learnt all the key factors
about making them correctly. Purpose of
test: Asks candidates to assimilate key
instructions, tests ability to fault find quickly,
and calls for accuracy under time pressure
Electronic: Test uses a small scale production
line controlled by a PLC. Faults can be placed
in this system which candidates must find
and cure.

Product Sorting: A test production line is
reproduced on a drawing that shows balls
being fed to chutes with ‘flipflop’ diverting
valves fitted. The chutes lead to hoppers. The
candidate, against the clock, must determine
how many balls arrive in each hopper. Two
faults are introduced and the candidate must
then find the valves causing the problems.

Other suggestions include belt/chain
alignment, dead motor fault finding and
problem solving on an electro pneumatic rig.

Belbin team roles inventory. Developed by
Dr Meredith Belbin and used in his work on
team effectiveness, it is based on eight roles
which are thought necessary for teams to be
effective and determines relative preferences
for each of these. The inventory is used in
organisations of all sorts – in industry,
commerce, national and local government –
as an instrument to help in the selection,
formation and development of work groups
and project and management teams.