Good methods for training instrument operators' skills
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Everyone: The person in charge of each specialty (such as the instrumentation specialty) has to deal with the issue of staff training, as after all, the combat effectiveness of all team members is what matters most. Given the differences in foundational knowledge, learning abilities, motivation to learn, job roles, gender, equipment, and so on, how do people carry out skill training? What methods have proven to be effective? I hope everyone will share good training practices with one another, learn from each other, and work together to enhance the effectiveness of such training. This is the original purpose of this post! ! !
I’ll start by making the arrangements: it will take place every Thursday morning, with the training session lasting no more than half an hour； Scope: Based on the existing equipment within the company, only one knowledge point is covered at a time (for example, the structure of pneumatic diaphragm control valves) ； Training materials: The training materials consist of actual photos of valves taken during disassembly for maintenance, focusing on their structure, principles, and troubleshooting of common faults ； Lecturer: The instrument operators take turns ； Exam: There will be an exam next week (the questions are set by the technical specialists; three questions related to what was covered in class, and it takes about ten minutes to finish answering them) ； Effects: 1. Currently, it seems better than the previous rote-learning approach; at least when the person giving the lectures prepares the teaching materials, it is a learning process that helps improve their own ability to study independently. 2. Built on the company’s existing equipment, which is familiar to everyone and easy to master. 3. It takes little time, does not consume too much of everyone’s time, and does not affect work. 4. It contains less content, making it easy to master.
You need to share some opinions and exchange insights
Hands-on teaching, letting them do it themselves, while guiding them from the side through example and personal demonstration: lol
The idea seems a bit idealistic: Is there leadership support? Can you give some space at work? The key is, can the people below provide support? Even if it supports sustainability?
Combining theory with practice, with regular training by supervisors, on-site instruction, plenty of hands-on practice, communication, and mutual learning.
I guess the original poster has just become a leader, and their intentions and goals are good; that’s definitely true. But one has to consider the specific circumstances; the most important thing is whether the employees below are willing to cooperate. Those who are truly motivated will learn on their own without needing to be told, while those who aren’t motivated won’t improve no matter how much pressure is applied. Hehe, here in our state-owned enterprise, the two apprentices I’m supervising spend their free time playing cards or video games; they don’t even touch books or any materials. It’s the same in other fields as well. Some leaders used to do the same thing: they would pick a topic for the week and hold an exam on the weekend. Hehe, none of those kids failed to complain; during the exams they just guessed randomly. It’s a state-owned enterprise anyway, so the leaders couldn’t really do anything to them. After two episodes of doing this, it was dropped. For the training records and such that the company requires, just have a kid fill them out randomly; it will suffice for the inspection. A few days ago there was another email mentioning this topic, hehe. . . No one said a word, hehe. . . I guess it’s another piece of nonsense.
The idea is good, but its implementation also needs to take into account the actual conditions of each company. I’m also thinking about training matters. Of course, most of our training is aimed at customers who come to us; it’s quite difficult to train our own technical staff, as they are always on business trips, and I haven’t been able to come up with a good solution
What you said is exactly what I think as well; I want to fundamentally change the passive and inefficient nature of training. The economy is poor these days, and there are cuts being made – but who will be laid off? Cut those who don’t work hard. At the end of the year, who gets recognized as outstanding? Just praise those who work hard. Who should be promoted to team leader or technician? Let’s talk about working hard. Creating a positive atmosphere among employees is what matters most to us. To build a team with excellent skills, strong capabilities, and high execution ability, it is necessary to overcome this hurdle.
Hehe, you’re not the first to think that, and you won’t be the last either. The poor economy is part of the overall situation; the company can fire whoever it wants – what we say doesn’t count. Hehe, as for awards and recognitions, promotions and salary increases… hehe, do you really believe in those things? Hehe, stop joking~~~ People around me, even a child, or those who are in the system for three generations – go ahead and try to touch them if you can. There was an old man who was an excellent worker; he couldn’t read or write, nor could he play any musical instruments. He was willing to work hard without complaint, and his colleagues really admired him. He was never chosen for any awards or recognitions each year, and promotions or salary increases were something that never happened to him. There are some things, well, they can’t be spoken about; everyone understands. . .