Get documents about "Procedure Training How to make it effective
Document Sample
Meshing
Man and Machine
Procedure Training
How to make it effective
Presented to
The 5th Annual
Technical Trainer’s Conference
Bellingham, Washington
May 1, 2008
V. Earl Brown, Jr.
ebrown@industrialpsychologists.biz
Office 865-681-3173 Mobile 865-805-3948
Procedures
• Why do we need them?
• How do we make sure we have the
right ones?
• How do procedures fit into our
overall training program?
• Why would we train our personnel
on them?
• How do we make procedure training
effective?
Why do we need procedures?
• Regulatory compliance (OSHA, EPA,
DOT, State/Local regulations)
• Industry/voluntary guidelines (API,
CSB, OSHA VPP “Star” program,
ISO quality series)
• Company policies and engineering
standard requirements
How do we make sure we have the right ones?
• Conduct job & task analysis on each job position
• Review existing materials
• Interview job incumbents
• Conduct additional interviews with supervisors,
engineers, and managers
• Goal of additional interviews – validate data
collected and obtain additional job tasks
• Compile an overall list of job tasks performed by
personnel in each job position
Now that we have compiled the
task lists, what do we do with
them?
Risk rank each task to
determine which ones need
procedures and training
Sample Maintenance Task List
Rotating/Reciprocating Maintain centrifugal pumps Install/remove/disassemble/assemble pumps
Equipment Maintenance Clean pump
Inspect/replace pump parts (impeller, shaft, seals,
etc.)
Reassemble pump
Replace coupling
Perform alignment
Troubleshoot
Record as found/as left conditions
Maintain diaphragm pumps Install/remove/disassemble/assemble pumps
Clean pump
Inspect/replace plunger, diaphragms, seals
Assemble
Install
Troubleshoot
Record as found/as left conditions
Maintain gearboxes Install/remove/disassemble/assemble
Clean gearbox and parts
Inspect for wear or damage
Replace seals, bearing liners, oil pumps
Maintain miscellaneous fans and blowers Replace bearings
Adjust/replace blades
Install/replace sheaves
Inspect/replace belts
Grease, as needed
Perform alignments to direct-coupled equipment
Replace louvers (where applicable)
Sample Operations Task List
Duty Area Task Subtask
Heat Exchanger Operations Reactor Feed/Effluent Exchanger Operation • Align methanol supply valves
• Align mercaptan bottoms valves
• Perform backflush
• Isolate for maintenance
• Perform steam cleaning
• Perform water wash
• Monitor operation
• Record readings on log sheet
• Compare field readings with DCS readings
Recycle Tower Reboiler Operation • Align Tower supply valves
• Align hot oil valves
• Isolate for maintenance
• Perform steam cleaning
• Perform water wash
• Monitor operation
• Record readings on log sheet
• Compare field readings with DCS readings
Design our training program
• Identify the training needed
Process overview
Regulatory required
System/equipment
Operating limits/consequences of deviating
from established limits
Troubleshooting
Procedure
• Sequence the training in the right order
Typical Training Sequence
Level IV
MOC
Procedures
Level III
Systems/Equipment
Level II
Regulatory/Safety
Applicable regulations
Company policies
Level I
General Orientation
HR
Employee orientation
How job position fits into overall organization
How do procedures fit into our overall training
program?
Operating Manual Outline SOP’s
Process Overview Unit Startup
Process Hazards and Safety Unit Shutdown
Process Equipment Safety Unit Emergency Shutdown
System Descriptions Compressor Operation
Equipment Descriptions Truck Unloading
Process Control Variables Furnace Operation
Product Specifications and Dispositions Reactor Operation
Cooling Tower Operation
Truck Loading
Drumming Operation
Filter Operation
Sampling
Loss of Utility Response
Training Plans &
Guides
Knowledge Tests
Initial Certification Refresher Training
Performance Tests
What is the Difference in operating
manuals and procedures
• Operating manuals contain:
Process overviews
Descriptive text related to systems and equipment
Equipment specifications/materials of construction
Why you do things
• Procedures contain
Specific steps required to perform tasks
Warnings/cautions
PPE requirement
Procedure prerequisites
Tools/equipment required to perform tasks
How you do things
Why would we train on our
procedures?
• Regulations (OSHA/EPA/DOT) require
that personnel be trained on applicable
procedures
• Generally accepted industry standards
require procedure training
• Company policies require procedure
training
• It’s the right thing to do
Provide clear instructions for task
performance
Facilitate consistent job performance
Why do our personnel avoid using our
existing procedures?
• I don’t need to review the procedure because I know
how to do the job
• Our procedures are not technically accurate
• Our procedures have too much detail and you can’t
find what you need
• Our procedures have too little detail and don’t help me
• I was never trained on the procedures
• I know the shortcuts that are not in the procedures
• We don’t have a procedure for this task
• I don’t know where the procedures are
• The manuals and procedures are not user friendly and
are too difficult to use
What are some of the things we can do to
encourage personnel to use our procedures?
• Review and update our procedures and
training materials to ensure they are:
– validated and technically accurate
– adequately covering the subject matter
– communicated to personnel responsible for
performing the tasks
– uniform and consistent in relation to style,
format, level of detail
– clearly understood
– current
• Verify they are always readily available and
easy to find
One clear example of why
documents must be reviewed
for accuracy!
School learning vs. adult learning
• When in school, we:
Read books
Listened to lectures
Memorized things
Answered test questions
Got our grades
Forgot things and moved on to the next class
• As adults in the workplace, we:
Are only interested in learning things that are
work related (while at work)
Really only interested if they make their jobs
easier, more efficient, or safer
Confucius said,
• Tell me – I will remember a little,
• Show me – I will remember more,
• Involve me – I will learn
Effective procedure training works
exactly the same way
• Conduct classroom training on the
procedures (tell them), the trainees will
remember a little
• Take them into the field and show them
how to perform the procedure tasks
(show them), and they will remember
more
• Watch them perform the procedure tasks
(involve them), and they will learn
Procedure classroom training
(Telling them)
• Use an instructor lesson plan
• Explain applicable sections of the operating
manual
• Walk personnel through P&IDs associated with
procedure
• Explain hazards using area MSDSs
• Explain reference material identified in the
procedure
• Using PFDs & pictures of the systems/equipment
explain the process covered by the procedure
• Using the operating limits table, explain all critical
process variables and address the operator
actions required to correct or avoid deviating from
acceptable operating ranges
Procedure classroom training
(Telling them)
• Using the troubleshooting guide, explain proper
problem response
• Walk them through all sections of each procedure
in the classroom
• Tabletop exercises are very effective for
classroom procedure training
• Answer all questions
• Administer procedure knowledge test – all
personnel must receive a passing score before
beginning the field portion of the procedure
training
Procedure field training
(Showing them)
• During a walking tour through the
work area, tell the trainee what you
are going show them
• Using a structured OJT checklist,
demonstrate the proper method of
performing tasks associated with
the procedure
Training in the field has many names
• Demonstration
• Skill assessment
• Job performance
• Proficiency testing
• On-the-job (OJT)
Traditional characteristics of this type training
• The location of the training is the actual
work site
• An experienced employee teaches the new
employee
• The training is provided from memory
• The new employee assumes work
responsibilities very quickly
Pitfalls of this type training
• As jobs become more complicated,
training becomes more difficult
• OJT becomes more difficult to conduct
from memory
• Rapid turnover affects the experience
level
• In many cases, this turnover results in
personnel conducting training that are
not really qualified themselves
Benefits of structured training in
the field
• Consistency
• Repeatability
• Guidelines for both trainers and
trainees
• Documentation of skills training
Structured OJT means
• A set of objectives with a
performance standard
• An outlined plan to teach the
objective
• Opportunity to discuss,
demonstrate, and practice, and
• Objective evaluation of performance
of the task
The OJT checklist
• Serves as the lesson plan for field training
• Provides a list of actions required for proper
performance
• Each action has a definite beginning and end
• Serves as a training tool
• Serves as an evaluation tool
• Provides the documented record of task
qualification
• Is an integrated element of the overall training
process
Sample checklist #1
Sample checklist #2
Trainer demonstration
• The trainer demonstrates task
performance
• The trainee should follow along
using the appropriate procedure (we
want to encourage procedure usage)
• This process should be repeated as
many times as necessary until the
trainee is comfortable in attempting
to perform the tasks themselves
Supervised Practice
(Involving them)
• The trainee begins performing the
tasks
• The trainer observes and follows
each step on the OJT checklist
• Allow the trainee to think through
the work flow
• Coach as required
• Interrupt only to prevent injury or
equipment damage
Supervised Practice
(Involving them) Continued
• Continue the practice until both the
trainer and trainee are confident the task
can be performed without assistance
• This is the most time-consuming part of
the process and may require numerous
repetitions before proficiency is achieved
• Make sure that the trainee realizes that
the training phase will stop only when
they are ready for the evaluation
Evaluation
• Now the training stops and evaluation begins
• Up to now, the trainer focus has been to provide
reinforcement required for successful task
performance
• Do clearly communicate that the training portion
of the OJT process is over and the evaluation
will now be conducted
• The trainer’s only interest is whether the trainee
can perform the task properly
• This allows the trainee to return to training if
they feel uncertain about successful
performance
Task evaluation considerations
• Follow each observable step on the OJT
checklist
• Evaluate observed performance using the
acceptance criteria for each step
• Be sure that trainee performance has met
the required criteria, without assistance
• The evaluation phase continues until the
trainee demonstrates successful
performance or they cannot perform the
task
• Either way the evaluation phase is over
Post training discussion and documentation
• If successful, the trainee and trainer sign the OJT
checklist and this document becomes part of their
training record
• The trainer generally provides positive feedback
as well as pointing out specific improvements that
would benefit the trainee
• Also, this is a good time to indicate the path
forward such as the next OJT checklist(s) to be
completed
• This is also a good opportunity to identify any
revisions that need to be made to any of the
documents from a MOC perspective
Knowledge vs. OJT evaluations
• Knowledge tests are quantitative
The passing score can be 70, 80, 90, etc.
OSHA representatives I have talked with don’t
like 100% as the passing score
They prefer 80-90% with remedial
discussions over all missed questions
• OJT evaluations are qualitative
The trainee either can do the job or they can’t
You can’t start the Crude Unit 80% correctly
Remedial training
• Unsuccessful performance is critiqued
with specific feedback where problems
started to occur
• Usually unsuccessful performance is not
documented
• This is determined by your facility
training policy
• Regardless, the training process resumes
• The process continues until the trainee
can perform the tasks correctly
Final thoughts
• The steps for OJT training are
interdependent
• Each step builds-on and supports the
others
• The OJT learning process requires
patience and commitment on the part of
both the trainer and trainee
• It is important that trainers are both
trained in effective training techniques
and that they want to be trainers
Refresher training
• Review all emergency response procedures
every year
• Review 1/3 of the remaining operating
procedures each year
• Operators should be encouraged to walkdown
the procedures in the field to validate their
technical accuracy
• Once the procedures are validated, each shift
should discuss the procedures which will result
in group interaction and refresh their knowledge
of the information contained in the procedures
• Where inconsistencies are found between the
procedures and actual equipment configuration
or current plant operation, the operators should
initiate a MOC to correct the procedure
deficiency
Refresher training
• Conduct one day of classroom training annually on
the unit. This training would cover things such as:
Recent MOC’s relating to process or equipment
changes
Incidents that have occurred over the last year
Near misses that have occurred over the last
year
PHA action items
Methods of troubleshooting problems that have
resulted in safety, quality, environmental,
productivity, or production interruptions over
the last year
• Knowledge test on the materials covered during the
refresher training class
Additional refresher training
• Conduct refresher training for unit
personnel prior to assigning tasks that
are infrequently performed
• Refresher training prior to unit startups or
shutdowns is especially critical (as a
result of normal shift rotation, it could
have been over 10 years since a
particular shift has started up or
shutdown their unit)
• Give BP an “Atta Boy” on their simulator
use – both routine and before a startup or
shutdown
Questions & discussion
Related docs
