Manufacturing Training System: how to transform training 

Summary

The Manufacturing Training System represents the solution to the training challenges of the modern manufacturing sector. Through a three-tiered structured approach - Responsive, Preventive and Proactive - transforms skills management from a problem to a strategic opportunity. This methodological system, based on the Plan-Do-Check-Act cycle, enables companies to standardize corporate knowledge, accelerate the onboarding of new resources and develop a culture of continuous improvement, generating concrete benefits in terms of productivity, quality and safety.

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In the modern industrial landscape, where Manufacturing Training Systems are a key element of competitiveness, the ability to adapt quickly to technological and market changes is crucial. In this context, manufacturing resource training becomes a key success factor, particularly when it is structured through the Lean approach, which aims to systematically eliminate training waste and create added value for the organization.

As manufacturing companies adopt Lean methodologies in skills management, they face complex challenges in human resource management:

• L'insertion of new resources to be formed quickly
• La dissemination of new technologies and Operational Best Practices
• La need to make corporate knowledge accessible and standardized
• L'Need for polyvalence and polycompetence of resources, capable of covering different production activities.

Business knowledge is often tacit experience, not documented or shared. This generates inefficiencies, errors and production slowdowns.

The Manufacturing Training System (MTS) was created precisely to address these needs, offering a structured method for aligning resource skills with business objectives.

The Manufacturing Training System to manage resources and better meet every challenge

Today more than ever, manufacturing companies face complex challenges in human resource management:

• L'inclusion of new employees To be formed quickly.
• The spread of New Technologies and Best Practices operational.
• The need to make the corporate knowledge accessible and standardized.
• The need to have polyvalent staff, capable of covering different production activities.

Critical knowledge often remains confined within individuals in the form of tacit experience, neither documented nor shared. This leads to Inefficiencies, errors and production slowdowns.

The Manufacturing Training System proposes a concrete response to these problems, through a systematic approach to skill growth.

The importance of a structured approach

MTS is not simply a training program, within a human resources consultancy. It is a comprehensive methodology that starts from theAnalysis of business needs and goes as far as measuring the results obtained.

The process is structured according to Plan-Do-Check-Act logic, the continuous improvement cycle that is a fundamental pillar of Lean thinking:

• Plan: Skills mapping, identification of training gaps, and goal setting.
• Do: Implementation of training plans through practical and engaging tools.
• Check: Measuring effectiveness through specific KPIs.
• Act: Updating training content based on results.

This approach ensures constant alignment between people skills and the strategic needs of the company.

The three levels of the Manufacturing Training System

To respond effectively to different training needs, the Manufacturing Training System is developed on three progressive levels: Reactive, Quote e Proactive.

Reactive level: solving existing problems

The first level of the MTS focuses on dealing with problems that have already arisen in production processes.

Starting from direct observation of critical issues (related to safety, quality, cost or productivity), tools such as:

• 4M analysis (Fishbone diagram).
• 5 Why method.

Through these analyses, the root causes of problems are identified and the define operational countermeasures.
Next, targeted training materials-such as One-Point-Lessons and Standard Operating Procedures (SOPs)-are created and transferred to practitioners preferably through hands-on activities "in the field."

The goal is to standardize the solutions adopted and ensure their uniform dissemination among all personnel involved.

At this level, success is measured through KPIs specific to each area of focus.

Preventive Level: anticipating problems

The second level of the Manufacturing Training System focuses on preventing inefficiencies by building a solid and systematic training system.

Here the approach is more strategic:

• They are defined as key roles and competencies demands.
• The skills mapping Through tools such as the Skill Matrix.
• The potential bottlenecks In production processes.
• They develop structured training programs for the onboarding of new resources and the growth of existing staff.

A key tool is the 3-3-3 model of polyvalence:

• Each competency must be possessed by at least 3 resources.
• Each resource must possess at least 3 competencies.
• At least 3 people must possess all critical skills.

This model not only increases operational flexibility, but also helps reduce the operational risk associated with the absence of key personnel.

Among the main benefits observed:

• Increased staff motivation and involvement.
• Reducing absenteeism.
• Increased responsiveness to production changes.

Proactive level: training knowledge leaders

The third level of the MTS addresses those resources who, in addition to mastering operational skills, must be able to transfer knowledge within the organization.

In this level, the following come into play figures such as:

• Internal trainers.
• Team leader.
• Line managers.

These profiles not only train new practitioners, but are also responsible for:

• Monitor the effectiveness of training.
• Promote continuous improvement in processes.
• Ensure implementation of operational standards.

The methodology used is that of the LUTI principle:

• Learn: theoretical acquisition of knowledge.
• Use: immediate practical application.
• Teach: teaching colleagues to consolidate knowledge.
• Inspect: monitoring and identifying new opportunities for improvement.

Through this approach, training becomes an integral part of daily work, creating a corporate culture geared toward continuous learning.

The concrete impact of the Manufacturing Training System

Adoption of the Manufacturing Training System brings tangible benefits on multiple levels:

1. Operational

• Reduction of errors and nonconformities.
• Increased productivity.
• Improving safety in the workplace.

2. Organizational

• Increased ability to adapt to technological changes.
• Standardization of operational knowledge.
• Reduced time and cost of onboarding new resources.

3. Cultural

• Development of a continuous improvement mindset.
• Strengthening staff's sense of belonging and motivation.
• Increased talent retention.

The Manufacturing Training System Transforms training from a necessary cost to a strategic investment For business growth.

The fundamental contribution of a new approach to training in Lean mode

In an increasingly competitive and ever-changing scenario such as the manufacturing sector, It is no longer sufficient to rely on traditional training.
A structured, dynamic and continuous improvement-oriented approach is needed.

Today, the Manufacturing Training System is the most effective answer for all companies that want:

• Align operational competencies to strategic goals.
• Increase productivity and quality.
• Building A safe, efficient and motivating work environment.

Through its three levels-Reactive, Preventive and Proactive-the MTS allows the issue of training to be approached no longer as a problem, but as an opportunity for growth for the entire organization.

Ultimately, investing in structured skill development means not only improving operational efficiency, but also Building the foundation for long-term sustainable success.

To learn more about this topic, download the Bonfiglioli Consulting White Paper.