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Test & Measurement

Tip of the Week: Five Principles for Effectively Managing Maintenance Training

April 11, 2016

Keep your training up to date and make sure it's offered to the right people.

Photo credit: KUO CHUN HUNG/iStock/Thinkstock

1. Pick the right topics. This sounds obvious, but did you really need to send 10 people last year to PLC training to get that volume discount while nobody took any classes on motors? You have how many PLC problems versus how many motor problems?

2. Think in terms of supporting revenue. If two of your eight product lines are responsible for 80 percent of your plant’s revenue, then gear the training toward the skills needed for those lines. If they are under DCS control and the other six lines (20 percent of revenue) are under PLC control, then PLC classes are not a bargain for your plant regardless of price until there’s no longer any DCS skill gap.

3. Rethink the topics regularly. What made sense last year might not make sense this year. Fighting the last war is never a good strategy. Look at your current training holes.

4. Pick the right people. You don’t get the best bang for your buck by sending your “best” people for training. Sure, they may absorb more material, but are they the ones who are going to use it? Send the people who most need the training for the work they are most typically assigned to do.

5. Use the training immediately. As soon as people come back from training, assign them work related to what they have learned. You may have other people more qualified for that work, but it’s the new trainees who need to have their training reinforced through relevant field experience. If you’re concerned a new trainee doesn’t yet have the chops to do the work, then pair that person with someone who does. But make it clear that the new trainee is in charge of the job and the other person is there only to observe and answer questions (otherwise, there’s little point in putting the trainee on that work). That other person may need to intervene, but only under exceptional circumstances.

About the Author

Mark Lamendola

Mark is an expert in maintenance management, having racked up an impressive track record during his time working in the field. He also has extensive knowledge of, and practical expertise with, the National Electrical Code (NEC). Through his consulting business, he provides articles and training materials on electrical topics, specializing in making difficult subjects easy to understand and focusing on the practical aspects of electrical work.

Prior to starting his own business, Mark served as the Technical Editor on EC&M for six years, worked three years in nuclear maintenance, six years as a contract project engineer/project manager, three years as a systems engineer, and three years in plant maintenance management.

Mark earned an AAS degree from Rock Valley College, a BSEET from Columbia Pacific University, and an MBA from Lake Erie College. He’s also completed several related certifications over the years and even was formerly licensed as a Master Electrician. He is a Senior Member of the IEEE and past Chairman of the Kansas City Chapters of both the IEEE and the IEEE Computer Society. Mark also served as the program director for, a board member of, and webmaster of, the Midwest Chapter of the 7x24 Exchange. He has also held memberships with the following organizations: NETA, NFPA, International Association of Webmasters, and Institute of Certified Professional Managers.