HUMAN RELIABILITY MAINTENANCE: SUGAR MILLING TRAINING FOR THE FUTURE

WHEN A MILLING company makes a strategic decision to invest in new technology, plant or equipment for a mill, a multi-criteria analysis of the existing plant’s condition and the potential value in terms of production output and efficiency gained from purchasing new equipment is thoroughly assessed. The term ‘human reliability maintenance’ is used in this paper to consider the ‘investment value’ of training staff in a mill factory environment as analogous to that of a milling company’s decision to purchase new technology, plant or equipment for a mill. Training inputs can be most effective as part of a holistic learning environment from the day a new recruit starts in a mill, and by creating a training pathway with measurable milestones and outcomes. Regular ‘maintenance’ of workers comes in the form of mentoring and supervision. The ‘investment value’ of workers is measured in improvements in factory performance and throughput, improved efficiency and a safe working environment. Mill operators are required to have at basic understanding of mill processes, factory procedures and automation technology Currently, skills and knowledge can be attained from a range of methods such as learning by experience and observation from senior operators, and using standard operating procedures, plant instruction manuals, in-factory training courses, downloadable training resources, or face-to-face courses and workshops. Learning and development activities can be designed to deliver specific skills in a short period of time to meet an immediate need, or designed to achieve broader requirements over a longer period. Modern learning trends involve adapting to the individual needs of a changing workforce (younger generations) using modern training methods and technologies while meeting organisational objectives for improved productivity and increased throughput.