Maintenance Technology April 2015 - (Page 41)

PROFESSIONAL DEVELOPMENT SPOTLIGHT Where to Learn ■ The following two leading educational institutions have developed standout diploma-series studies designed to meet the needs of today's maintenance and reliability professionals: The Relia bility a M inta bility C nd a ina enter (RM ) a the University of C t Tennessee Kno xville (rm c.utk.edu) offers educa tiona opportunities for l undergra te students, gra te students a w dua dua nd orking professiona A the ls. t undergra te level, these inc dua lude a M inor in Relia bility a M inta bility nd a ina Engineering, a C ertifica in Relia te bility & M inta bility Engineering, a a ina nd internship opportunities to ga experience in relia in bility a m intena nd a nce. The progra s a offered through on-ca pus a off-ca pus dista m re m nd m ncelea rning, a long with va rious sem rs a short courses. ina nd important than ever for companies everywhere. The highperforming ones, according to Ross and Lowder, assess their skilled-workforce capabilities and develop a future-state goal. This factors into a gap-analysis to find the holes and leads to a tactical plan for improving and meeting strategic goals. While a common metric indicates that the best companies invest in 100-120 hours of actual skills-based training each year, there's no comparable measurement for world-class adherence to advancing the skills of leadership and middle-management groups in their growth. How do individuals in these categories-specifically equipment-maintenance and reliability professionals-sharpen their saws today? ■ North C rolina Sta University (onece. a te ncsu.edu), in pa rtnership with M rsha a ll Institute, offers a three-w diplom progra eek a m designed to develop m intena a a nce nd relia bility knowledge a sha nd rpen lea dership skills.The progra uses rea orld exa ples m l-w m to provide pra ctica knowledge a skills l nd a pplica in a pla or fa . ble ny nt cility continuing education and build a business case for it, Ross and Lowder encourage them to ask, "Is our organization operating off of what people 'knew' or what they 'know now,' and are learning even more about it everyday?" MT Dr. John Ross, CMRP, is a Senior Consultant with Marshall Institute, Inc. (marshallinstitute.com), and Rinnette Lowder is one of the Institute's Instructional Designer. Establishing the business case Ross and Lowder explain that in the most basic change model, any movement from the status quo to the vision has to demonstrate an understandable value to the employee (W.I.I.F.M. or What's In It For Me). It also must clearly describe the return on investment (ROI)-in economic terms-for the company. A compelling case for continuing education must include both W.I.I.F.M. and ROI. They also say that a proposed level of adult education has to appeal to the professional-it must inherently "speak" to the employees and assure them they will benefit from the knowledge gained. Companies, on the other hand, expect a dynamic learning environment and course material that gives their employees (and by association, the company) a competitive edge. Many companies, as Ross and Lowder note, view their employees as their number-one resource. Investing in the professional development of those resources demonstrates that value. Organizations that don't invest in a growth strategy for their primary resource are making two bets: One is that such investment is unnecessary. The other is that their competitors aren't already doing it. High-performing, highly effective companies share a common interest when it comes to their professional workforces-the development of knowledgeable, skilled, professional employees. As a company seeks to develop a position on "Equipment visuals can reduce training time by 60 to 70%, eliminate errors, and improve reliability." ~Robert Williamson, Lean Equipment specialist * Problem & Opportunity Tags * Gauge marking labels * Colored permanent paint marking pens * Colored grease fitting caps * Lube point labels * Vibration analysis pickup discs and labels * Temperature indicating strips, and more... * "Lean Machines" (a "how-to" Book) * Lean Equipment- TPM Consulting & Training Contact us for catalog and samples. On-line ordering: www.theVisualMachine.com (864) 862-0446 * PO Box 70 * Columbus, NC 28722 MAINTENANCETECHNOLOGY.COM | 41 APRIL 2015 BW-Ad.indd 1 10/24/14 4:00 PM http://rmc.utk.edu http://www.ncsu.edu http://www.marshallinstitute.com http://www.theVisualMachine.com http://www.theVisualMachine.com http://www.MAINTENANCETECHNOLOGY.COM

Maintenance Technology April 2015

Table of Contents for the Digital Edition of Maintenance Technology April 2015

Maintenance Technology April 2015 - Cover1
Maintenance Technology April 2015 - Cover2
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Maintenance Technology April 2015 - Cover3
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