Maintenance Technology August 2017 - 6

UPTIME

Manage Development of
Asset-Management Skills

Bob Williamson
Contributing Editor

usinesses gain a significant strategic advantage by developing and deploying targeted
skill sets within their organizations. It only
makes sense since there is no worthwhile
substitute for a competent, engaged group of people
focusing on strategic improvements.
One of the biggest challenges is that of limited
resources to develop and conduct training in the
workplace, including staff to develop, time to deploy,
and time to train. However, the lack of formal and
structured training often leads to human variation
and errors, resulting in unreliable equipment and
work processes.
While formal training is a must-have process
for assuring equipment reliability, we should also
recognize that traditional approaches to training may
no longer be efficient or effective. Now is the time
to find ways for training on a strategic employeequalification process-one that builds individualized
workplace competence toward strategic goals. Let's
explore how training and development processes
can become part of the systems approach to asset
management and conform to the ISO 550001
Standard.

Competency development
Begin by thinking beyond the activity of training to
the goal of training, which is to build competence.
Competence can be defined as "a cluster of related
abilities, commitments, knowledge, and skills
enabling people (or organizations) to act effectively in
jobs or situations."
So, what would a systematic approach to
competency-based training, education, and development look like? Start with these recommendations
for six basic elements of a Competency Development
System based on ISO 55001:2014 Asset Management Standard requirements. These elements aren't
sequential or linear. They're interdependent.
Organizing for Training Management. Strategic
alignment assures that training is truly focused on
business goals. Components should include:
■ a strategically focused training organization
charter
■ a training- and development-systems leader
■ training-program and materials developer(s)
■ instructors/trainers/coaches/mentors

MAINTENANCE TECHNOLOGY

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records management, document control, and
change management.
Defining Development Roles & Responsibilities.
Training and development activities for building
asset-management competence must be directly
linked to business goals and specific job-performance
requirements. Actionable components should
include:
■ overview, i.e., job role, classification, qualifications
■ asset-management competencies (see "IAM
Competencies Framework," from the Institute of
Asset Management, theIAM.org)
■ general duties, i.e., responsibilities, accountabilities
■ specific asset-management-related job-performance requirements
» duty-task analysis (duty-task list), frequency of
performance, difficulty/criticality ratings
» standards, references, and resource materials,
i.e., policy, procedures, job methods, work
instructions, certifications, and license
requirements
» updating of asset-management-related job
methods and procedures.
Establishing a Training & Qualification Process.
The most intensive element is dedicated to training
activities and assuring qualification of individuals
completing the training. Components should
include:
■ skills/knowledge verification, assessment
» qualified to perform
» development opportunity.
■ training and development plan/schedule
» business priorities and needs
» individual needs
» training/development schedule.
■ job-role instruction
» assigned instructor/trainer/coach/mentor
» duty-task referenced, i.e., standards, references,
and resource materials, job-task breakdown
» job instruction/development, i.e., classes,
on-line instruction, seminars/workshops,
self-study, on-job training/development.
■ on-job performance qualification
» duty-task referenced
» performance demonstration
» qualified/not qualified
» periodic re-qualification.
AUGUST 2017

http://www.theIAM.org

Table of Contents for the Digital Edition of Maintenance Technology August 2017