A major manufacturing supervisor job is providing each new employee with training. Most skills in a manufacturing company are unique to that company’s operations, requiring the manufacturing supervisor to create unique training points for their own crews. Even with this being the case, there are general guidelines any manufacturing supervisor can use to make their own training standards more useful and complete for each new employee.
A Manufacturing Supervisor Should Give An Orientation
Even when a company has a good orientation program, it’s good to introduce new hires with your own specific expectations. This is because a company’s orientation is general, giving policies regarding attendance, safety, broad work requirements, and behavior. A manufacturing supervisor will increase new employee success with a more targeted orientation, visit this link: https://organimedusa.com/.
A supervisor can create documents that cover what can be expected. Forms detailing training progression, safety, sanitation, attendance, and others, are easy to make. Authenticate them with lines for both the manufacturing supervisor and new employee to sign.
A Manufacturing Supervisor Should Give a Brief Tour
New employee training is improved by the manufacturing supervisor providing a tour of work areas. Show where the work happens, as well as related parts of the manufacturing plant. Also, make introductions to the people a new employee will be working with.
A Manufacturing Supervisor Should Utilize Experienced Workers in Training
Most skills in manufacturing can only be learned with practice and a good, experienced worker is the best teacher.
My crews tended to be large when I was a manufacturing supervisor, anywhere from 35 to 70 people. It was ideal for new employee training. A workforce this size will have five or six people to serve as trainers. Rotating through them kept me from leaning too hard on just one or two trusted workers. If at all possible, every supervisor should try the same approach.
The new employee can do most of the work while his trainer stays close. Let him make mistakes and messes. Manufacturing tasks require hands-on learning, there’s no better way to learn. A supervisor can provide a simple checklist for the trainer to make sure certain points are covered.
Allow about two weeks before setting a new employee loose. Also, communicate with the trainer to monitor progress, and trust their evaluation of how their trainee is doing. Keep in mind, however, that even after two weeks the new employee is still not an expert; he’s just ready to fly solo. Mistakes and messes will still be made as he is still inside the learning process.
A Manufacturing Supervisor Should Create a Progression Challenge
Now that the new employee has spent a couple weeks in training he has a better understanding of manufacturing and company jargon, skill sets, etc. It’s time to review what is expected for the remainder of his probationary status. Write down the expectations and give the trainee a copy for his own reference.
When it’s time for the first evaluation, usually given at the end of new employee probation, review the progression challenge and use it to evaluate how well the trainee has done.
These New Employee Training Techniques Work
What I’ve described here is a system that repeatedly proved itself. The process is documented, planned ahead, and the new employee knows what’s expected. He will learn quickly and be on his own sooner. And since a manufacturing supervisor can depend on one if his own experts as the trainer, the new employee has a greater chance to excel.
