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130 SMT007 MAGAZINE I JULY 2019 5. Process Monitoring The challenge that every manufactur- ing company faces is uncontrolled varia- tion. While it's inevitable that the parame- ters of your operation are going to change in some ways from time to time, it's important to ensure that those variations are controlled and predictable. Ensure that you're always one step ahead of the game. Evaluating your process(es) to determine what factors have a higher impact on varia- tion is a must. Once you identify those factors that can induce higher levels of process varia- tion, then you need to closely monitor the out- puts of those factors. This is where process monitoring becomes a vital component of your operations. Process monitoring can be carried out in many forms. Here are common methods for process monitoring that have proven to be effective in many organizations: • Identify critical parameters for your operation and monitor these parameters via statistical process control. Not every parameter is critical so you will need to keep the list of critical parameters to a manageable number • Allocate adequate funding to invest in proper automated process monitoring systems when possible • Implement a process audit/monitoring program where qualified personnel can spot check critical operations constantly • Change the mindset on the production floor. Process monitoring should never be viewed as a method to blame the operator for errors; rather, it should be viewed as a tool to help operations personnel achieve success 6. Learning Culture Traditional training programs require peri- odic refresher training of procedures or work instructions with a certification exam at the end to demonstrate competency in the subject content presented. This approach brings value to organizations in reaching adequate levels of operator knowledge and compliance but does not create the level of learning that great orga- nizations foster. Achieving operational effectiveness requires a new level of engagement with employees by creating a learning culture. The first step in creating a culture of learning in your work- place begins with your leaders. Since they are reinforcing training initiatives, they should be supportive of a learning environment. All employees need to be empowered to reach their potential by continuously gaining new skills and knowledge via in-house mentoring or coaching or external professional develop- ment courses. Here are a set of practical guidelines that you can start implementing in your organizations to create a learning culture. • Offer leadership sessions to all employees. Everyone in the organization should be prepared to lead a team, project, or activity as opportunities present them- selves • Encourage employees to make decisions based on the knowledge they have gained. Challenge employees to apply newly learned knowledge in their current positions • Give feedback on employees' performance after they have learned new skills. New knowledge won't be retained unless it's applied in an employee's work function • Recognize learning. Employees who have successfully learned new skills and abili- ties should be recognized, and encourage others to follow suit SMT007 Alfred Macha is the president of AMT Partners. He can be reached at Alfred@amt-partners.com. To read past columns or contact Macha, click here.