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32 PCB007 MAGAZINE I SEPTEMBER 2020 some smaller pieces of learning. If it's training for a machine, identify who programs it, who sets it up, and who operates it. There are three different levels of training, and you need to do a full investigation before you jump in. Noland: As far as what we do and who we listen to when deciding what's go- ing to be included in train- ing programs, committees are comprised of many different members from various facets of manu- facturing. Their jobs range from those who are directly on the floor to up- per management and internal trainers. We try to stay current as far as manufacturing tech- niques, smaller size components, and different methods of soldering, manufacturing, and ca- bling. Then, we include that in the training ma- terials as best we can. Usually, training tends to be five years behind what's in the real world. It's a constant battle to keep up. But it helps having so many people on these committees who are vocal about changes and updates to the program. Dill: I also want to touch briefly on some of the new technology and equipment. With the la- bor shortages and some of the challenges we have—not just because of COVID-19—we see a lot more equipment and robotics going forward. The skill set for the permanent workforce will require higher-tech skills in robotics and pro- gramming machines and less hands-on stuff. Going back to Sharon's point about un- derstanding what the skills are, skill matri- ces and other tools are required to map out what's required for some of the newer equip- ment and technology. Then, companies can drive that back toward your training system and your training providers, whether inter- nal, external, or both. Technology is in a new phase that's going to dictate a lot of the skill set at that level. Johnson: Do you see requests to move the training toward programming and engineering functions? I'm assuming the smart factory en- vironment might create that need. Dill: It's more about what I read and hear from others. Many executive-level folks are plan- ning and budgeting for new technology. Un- fortunately, executives sometimes forget about the human side of skill sets and what some of the skill requirements are to make this work together. It's important to keep that in mind when we're going through our planning to make sure that we are prepared. One of the initiatives assigned to Jahr is to look at these newer technologies and requirements that some of our manufacturers need. This is not to say there isn't still going to be hands-on train- ing; it may be delivered a little bit differently than in the past, or in conjunction with some of the newer techniques. We see a shift toward more automation at this point. Turchan: From a more general manufacturing perspective—not just the electronics manufac- turing, but all manufacturing skill sets com- bined—I have seen from a number of com- panies that see around the corner and try to predict where manufacturing is going, as well as where those efficiencies can be earned. Some of them focus on mechatronics-type skills for Industry 4.0 and the smart factory, knowing that they have to change over and take a new approach with smarter employees. Some of them are very active in upscaling their current workforce because they know that the more that their employees know, the more effi- cient they can be, and the more they can adapt to the rapidly changing environment. Johnson: How much time should management set aside to build the manufacturing staff's skill set? The machinery has been purchased and is scheduled to arrive on the floor. Employ- ees will need to be ready to run it when that equipment arrives. How do you sync those two schedules? Montana-Beard: Once the equipment is there, you want the people to be receptive. They should already understand that it's not going Jamie Noland Jamie Noland

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