员工培训的新发展

员工培训的新发展内容摘要：

nes. Workers in each cell must have knowledge and skills to operate a variety of machines and know product requirements. Single purpose assembly lines are a thing of the past because the ability to do more than one job increases productivity, giving panies a petitive advantage. Traditionally, singleskilled training was highly specialized with centralized decision making. The “factory of the future” focuses on crosstraining and decentralized decision making. “Communication plays a major role in ensuring tasks are learned” In order to succeed in using multiskilled employees, a factory must train immediately, get employees involved, and get the support of top management. Training must address many issues such as planning, operating methods, munication flows, safety, etc. Communication plays a major role in ensuring tasks are learned. Additionally, stress and conflict must be overe for employees to be most productive. Through performing a variety of functions, the employee gains task identity and skill variety, creating increased motivation, work performance and decreased absenteeism. This is another form of continuous learning, as employees are learning not only their particular job but also those of their cellmates. This area of training has recently bee widespread but not a major training impetus. ManufacturerUser Another form of training is “manufactureruser”, which involves the vendor and supplier sharing ideas and information about design and implementation and having joint responsibility for training. Turning to the manufacturer for aid in training would seem a likely choice as it should know about the machine in use and its various functions. This form of training can result in more uptime, increased creative applications, manufacturer and customer satisfaction and improved design of machines. It is also a relatively inexpensive way to train because the supplier does not need to implement training programmes or hire outside consultants. Manufactureruser training asks for a training mitment from the supplier on entering into a buying agreement。 and the more cooperative and mitted the vendors and users are, the more productive the training is. It is believed that this type of training, although not used extensively, will gain a foothold in the next ten years. Goodyear Tire and Rubber Company is an example of a pany which initiated a manufactureruser programme with its suppliers. It requires its suppliers to enter into a training agreement on award of an equipment bid. A typical training agreement with suppliers requires:  Access to supplier’s plant by training poeple from Goodyear in order to prepare task analysis and training material.  Handson use for operators, maintenance workers, and managers. Classroom work, media, equipment and instructionare also used.  Training content matching specifications required.  Complete training before the equipment goes into operation.  A training representative of the supplier dedicated to fulltime training. Goodyear’s training is limited, teaching only a basic knowledge of how to use the equipment, then leaves training new or additional employees up to the supplier using trainthetrainer style mentioned earlier. Designing and Delivering Training Costeffectively There are three approaches to designing and delivering training costeffectively. The first is a systems approach, which ani。