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Effective and Engaging Industrial Skills Training

Industrial Maintenance Manager (Tesla)


Maintenance Management

  • Introduction to Maintenance
    • Whether a ship at sea, a car in your driveway or an 800 MW electrical generator at a power plant, all equipment is subjected to wear. Sometimes the wear is in the form of corrosion from exposure to chemicals or harsh atmospheric conditions. Sometimes it is due to friction or heat. Continued wear eventually results in failure of the equipment. Equipment is designed to perform a specific function over a defined time period. Excessive wear reduces the lifespan causing early failures. Whatever the cause, it is the inspection, repair, and replacement of components, known as maintenance that keeps the equipment running. 
  • Condition-Based Maintenance
    • Condition-based Maintenance, or CBM, is the process of measuring and analyzing a parameter that has a direct relationship to the health, or operational, condition of equipment. The goal of CBM is to identify and correct equipment degradation prior to failure. CBM is also known as condition monitoring, or performance monitoring, or Predictive Maintenance, which is abbreviated as PdM. There are a wide range of predictive technologies that support CBM. The table highlights typical applications for some of the more common predictive maintenance technologies and their applications.
  • Parts Management and Inventory Control
    • Parts management and inventory control are essential parts of every industry. Decisions concerning parts and inventory must involve an effective management program. Without this program, major shutdowns, diminished safety, lost costs, and environmental crisis may plague your business.
  • Preservation
    • Numerous items may be required to be kept in storage for many years. It is essential that proper methods of storage and preservation be applied so that items do not deteriorate, lose some of their properties, and/or become unusable.
  • Preventive Maintenance Programs
    • Periodic maintenance, performed to extend the life of equipment and reduce operating costs, is known as preventive maintenance. When you change the oil in your car, it is preventing premature failure of the engine. Your mechanic may tell you to change it every 3000 miles. Where does this number come from?
  • Workflow and Controls
    • An important part of maintenance is a structured control program. This program provides a means to provide instructions for the maintenance technician through work orders. Work order results are recorded to provide a history of performance both of the technician and of the equipment. Performance of maintenance is scheduled for equipment access, cost control and to maximize equipment uptime. Planning the performance of jobs allows pre-staging of parts, tools and even pre-briefing of technicians on performance of work to increase efficiency. Tracking of performance through a series of key performance indicators will allow continuous improvement of the maintenance organization. 
  • Procedure Writing Best Practices
    • Procedure writing is both an art and a science. Well written procedures reduce the number of errors and omissions in operations and maintenance, as well as assist less experienced personnel to perform complex tasks efficiently and effectively. 

Organization-Based Maintenance Systems

  • Overview of Reliability Centered Maintenance
    • Reliability centered maintenance or RCM can be broadly defined as a maintenance planning process used to determine the maintenance requirements of physical assets in an operating environment. This module explores the features of the RCM process and key aspects of the methodology to implement it.
  • Total Productive Maintenance
    • Effective maintenance planning, particularly proactive planning, is tantamount to success in the modern workplace. Ensuring employees understand how to care for their equipment day to day and during infrequent operations and maintenance will extend its lifecycle and lessen wear. An effective maintenance planning program can minimize unplanned facility downtime and be coordinated with operations to save money during planned shutdowns.
  • Workplace Organization – 5S
    • The workplace environment is important for every aspect of daily operations.  However, being unorganized can result in significant product loss, reduced employee morale, and increased company costs.  The 5S Methodology exists to help establish a streamlined environment where work is processed fluidly with minimal to no interruption. 

Quality and Process Improvement

  • Balanced Scorecard
    • In the 1990s, companies were looking for ways to transition from the Industrial Age to the competitive Information Age. As organizations attempted to compete, they tried a variety of methods- Total Quality Management, Lean Production, Employee Empowerment, and Reengineering- each with varying levels of success. The Balanced Scorecard method was derived from companies' visions and strategies for success.
  • Introduction to Six Sigma
    • While Six Sigma has many tools that can be used in the development and improvement of both products and processes, this module will focus on the area of process improvement. Process improvements are very important for a company’s ongoing success and analyzing operational data can significantly enhance operating efficiencies. The methods and tools described in this module will help you understand the basic approach to any process improvement initiative.
  • Six Sigma - Introduction to DMAIC
    • Six Sigma is a scientific methodology used to improve customer satisfaction and reduce product variation. Six Sigma can be broken down into different areas of focus, such as process improvement, process generation, and process management. In this module, the process improvement area of Six Sigma, known as DMAIC, will be discussed.
  • Six Sigma - DMAIC Tools I
    • DMAIC is an acronym that stands for Define, Measure, Analyze, Improve, and Control. These are the phases of a Six Sigma process improvement project. Various analytical methods are available to a Six Sigma team for discovering problems, analyzing situations, and improving business processes.
  • Six Sigma - DMAIC Tools II
    • Developing and applying solutions to known root causes can be simplified through various techniques, some of which will be discussed in this module. It is important to know what techniques to use for each situation if the project is to achieve optimal efficiency and success.
  • Introduction to Lean
    • In the 1990s, companies were looking for ways to transition from the Industrial Age to the competitive Information Age. As organizations attempted to compete, they tried a variety of methods- Total Quality Management, Lean Production, Employee Empowerment, and Reengineering- each with varying levels of success. The Balanced Scorecard method was derived from companies' visions and strategies for success.
  • Statistical Process Control
    • Statistical Process Control is a system that employs methods of statistical analysis for determining and monitoring process variability. Statistical Process Control, or SPC, was developed by Dr. Walter Shewhart in the 1920’s and later further pioneered by Dr. W. Edwards Deming. SPC is used for process monitoring to determine areas of process instability. SPC also serves as an early detection system to predict future performance.
  • Total Quality Management
    • Total Quality Management, or TQM, is a concept focused on ensuring that quality in production and services remains a driving force in the business model. TQM was the first philosophy to focus on quality from the customer’s point of view as the driving factor for an organization’s definition of product quality.

Personal Effectiveness

  • Coaching
    • The textbook definition of a coach is “one who instructs or trains,” though it’s really much more than that. Coaching is an ongoing exchange between two people during which one imparts knowledge and experience to the other through a positive and supportive emotional bond. When successful, coaching is beneficial for both parties in many ways. Although, there are many different types of coaching, this module will focus on business coaching.
  • Delegation
    • The ability to successfully delegate projects is the most important skill a leader can possess. Delegation isn’t just a matter of telling other people what to do. It is a development tool that will, when used correctly, save you time, develop and empower your team, and encourage promotion. In this module you will learn a few basic techniques to delegate tasks more efficiently and ensure that you are giving the right jobs to the right people.
  • Effective Listening in the Workplace
    • The most significant way to improve communication in the workplace is to recognize the importance of listening as the most valuable element of interpersonal communication skills, and make it an integral part of your team’s environment. Active listening goes well beyond the act of simply hearing. It is a technique which involves giving the speaker your undivided attention without interrupting, and observing their body language for non-verbal messages. This module is designed to teach you the basics of effective listening and solutions to common mistakes in the verbal communication process.
  • Effective Written Communications
    • Effective Communication, particularly through the written word, is tantamount to success in the modern workplace. Flawless communication helps build teams who share trust and respect. It also fosters learning and develops a forum for sharing ideas and reaching a common goal. By learning a few basic writing rules – and learning to use clear, concise language – you can become a more effective communicator.
  • Group Decision Making
    • Every day, managers are faced with various decisions that concern both their employees and customers. Some decisions are simple, such as assigning tasks, while others are more difficult, such as finding a new supplier or cutting expenses. Understanding that decision making can be a process instead of a single event allows managers to attack problems of varying complexity with an arsenal of analytical tools and diverse perspectives.
  • Basic Business Finance
    • In the business world, there are many different areas that must be considered in the management of daily activities and long-term planning. These areas include facilities and equipment, safety, regulations, product shipping, information handling, supplier and employee issues, and the financial needs of the company. Since the accounting and financial side of the business is so important to the handling of other issues, we need to understand how it functions.
  • Project Management Fundamentals
    • Project management is the application of processes, skills, tools, and techniques to achieve a desired result. For some, the term “project management” conjures up an image of rigid forms and software systems that waste time and slow down a project. Actually, the opposite is true - projects fail because of a lack of project management.

Workforce Training

  • ISD Overview
    • Instructional Design (ID), or Instructional Systems Design (ISD), is the scientific method used to create a learning experience that makes the acquisition of knowledge and skill efficient, effective, and engaging. Instructional design is historically and traditionally rooted in cognitive and behavioral psychology; although, learning theory has now emerged as a distinct field.  The ISD process requires: Determination of the current state and needs of the learner (needs assessment) Definition of the end goal of instruction (objectives) Creation of a learning "intervention" to achieve the objectives (learning content)  Ideally, the process is based on sound methodologies. Additionally, the outcome of the training intervention may be directly observable and measured
  • Training Analysis
    • Analysis provides a method of responding to changes in human resource requirements, solving job performance problems, and learning from production experience. Analysis begins by gathering the facts needed to make informed training development decisions. It is necessary to gather facts and ensure that concerns can be resolved through training. If the facts confirm a valid training need, job analysis uses existing job data and employees to identify and rate job tasks. Tasks rated difficult and important are selected for training. Exact methods of correct performance and underlying competencies are then determined through task analysis for the selected tasks.
  • Design of Effective Workplace Learning
    • The Design phase of the ADDIE model uses the task performance information collected during analysis to specify, in measurable terms, the knowledge, skills, and abilities that training will develop in the employee. Job performance measures are prepared for each task. Defining how individual tasks are performed focuses training development efforts and supports in-plant training and qualification. Performance objectives are developed for groups of task-related knowledge and skills. The performance objectives define what action the employee must perform, under what conditions, and to what standard. Tests are produced to ensure that the objectives are evaluated in a reliable manner. Design ends with development of a training plan. The work product from the design phase is the Content Design Document, or CDD, that is used as the basis for content development.
  • Practical Training Development Methods
    • Now that we’ve covered the Analysis and Design phases, the Development phase of the ADDIE model can begin. As discussed previously, development commences based upon the selected delivery strategy outlined in the Content Design Document, or CDD. There are certain commonalities of all development efforts; specifically, each learning object will be based upon the following:  Create a Prototype  Develop the Course Materials  Standardized Review and Revision Process  Testing/Piloting Process The amount of time spent on each step will be dictated by the project type and client expectations. For some projects, an extensive prototype development must take place first before the client signs off on moving forward with the entire project. Other projects will require a more intensive pilot session or development of the actual course materials.
  • Implementation of Workplace Learning
    • Implementation is the process of putting training programs into operation. It begins by activating the training plan, specific to the learning strategy. For example, for instructor-led programs, instructors are selected and trained, and the availability of employees, facilities, and resources is confirmed. Facilities are evaluated and prepared for instruction, and the material fulfillment process is initiated to ensure participant materials are printed, bound, and shipped in a timely manner. Implementation of eLearning programs are more focused on selected platform deployment and assignment of the learning to the target audience. Learner assignment, management, and tracking are accomplished through the platform. However, in some cases, the platform for a specific client has not been selected or needs to be evaluated for suitability for the type of online content to be deployed.
  • Training Evaluation
    • The ADDIE evaluation phase helps companies measure a course's impact on their learners. In industry, evaluation ensures training's ability to continually produce qualified employees. Monitoring learner performance, equipment and procedure changes, and production experience helps maintain and improve the training program. It is the dynamic process of assessing performance, identifying concerns, and initiating corrective actions that ensures the achievement of the program goals. Completing evaluation steps produces the performance data and feedback that is vital to any training system. In most cases, evaluation does not add much additional cost to the training project. Training evaluation should take place immediately after course implementation, and additionally, a few months later.

Green Sustainability

  • Concepts in Green Purchasing
    • Concepts in Green Purchasing introduces green purchasing and the ways that an organization can implement this concept.
  • Energy Ratings and Audits Defined
    • Energy certification of buildings is a key policy instrument for improving the energy performance a building. This course, Energy Ratings and Audits Defined, explains why energy certifications and audits are critical in achieving better building performance and describes some common energy standard organizations.
  • Energy-Efficient Systems
    • Energy- Efficient Systems discusses the benefits of implementing energy- efficient systems and examines the true costs of building green; taking into account operating costs, health benefits, comfort levels, environmental benefits, and the future value of properties, not just initial build costs.
  • Green Building Adding to the Bottom Line
    • The Green Building Adding to the Bottom Line course identifies the benefits of high-performing green buildings.
  • Green Building and Renovations Defined
    • This course, Green Building and Renovations Defined, explains the concept of a green building, or the practice of increasing the efficiency with which structures and their sites use energy, water, and materials.
  • Green Certification and Standards
    • This course, Green Certification and Standards, discusses green certification through LEED and other organizations that publish green building standards, including FGBC, Green Globes, BREEAM, ISO, and Energy Star.

Industrial Maintenance Manager Exam

  • Step 1: IMM Registration Form
  • Industrial Maintenance Manager Exam
    • The TTS' Industrial Maintenance Management (IMM) certificate program is for skilled-trades professionals, who are progressing into a supervisory/managerial role in the operations and maintenance industrial environment. The program includes a 110 question assessment. Individuals are required to pass the assessment with a 70% or greater to receive an official IMM certificate.  Individuals must also demonstrate two (2) years of experience working within an operation and maintenance environment, or supplement four (4) years of education (Bachelor’s degree or equivalent) in a related field of study.
  • Industrial Maintenance Manager Certificate

Industrial Maintenance Manager