Do it - and be recognised

The Qualifications Framework is instrumental in integrating training and qualifications with normal business activities. Jeremy Thompson of the Performance Improvement Centre describes the Framework in action at Carter Holt Harvey’s Kinleith plant.

A similar approach to on job training and assessment is described in the publication Company Use - the National Qualifications Framework and the Workplace, available from NZQA and Skill New Zealand.

The upgrade of the Number Six paper machine and construction of a recycled Fibre Plant at Carter Holt Harvey’s Kinleith Mill provided an exciting opportunity to achieve a complete national qualification based entirely on the implementation of this massive project.

One of the challenges of the project was to train all staff prior to construction and commissioning so that production down time could be minimised. This was especially important in an operation that runs twenty-four hours a day.

A team of seven operators and one instrument technician had been assembled to prepare training manuals and deliver training for the project. Over a period of 15 months, these people acted as Subject Matter Experts to a team of three writers and a graphic creator from Performance Excellence. The project was facilitated and monitored by Ray McCully, a production superintendent assigned to the project.

The project team would have to write and design all operating manuals and all training sessions, deliver formal and informal training, carry out on job coaching and assess and record training outcomes. To get the best result meant doing things differently. A competency- based training model was adopted and information-mapping layouts used for the manual. Making training fun was seen as a key outcome, so good trainer skills and interactive training were team goals.

Manuals had to be created from process drawings, vendor material, and information from a similar plant in the United States. At the same time new training skills were developed.

This was a huge project to be completed in tight time frames with enormous cost implications for performance. It became clear that not only were job skills to change, but the culture and expectations of the operators had to change in order to meet different performance expectations.

As the team started to come to grips with the project, it became apparent that their work could take them a long way towards credits for a level 4 National Certificate in Adult Education & Training.

This project was a wonderful opportunity to observe how the intentions of the Qualifications Framework could be applied in a workplace setting. What were the opportunities and challenges in recognising valid experience as defined by the unit standards and how effectively could this be done? Carter Holt Harvey gave its full support to the idea and individual training contracts were arranged with FITEC, the forest industry training organisation.

The Performance Improvement Centre (PIC) was contacted to scope the qualification project and ensure its feasibility. They worked with each team member to identify their learning and evidence-gathering plans.

With this stage complete, the project could be planned in detail.

The project had to be managed alongside the real work of the mill. Evidence gathering came second to production. One of the biggest challenges was the lack of time to complete paperwork while training was taking place. The majority of this work had to be completed after the long hours involved in starting up the new plant.

The biggest challenge for PIC was translating the language and expectations of the unit standards into the world of pulp and paper operators and part-time trainers, without compromising the standards. The pulp and paper industry has its own culture and language and so does the training industry. Moving between the two was a big challenge. Although trainers were carrying out roles defined by the standards, they had never used the language of training to describe or analyse what they were doing. This project, therefore, had a large culture change component which involved accepting, recognising and working to another view of the world.

This project has proved a success. By November 1998, eight of the nine Carter Holt Harvey team members had completed their level 4 National Certificate in

Adult Education & Training. It is clear at this early stage that there has been value for Carter Holt Harvey in the project.

Peter Cook, trainer: “It was definitely worth putting in the extra effort. Working together as a team you could see that things just progressed better and faster.”

Matt Veldhuizen: “I really enjoyed being a trainer. You not only help other people gain knowledge but you learn and up-skill at the same time.”

An operations manager: “Being assessed for the level 4 Certificate raised the already high level of training.

In addition, the support and sharing of ideas standardised the training to a much greater degree. The thoroughness of the trainers’ approach created a strong message to the people being trained - we are serious about this project.”

Now that commissioning, training and familiarisation are complete, the project moves on to assess competencies throughout the plant. This will then lead to an evaluation of the project in detail.

At a presentation attended by FITEC, PIC, the writers and the Kinleith management team, the efforts of the project team were formally recognised.

Mill Manager John Daly (formerly with US company International Paper): “There is no equivalent qualification system in the United States. It is very rewarding to see and assist our people to get nationally recognised qualifications as a result of doing their work to a high standard.”

The success of this project was really the result of a number of factors.

• There is a limit to the interventions that an external consultant can make so there must be a champion for the project on the site. To ensure success, enormous support for the trainers was needed. Ray McCully’s development of a project team culture enabled the team to be self-critical and to learn from the process.

If they had kept their operators’ hats on, they couldn’t have achieved such success.

• The importance Carter Holt Harvey placed on the successful upgrade of the plant gave energy and, most importantly, a focus on quality. A desire to improve on previous rebuild projects also helped.

• Time frames are important. The training project had to meet deadlines in providing evidence requirements. Without this, written work falls into the too-hard basket, especially as production requirements will always come first.

This has been a challenging and worthwhile project for all involved. There is no reason why similar results couldn’t be achieved by other organisations using external providers to manage the qualification process. All it takes is a commitment on the part of the organisation and the individuals concerned to make it happen.

The Performance Improvement Centre is part of the Auckland College of Education and specialises in consultancy and professional support for training and development practitioners. PIC is a registered private training establishment and accredited to assess for the Qualifications Framework.

Photo courtesy Carter Holt Harvey