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How OEMs can improve training

Respondents to Packaging World’s online training survey have a long list of changes they’d like equipment builders to make in their training programs.

Student internships can be used to help train potential employees, as in this Kraft packaging laboratory.
Student internships can be used to help train potential employees, as in this Kraft packaging laboratory.

Sure, most packagers would like machinery companies to make their training more effective and less expensive. But respondents to the exclusive packworld.com training survey in July and August offered a far more detailed list of suggestions.

High on the list of many participants was for machinery builders to offer ongoing training programs, not just training at the time of installation. A cosmetics company representative asked for refresher courses, as did many others. A pharmaceutical company’s representative wanted “on-site follow-up training after purchase and installation.”

A participant from a national frozen pizza maker sought not just follow-up training, but requested the same instructor. “It’s not until a machinery maker’s rep leaves that unforeseen problems arise. And it’s usually difficult to reschedule the same trainer due to his other obligations,” she said. “If follow-up conference calls, Internet communications or personal visits could be scheduled from the start, a lot of the fears of new equipment would be eased.”

Like many others, an industrial products company representative also wanted manuals available on the Web. That’s not surprising, considering that the survey was conducted on the Internet.x

A packaging professional for a mail-order company would like to see a philosophical change among OEMs. He requested “a greater understanding by OEMs to adapt their training to a company’s procedure, rather than expecting that a customer will adapt its process to fit their equipment.” A major food company’s representative had a similar criticism. “The training emphasis should be on normal function and troubleshooting, with less emphasis on sales pitches and ‘blaming the other guy.’ A maker of industrial products said it this way: “Training should be focused on the user application, not simply on machine operation.”

A representative of a medical products company would like to see two levels of training. “One would be the basic operational training on how to run the machine,” he said. “The other would be more technical and in depth for the support personnel.”

Too often, noted the respondent from a small food company, “training is viewed by the OEM as a necessary evil before the customer makes the final payment. It should be viewed as a proactive link between the vendor and the machine purchaser.” He expected “mutual gains when the customer is pleased not only with the machinery but with the overall understanding of its function, maintenance, software and integration capabilities.”

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