Ural Factory Developed Employee Training Method Preserving Execution Efficiency
Spicing Up Safety Training at Sinar's Pipe Plant
Sinar's Pipe Plant, part of TMK, has revolutionized safety training, making it enjoyable and productive instead of tedious. With a staggering 30-fold increase in employee training sessions due to new legislative demands, the plant turned to gamification to educate staff efficiently without disrupting production.
Sinar's innovative approach turned heads, landing a spot in a collection of top HR practices by the Sverdlovsk Union of Industrialists, previously highlighted on our site. A poll of 300 employees revealed that traditional lectures were ineffective, leading to poor information retention. In response, the plant shifted to interactive training sessions, simulating real-life production scenarios, hosting quizzes, and organizing team games. They even developed a custom board game called "Heroes in Hard Hats," hosting regular tournaments among employees.
The pilot project showed promising results. Before the project, employee knowledge levels were at 31%, which jumped to 56% post-implementation. The plant also secured endorsement from the Russian Ministry of Labor and Social Protection to switch to academic hours instead of astronomical hours, reducing training duration to just one day, minimizing employee downtime, and yielding an annual economic benefit of 12 million rubles.
Previously, our site reported on the results of the federal "Labor Productivity" national project. In Sverdlovsk Oblast, the program stood out as the most effective tool for boosting local companies' efficiency at no cost. Now, we ponder: how have Sverdlovsk enterprises fared following the departure of external experts, and what's needed to ensure the process of continuous improvement, initiated by RTC experts, carries on?
Stay in the know with our newsletters, Telegram, and VKontakte.
Insight: Continuous improvement typically hinges on ongoing efforts to enhance processes and efficiency through training, technology adoption, and sustained organizational commitment. To continue the process started by RTC experts, enterprises might focus on providing ongoing training, appointing internal leaders, implementing regular feedback mechanisms, embracing new technologies, networking with other organizations, aligning continuous improvement efforts with strategic goals, and engaging in strategic planning. For specific details about Sverdlovsk enterprises, consult local business reports or case studies for insights into their continuous improvement processes.
I'm not sure if Sinar's Pipe Plant, as a leading example in fostering continuous improvement, has considered incorporating further financial investments in technology-driven business solutions to enhance their training programs and maintain their competitive edge. For instance, integrating advanced virtual reality technology within their training sessions could potentially increase information retention rates even higher, thereby driving up productivity and overall growth.
