Automation has reduced the number of operating staff required to carry out physical tasks. But this has been accompanied by a significant increase in the technical expertise necessary to maintain these complex systems. The demands on employees’ knowledge are now much greater than ever before and expectations are much higher. Machine operators of 15 years ago would use relatively simple equipment. Their training tended to be simple and hands-on: they would read the manual and "stand next to Nellie" for a day. In this way, they would get all the information they needed and learn from an experienced operator.

The machinery now being used in many of the automated plants is far more complex and technical. Operators need to have a much wider knowledge and understanding to maintain a safe and productive work environment.

They need to be qualified with at least 5 GCSEs, usually at grades A* to C, when they start. The company will expect them to develop their knowledge further on a part-time basis by taking relevant vocational qualifications such as National and Scottish Vocational Qualifications (NVQs and SVQs). Some examples are Process Operations Levels 1 to 3, Engineering Maintenance Levels 2 and 3 and Packaging Operations Levels 1 and 2. This has led to a change in expectations - both the companies and the operators now demand more. In particular, the operators are demanding a much improved and clearer career ladder to match their abilities.

Any investment project must show clear returns and companies are now looking for ways of measuring the returns from the investment in training. One way is to use Statistical Process Control (SPC) to measure data and trends. Improvements to productivity or product quality include:

• increase availability of machinery by reducing downtime (the time when machinery is not producing anything)
• improved commissioning of machinery (the time it takes to set up new machinery)
• improvements in quality
• reduction in cleandown (the time it takes to clean or change machinery)
• reduction in changeover times (the time it takes to change machinery)
• increased throughput rate (the quantity of product produced per month)
• continuous improvement

OEE = Yield x Rate x Availability

Typical figures for pharmaceutical manufacturing would be:

98.5% x 65% x 85% giving an OEE figure of 54%

There is more information on OEE and how it is calculated in Resource 9.

There are also less tangible improvements which are more difficult to measure. For example, training often increases employees motivation and job satisfaction. This benefits worker and company alike.