Capital Equipment News December 2021

TRAINING

ment’s vehicles, which requires the customer to be trained along the whole user chain. “The operator must know how to oper- ate the machine in the correct manner so the data can be generated and captured; the fleet manager must receive training on how to interpret that data – where excep- tion reports and fault codes are generated or if driver abuse is presented, the fleet manager can analyse and use this infor- mation remotely to improve efficiency.” Company owners need a different filtered set of data and must be trained in interpreting it and in how the data can be used and applied. This will allow them to know whether the fleet is within the profitable cost-per-tonne range. “Further to this, we also need to train the dealers so that they can analyse the data and determine when services are due, be able to predict what parts are needed and plan to have them available in time. “As an OEM, Bell Equipment uses the data to improve the product to achieve better uptime for the end-user. The need for strong training regimes relates back to the use and interpretation of big data.” Customer training Van Jaarsveld says Epiroc plays a critical role in training its customers but notes that any knowledge imparted to an individual is around 10% gained through theoretical training, and 20% gained through coaching and mentoring programmes while the remaining 70% is only gained by on-the-job training. “Unfortunately, there is no substitute for experience,” he says. Van Deventer says that, as a training organisation, Epiroc plays a critical role in ensuring that its customers’ workforces are trained and developed on the equipment and technol- ogy offered to them. “We assist our customers with the rec- ommended profiles for either the operator or the artisan operating or maintaining the equipment. As a department, we also pro- mote and introduce the 10:20:70 training and development model to our customers, meaning that theoretical training alone or only practical, on-the-job training is not enough to become an expert.” He says the 10% training relates to the theoretical aspect, which is followed by the 20% from coaching and mentoring programmes. The individual then receives the remaining 70% of training through on-the-job exposure. “Using this model will ensure that, from the theoretical aspect to the physical work done by the trainee, individual development will have a greater impact in terms of retention as well as productivity

Epiroc plays a critical role in training its customers.

as well as how that relates back to sustainability and job security, are therefore critical to create the mindset shift needed in the industry,” says Van Jaarsveld. Badenhorst sees the building blocks of the 4IR as artificial intelligence, the use of augmented reality for training material, 3D printing and drones. “Big data and the Internet of Things (IoT) enhance the customer’s experience in the capital equip- ment sector.” He cites the example of Fleetm@tic, a data-driven digital interface on Bell Equip-

“Organisations should invest in detailed training needs analyses among the workforce to identify all training gaps and then build a training plan.”

Hannes van Deventer, Epiroc technical training manager, Parts and Service

“In South Africa, computer literacy plays an important role in the Fourth Industrial Revolution.”

Meltus Badenhorst, GMTechnical Services, Bell Equipment

“We need virtual eyes and ears where we once had people on the ground. These ‘eyes’ and ‘ears’ are provided to us by sensors.”

Eeje van Jaarsveld, Epiroc regional automation manager

TALKING POINTS

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