- By Blaine Williams
- September 21, 2023
- Emerson
- Feature
Summary
Companies are investing in their employees to ensure they have the knowledge and skills necessary to do their jobs efficiently and effectively.

Many process plant managers would like to upgrade the skill levels of their existing personnel and quickly get new hires up to speed, but this is often a challenge. Even if they can find qualified engineers and technicians, they may have little or no practical experience in an actual process plant production environment. They may have a strong foundation of theory gained in a classroom, but that won’t be sufficient to deal with an upset in a distillation column, for example. And for both types of employees, time is often of the essence, so they need to be brought up to speed quickly, without placing an undue burden on existing staff.
Working in a plant environment presents real-world effects and consequences. The facility is there to produce quality products safely and profitably in the quantities required. If a process plant has no choice but to depend on inexperienced people, maintaining production can be threatened, or worse, a novice may not realize the potential for cascading effects and damage from what appears to be a modest adjustment, or a minor repair.
A contributing factor to the problem is that experienced workers have a high degree of mobility these days due to many years of cutbacks, compounded by the continuing wave of retirements from the baby-boomer workforce. The onus is on companies to create an environment where people want to work in a facility that is safe and for a corporation that has earned respect with the public. Paying well is critical, but workers must see opportunities for advancement, or they will often go elsewhere to get it. Companies that retain the best people provide paths for upskilling and promotions to avoid creating dead-end jobs.
So, how does a new person or someone who started in an entry-level position gain skills in a way that is equivalent to extensive time in a plant, but in a condensed timeline? Can years of knowledge gained on the job be compressed into a shorter period? Answering that question must begin by thinking about how people learn, both in general and the skills necessary in this context.
To be even more specific, we’ll concentrate on the needs of new recruits moving into mid- to senior-level positions of operator, engineer and technician; positions that frequently require some level of technical training. Prospects may bring a four-year university engineering degree, training at a community college, or something in between. The common element is a lack of real-world experience in an operating plant, or at least a lack of experience applying such technical skills in situations capable of affecting production.
The training vs. experience challenge
Formal education, including university and technical school programs (Figure 1), is critical because it provides the foundation for knowledge more specific to a given process industry sector or individual workplace.
But according to research and studies, specifically the 70:20:10 Model in Learning & Development created by Morgan McCall and his colleagues Robert W. Eichinger and Michael M. Lombardo in 1996 at the Centre for Creative Leadership, technical training constitutes about 10% of how people learn. So where does the other 90% come from?
According to the report, 70% is workplace learning, or on-the-job training. Another 20% is from coaching and mentoring, much of which is informal between supervisors and other workers. A good worker will learn and retain something from every task. Unfortunately, this can take a lot of time in a working plant environment since production is the primary objective and personnel development must take a back seat. For example, how practical is it to train a new employee on a unit startup procedure if no shutdown is scheduled for another two years?
Simulators versus hands-on
Advances in automation have provided amazing digital twins of facilities, such as Emerson’s Mimic Simulation Software, that are able to support all manner of what-if inquiries and allow experimentation with process changes. They can also serve as training platforms, allowing novices to see the effects of process adjustments, or deal with upsets, all without affecting actual production. This is an excellent way to train for those rare occurrences when it is necessary to have workers ready to assist with procedures they have not previously experienced. However, this only goes so far as it exists on a computer screen, and many facilities simply don’t have this kind of capability.
There is a world of process plant equipment that is universal to process environments and not proprietary to a specific facility or unit. We refer to these as components, and they are part and parcel of virtually every process manufacturing facility:
- HMI software
- Controller hardware
- Controller programming software
- Process instruments
- Analyzers
- Field device I/O
- Motor control
- Valves and actuators
- Networks
- Asset management software
- Calibration management software.
Process plant technicians and engineers should have a working knowledge in most of these areas, and the basic practices associated with these are widely transferrable to any location since they apply anywhere. Traditionally they would have been taught to new workers using hands-on training in a role-appropriate approach through an apprentice type of program. Unfortunately, these programs have faded away in many environments, leading to a search for alternate approaches.
Mixing studying and doing
Professional educators have been working with Emerson Education Services & Training for many years to develop programs that help companies upskill and improve their personnel, similar to how they improve their plants using automation. As plants become more sophisticated and gain new capabilities, so must the individuals supporting them.
Over the years, this has included an enormous range of courses related largely to the component topics listed earlier, and these are all areas where Emerson offers broad product lines. This allows client companies to choose the areas where they find the greatest need, allowing them to zero-in on topic areas where their personnel need the most development. Offerings include every imaginable option for classroom, online, episodic, self-directed and one-on-one training (Figure 2).
The most effective form of training for increased retention is learning by working with the actual equipment, and the automation and instrumentation components found in process plants. An example of this can be found in one of Emerson’s Interactive Plant Environments (IPEs), located in Charlotte and Minneapolis. These locations include classrooms supplemented with comprehensive, hands-on training facilities capable of simulating a working process plant environment (Figure 3), but without the hazards. Each IPE closely simulates actual plant conditions, with real-world hardware and software:
- Oil- and water-based batch processes with multiple tanks, plus valves, pumps, etc.
- Mix of legacy and current devices.
- Hundreds of wired and wireless devices, each with associated I/O tags.
- Real-time control via Emerson’s DeltaV automation system and HMIs.
Working with this equipment while interacting with expert instructors, students learn about real-world plant applications through direct hands-on experiences. Learners confront real-life scenarios and problem-solving situations, such as:
- Does the range on this Rosemount 3051 Pressure Transmitter need to be adjusted? Here’s a HART communicator, let’s go change the configuration (Figure 4).
- Why is this tank filling so slowly? What valve or VFD needs to be adjusted to correct the flow?
- Where do we find the value for this temperature point on the HMI? Is that the best place to display it?
The situations allow instructors to act as mentors, imparting knowledge gained via their work within process automation.
This type of training helps learners develop an integrated relationship with the entire process, simultaneously strengthening application learning. They must think critically about the application to ensure specified devices are providing operators with accurate data, so the connection extends beyond an isolated instrument and its wiring, reaching to understanding how devices interact with the entire process. Compared to theoretical or individual component training, learning on real equipment helps illustrate direct relevance to plant operations, showing causes and effects that may be difficult to see in a working plant environment.
Attendees have responded positively to Emerson’s training offerings, as evidenced by the following quote from a chemical company attendee, “Outstanding week! Increased troubleshooting skills with technologies and solutions. I learned more in three days than in the past six months.”
Attendees from various energy companies also reacted positively to the training environment, with comments like this one: “Training was very interactive with each participants sharing their knowledge. That helped to learn new things and kept five days of the training very active.”
More information regarding Emerson’s training services is available in this short video.
This training approach is increasingly being used to supplement and improve upon on-the-job training as it’s often a better fit for the staffing levels, expertise and workloads found in today’s process plants. This physical environment has proven to be very effective as it allows students to learn by doing in a hands-on manner, bringing them up to speed quickly with learning directly applicable to improving their job performance, potential for promotion and operation of their plant.
All figures courtesy of Emerson
About The Author
Blaine Williams is a senior global education manager at Emerson, managing Emerson’s Interactive Plant Environment in Minneapolis. He has held roles in sales, global education and customer experience over his 16 years with Emerson. Williams holds a BS degree in Industrial Technology from the University of North Dakota.
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