Product category:
Machine Safety Components
News Release from: Pilz Automation Technology | Subject: Safety consultancy
Edited by the Engineeringtalk Editorial
Team on 30 January 2004
When a rigorous approach to competency
is needed
Competency is a concept that is often viewed in a relaxed way: people who have been promoted to a certain grade might be assumed to have achieved the competency necessary to perform the tasks.
Competency is a concept that is often viewed in a relaxed way: people who have been promoted to a certain grade might be assumed to have achieved the competency necessary to perform the tasks However, when it comes to health and safety - and machinery safety in particular - a more rigorous approach to competency is now required
This article was originally published on Engineeringtalk on 26 Jan 2004 at 8.00am (UK)
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IEC61508 (Functional safety of electrical/electronic/programmable electronic safety related systems), for example, requires personnel working on electrical, electronic or programmable electronic safety-related systems to be competent to perform the task required of them, and this competency needs to be demonstrated.
Because of the critical nature of competency, it is advisable for companies to manage the competency of their staff and the organisation as a whole, which implies the assessment of individuals and an entirely new management process.
Pilz Automation Technology has recently completed the implementation of its own competency management scheme, which included the creation of competency models, competency maps, an assessment programme and a competency management system.
This scheme can easily be adapted to suit other organisations where machinery safety is an issue, bearing in mind that there are no hard and fast rules for competency management, as is illustrated by the fact that the HSE is currently understood to be reviewing its own scheme.
At the heart of the Pilz competency management scheme is the set of competency models that has been created, one for each engineer.
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A competency model is essentially a list of competencies that are needed to perform a job effectively.
It is not expected that the engineer will already have achieved all of the competencies in the model, but the goals should be challenging, yet achievable.
There are three types of competency, namely knowledge, skills and attributes.
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Knowledge, for example, might relate to standards and regulations, skills could relate to the ability to design electrical schematics, and attributes would include team working and communications skills.
Another way to look at the competencies is as task-related competencies (such as technical skills and knowledge) and function-related competencies (such as behavioural skills and an ability to work with others at all levels).
When comparing the engineer's competencies with the competency model there are three levels that could be achieved: knowledgeable, proficient and advanced.
At the knowledgeable level the engineer will be able to demonstrate knowledge of the particular competence and an understanding of how the competence is used in the workplace, but the engineer will be working under supervision.
If the engineer's competence is assessed as "proficient", generally he or she can demonstrate a sound level of understanding of the required competence, experience (such as by records, courses or projects), and the engineer will have the confidence to work unsupervised.
In order to have a competence assessed as "advanced", the engineer must be able to demonstrate a thorough understanding of the competence, will be capable of performing the competency fully and independently, and can act as an advisor, supervisor or trainer.
For each competency, there is a defined performance criteria and then two statements relating to a lower and upper level (typically they will correlate to a technician and an engineer - or those who possess the knowledge and those who are also able to apply it).
Note that we have discussed here the competency of engineers, as this corresponds to the scheme implemented in-house at Pilz; manufacturing organisations would most likely also manage the competency of managers, operatives and technicians.
Interestingly, competency models can additionally perform a useful role for managing human resources, such as in building profiles or job descriptions during recruitment campaigns, or when assessing staff for promotion.
While the competency model exists as a means by which the individual's required competencies can be identified and assessed, a competency map is necessary to show the route from the existing competency level to the target competency.
This is likely to include training courses that will provide the required skills and knowledge.
An assessment of competencies is carried out by reviewing evidence presented by the candidate.
The evidence may take the form of documentary evidence, a witness testimony, oral evidence, observation, skill tests or project work.
Evidence can be assessed either subjectively or objectively.
Note that the assessor does not need to be an expert, as expert witnesses can be called on where appropriate, but the assessor must have the ability to identify and collect the evidence, as well as being in a position to advise on training and personal development.
Many companies already have personnel who are NVQ assessors qualified with D32 and D33 (assessor award A1), and such personnel will be suitable as assessors for a competency scheme.
Of course, the competence management system also requires that a verification process be used to ensure that the competence assessments and the results comply with stated criteria.
Other important aspects of a competence management system include a management structure that allows the competency scheme to be reviewed to ensure that, for example, the defined competencies and associated range statements continue to reflect the company's requirements, and that the stated competency policy continues to operate in the required fashion.
Clearly it is not a simple matter to draw up and implement a competency scheme from scratch.
However, having completed its own scheme, Pilz is able to assist companies as much or as little as required in the creation of new schemes.
This can remove the uncertainty associated with introducing a concept that is still new to many people, as well as allowing a competency scheme to be implemented with as little input from company personnel as possible, should resources be limited.
Alternatively, Pilz can take a hands-off approach, leaving the company to carry out almost all of the work, but under the watchful eye of a Pilz consultant.
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