Trailblazing training techniques

Producing an array of GRP parts and moulds, resin transfer moulding and patternmaking for a host of applications, MPM invests a great deal of time and energy in building and developing a team committed to its vision. The company also takes a great deal of pride in its apprenticeship training programme to ensure its staff are ‘oven ready’ to undertake the latest technical composite materials production processes.

Q) Please bring us up to date with all the latest news that has been happening at MPM recently?

A) MPM is looking at a projected 30% growth and is ahead of budget in the first two months - and probably on target in the third. We have taken on one new apprentice, Connor Dockerty, through a charity called The Works Skatepark based in Leeds and we have also recruited three new team members, so busy and exciting times, with the mezzanine extended for an increased production area.

Q) Can you sum up what your aim is for a new recruit beginning on a training programme within the company?

A) The ultimate aim is to create opportunities and take them to the highest skill level possible. Connor is in the production team and we would like to take him through his training and right to mould production eventually. Obviously our vision and mission is all about support and we want to ensure that Connor has the support to succeed long-term at MPM and for him to see some career progression.

Q) Regarding your apprenticeship training programme, please explain how you go about ensuring your staff is ready to undertake certain skilled and technical manufacturing processes?

A) We are currently working on our own training programme while the Trailblazer is still being finalised and Connor is supported by the production leader and various mentors on the shopfloor (we encourage team work and plenty of feedback from our core team).

Q) What kind of response and feedback have you received regarding your apprenticeship scheme?

A) We get most compliments on our supportive attitude and giving people a real chance. We have a very transparent approach to business growth and objectives so all the team are aware of the ultimate goals.

Q) Looking back, do today’s younger generation tend to approach composites in a different way to traditional materials?

A) This one is a tough one as there has never been (or I haven’t experienced it) a composite apprenticeship and to learn hand layup. It is very much action learning and learning from your peers. I do think that this generation are less work ready when they leave school and are sheltered from engineering and manufacturing. Some can have the attitude that the world owes them a living.

Q) Regarding company vacancies, what kind of responses do you receive and is there a lack of potential applicants of the right calibre?

A) There can be a lack of applicants and I think this is because people don’t want to get dirty anymore, misunderstand manufacturing, and the process can be deemed as semi-skilled (and there is no official apprenticeship yet). I disagree on the skill level, as it takes so long to get an operator to a position of being comfortable on any product, it just looks less skilled because you have a bucket, rubber gloves, a brush and a roller, but there is a real craft to getting it right every time and it is all manual.

Q) Is the Government doing enough to get more involved in manufacturing and particularly in helping SMEs with their training needs?

A) It is, but maybe the funding streams and support could be better promoted and signposted as most SMEs are at the coal face. Schools should be doing more to promote making things and giving those less academic students an insight into apprenticeships and “learning whilst you’re earning”. Start at the bottom and work your way up - there’s nothing wrong with that for some students.

Q) Is the UK approaching the skills shortage issue in a ‘joined up’ way or are different companies adopting different approaches, creating a schism within the industry?

A) I think each company is trying to do its own thing and especially in the general moulder (hand lay/spray layup) because there is a lack of investment in training and the future, and it is just about output/numbers. This was demonstrated by a lack of involvement and commitment to the Composites Assured Practitioner (CAP) scheme.

Q) How important is the role of Composites UK and its awards ceremony in promoting the positive things happening in our industry, such as enthusing the younger generation to choose it as a career?

A) In my opinion it is fantastic to highlight any positive progress and create a buzz around the industry and manufacturing.

Q) You’ve previously mentioned that one of the biggest failings in UK manufacturing is promoting from within and then realising too late that your people don’t have the right leadership skills. Please explain why?

A) Because we train people to make things and forget that dealing with people is far harder. A mould doesn’t change, a product stays the same, but dealing with people alters on a daily basis and many companies give their best guy on the floor the leadership role and wonder why he isn’t doing too well, and it is because he is good at making things and not dealing with people. Many companies fail to support and train for leadership roles and it is critical for the success of the team and for a positive and happy atmosphere at work.

Q) Thanks Ben, is there anything else you would like to add?

A) Apprenticeships can be challenging because people forget that they were once 16-20 year-olds and there are going to be ups and downs. You also need the right leadership skills and mentors available to keep them motivated and supported. There will be some successes, but there will also be some failures too and you have to accept that and stick with it.

www.mpmbradford.co.uk