Below are a few of the terminology's and common problem's in multi/dual skilling programs,

Fact- Most "Multi" and "Dual" skill programs fail.  This is due to a number of basic errors and misconceptions.A large number of the big oil companies have had a try at dual /multi skilling, and mostly,unfortunately, have failed.

Multi-Skilling is usually defined as " a technician of one skill of a high level who is trained in theory and practice to perform at least two or more skills to a basic, or pre defined level. A "skill" in our context, is a trade for the petrochemical industry; Electrical, Instrument, Mechanical and Operations technicians. An Electrical technician may also have to hold legal National levels of competence to work on HT equipment. Usually its called "authorization" and are at different levels, up to "senior authorized"

Dual Skilling maybe a little less adventurous; but much more realistic and workable. It is defined as " a technician of one skill of a high level who is trained in theory and practice to perform one more skill to a basic level or above".

Skill combinations. The best combinations have been found by field experience;suitable combinations are Instrument to Production, Production to Mechanical or Instrument. Mechanical to Production is also feasible. Electrical can be dual skilled to production also, E/I technicians are suppose to be "dual" skilled; Electrical/Instrument is a very dubious combination. Both are highly specialized fields,with a little overlapping interests.

Managers views of  Multi/Dual skilling. Unless the manager comes from an engineering/operational  background  they will have little comprehension of  skill levels and what it takes in  training, experience,theoretical knowledge and motive skills to become a proficient technician. Multi/Dual skilling is primarily seen as a way to reduce costs by cutting manpower.

Technicians views of  Multi/Dual skilling. Firstly, they are suspicious of the companie's intentions and motives; Some see it as brilliant opportunity to get trained in something new, and perhaps lengthen their longevity and perceived usefulness to the company"

The initial Technician  Selection may be the key to succeful program;, a bad technician with one poor skill, will be a liability. Selection is on a combination of factors,someone who is willing to be a team member and yet able to work by himself, a guy that has safety awarness,somebody with "drive" sometimes shown in his personal interests. In a recent interview a candidate said to me that during his time off "had no hobbies and liked to sleep!" He never got the job.

Incentives A current technician will not appreciate being multi/dual skilled without some sort of  elevated status or token financial reward.The financial reward can be in stages after levels of competence are reached.

Training Program Monitoring this is essential to keep the program's momentum. A reasonable time frame must be agreed on and stuck to. If the trainee is not available for operational, holiday,sickness or other reasons, the program may have to be extended. (most programs are to optimistic). Monitoring of performance is now done mostly now by networked software. The performance,status of training and competency is on show for all to see, with different levels of access granted to managers, program administrators,trainers,assessors and technicians. A poorly performing trainee must be interviewed, given a chance to catch up, then if he doesn't , removed from the program. Conversely,"star performers" should be highlighted, rewarded and given the chance of further company sponsored education and promotion.

Scheduling/planning. Is the key to a successful program. As "Production is King", trainees work schedules have to be carefully planned to cover  onsite manpower requirements. Offshore schedules can be particularly complicated; shutdowns/holidays/transfers complicate matters further. Time must be sacrificed by a fair combination of work and off time, for onshore training.

Competency. (see section)A way to measure specific current job skills,knowledge and ability. Assesments are done strictly to company or National standards.By qualified assessors.