The Key to Knowledge Preservation: Document

Systematically capture and organize your company’s core technologies, processes, and best practices.

The Key to Knowledge Retention: Document

We systematically capture and organize your company’s technical information into detailed operation process manuals. During our content development process to define your competencies, we analyze your technology, people and organization utilizing world-class performance indicators.

What is the Document Phase?

The Document phase of the MTS Learning System focuses on capturing and organizing plant technical information using P&ID’s, DCS screens, process descriptions and control narratives in a structured MTS process manual. This phase ensures that critical information is documented, maintained, and readily available for training, reference, and operator certification. Documentation remains a critical element in operating and maintaining your complex manufacturing facilities. Documentation enhances your operation, increases performance, supports maintenance and operation, reinforces training, optimizes quality, and ensures safety

Components of the Document Phase

The Document phase consists of developing custom process and equipment manuals along with identifying relevant fundamentals training. It can also include training writers to develop MTS style process manuals and how to revise and document changes to the manuals. It can also include training writers to develop MTS style process manuals and how to revise and document changes to the manuals, in compliance with your change management processes.

Design and Plan

The critical first step is understanding your processes and workforce requirements in depth.

Transfer

Going beyond simple training, we facilitate true competency development to identify operational competency gaps.

With Respect to Society, MTS™

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Does not place profits above all else; while recognizing the need to add value for the shareholders, profits are considered part of the cost of staying in business and perpetuating the institution in the service of the industrial/manufacturing segment of society.
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Understands that MTS™ integrity and business ethics exist in MTS™ people, or they do not exist at all; that they must be upheld by individuals, or they are not upheld at all.

With Respect to its Resources, MTS™

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Believes that MTS™ people are our most important asset, for whom we make deliberate efforts to develop in the context of specific projects.
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Is owned by employees, an association of professionals who embrace the concept of stewardship as a management philosophy.
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Grows organically by establishing strategic business units, rather than by creating a large centralized organization.
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Considers MTS™ management as a resource for the rest of the organization.
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Re-invests profits in itself to develop its people, new products and services and to perpetuate the company.
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Adheres to this code of ethics: On essentials, unity and consistency; on non-essentials, freedom and flexibility; on everything, integrity and professionalism.

With Respect to Products and Services, MTS™

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Endeavors to provide the highest quality work with the MTS™ Technology Transfer System and continually seeks product and service improvements consistent with project opportunities and technological advances.
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Works to obtain defined, measurable results rather than just to sell time and materials.
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Accepts the primacy of the project concept in the conduct of business.
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Establishes performance standards for work and manages projects against them: Technical Objectives; Customer Satisfaction; Product Development; People Development; Profitability; MTS™ Satisfaction.

With Respect to Customers and Markets, MTS™

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Concentrates efforts mainly in industrial organizations around the world, because the MTS™ Technology Transfer System transcends cultural lines.

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Responds to the customer's specific needs and recognizes that while "the customer is not always right," the customer is always the customer.
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Charges a fair price for its work, not “what the market will bear.”
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Is willing to forego doing business if there are serious discrepancies between MTS™ values and the customer’s values.
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Favors strategic alliances and partnerships over rigid contracts.