Why run a skills gap analysis
- To know whether tonight's shift can run every line safely and to standard.
- To find single points of failure: tasks only one person can do.
- To plan training where it changes performance rather than where it is easiest.
- To prepare for new products, equipment or shift patterns before they arrive.
How to do a skills gap analysis
- List the tasks each team must be able to perform, from standard work and SOPs.
- Define the level required for each task: how many people competent, how many able to train others, on each shift.
- Record the current level of each person against each task, assessed against the standard, not self-declared.
- Compare required with current to show the gaps: too few people competent, no trainer, certifications expiring.
- Prioritise by risk: safety-critical and single-point-of-failure gaps first.
- Plan the response: training with dates and trainers, cross-training rotations, hiring, or simplifying the task.
- Review monthly in the Tier 2 or Tier 3 meeting, and whenever a standard changes.
A simple example
A packing area has four lines across two shifts. The analysis shows every line needs two competent operators per shift; line 3 on nights has one, and only one person on either shift can set up the labeller. The response: cross-train two night operators on line 3 over six weeks, and train a second labeller setter on each shift, with sign-offs recorded in the matrix.
Skills gap analysis and the skills matrix
The skills matrix is the data: people against tasks with a level in each cell. The gap analysis is the question asked of it: where does required exceed current? A live matrix makes the analysis a standing view rather than a project.
Common mistakes
- Assessing skills by certificate rather than demonstrated competence.
- Analysing once and letting the matrix go stale.
- Training to close every gap rather than the gaps that carry risk.