OCD (Operator Competence Development) is a team of instructors and work technicians who develop training processes at Murata. The purpose of OCD is to ensure that a production worker starting work at Murata receives the best possible orientation and know-how to perform well in their job. In addition to this, OCD monitors and maintains the competence of employees through competence assurance. In practice, this involves going through the operator’s work stages together with the operator. The operator’s understanding of the importance of their own work is paramount in order to maintain the desired level of quality.

OCD’s tasks also include the reduction of human error. The number of cases is monitored, and the aim is to focus corrective and preventive measures on those risks that recur frequently and may pose a safety risk to the personnel. Nonetheless, there is no need to be afraid of mistakes or small incidents, because dealing with them often helps you gain new insight to improve your work. These are normal activities of continuous improvement at Murata.

The OCD team consists of a variety of people united by a desire to work with people, train employees and develop better methods and ways of working in production. The work of a trainer can sometimes be demanding due to its hectic nature and many tasks, but help is always available on request. The top priority is that quality is not compromised and everything happens on the agreed schedule. Indeed, some of the work requires routine precision and a systematic approach, without forgetting solution-oriented thinking. Working in the OCD team gives you the opportunity to contribute to the improvement of things, the development of systems and the continuous development of working conditions and habits – without forgetting humour. OCD often gives you experiences of success, because you can influence several work tasks yourself and improve things with your own input.

OCD’s team spirit and willingness to help are emphasized in the work that focuses on solving challenging puzzles and doing various projects. This is why OCD has been a well-liked team. In OCD, the skills of the individual are taken into account and the job description is partly shaped based on them. The aim is to give everyone the opportunity to bring forth their strengths through training and development processes or other work tasks. The best feedback I have heard from an OCD trainer was this: It’s been years since I’ve been this excited to get to work in the morning. This is awesome! :D”

I have been leading OCD for almost five years. At the time we began, we started from scratch. The motivation to do things and develop continuously has been a major thing for the people on the OCD team, and we have seen our ups and – sometimes steep – downs together, supporting each other all the way. There has never been a reason to think that the team would not be there to support you. OCD is the best thing in the world, and I could not be more proud!

In addition to Murata’s extensive and comprehensive production orientation, the Training Academy was established to deepen the orientation. The purpose of the Training Academy is to give a new employee a comprehensive understanding of Murata in general, e.g., by reviewing Murata’s history, company strategy and vision as well as Murata’s work culture by familiarizing the employee with its practices. Furthermore, it gives the employee sufficient awareness of the requirements of the job and its significance. The intensive orientation of the academy lasts about two working days and takes place in a “classroom-like” clean room, which also allows for familiarization with the clean room dressing code and other things to consider in clean rooms, including the required cleanliness and its maintenance. The academy offers a calm environment for a chance to get acquainted with the handling of products and the use of the production monitoring system used at Murata. The employee will become familiar with the concepts of Lean, SOP, ESD, quality, etc. These are important to the company and are focused on at the very beginning of the orientation.

After the academy, the employee moves on to production orientation in their own work area, during which the training period proceeds under the guidance of a qualified trainer. The work is supervised and the employee is guided to do the work independently so that they are ready for competence assurance after the orientation process. At this point, the employee has acquired sufficient skills for independent work and is qualified to perform all their tasks.

The trainers are committed to their role and support new employees in all matters at the start of the employment. There are no stupid questions, and there is as much time for recap as needed. Slow learning is not a disadvantage when the emphasis is on quality. We are ready to take on all kinds of people, because the work can be learned and we can do it together! 👍

  • The employee starts
  • Training Academy: Broad, general orientation on Murata
  • Line orientation: Comprehensive introduction to production provided by an OCD trainer
  • Audit: The annual audit ensures sufficient competence and allows for pinpointing possible needs for additional training

Miia Koso, Manager, Operator Competence Development