TRAINING WITHIN INDUSTRY The ‘missing link’ in Lean

Denis Becker, MBA Master Trainer

TWI Institute & Supervisor Academy

HANDS-ON TRAINING ‘ON THE JOB’Production problems are not discovered by someone who sits at a desk. The person

responsible for training has to get out there with operating supervisors to find problems that are

solvable through training.

C.R.Dooley - Director of the U.S. WWII TWI Programme (1946)

WHAT IS YOUR PROBLEM?

Train seasonal operators & new starters fast? Get a grip on variation & mistakes? Improve productivity and reduce cost? Reduce workplace accidents and near misses? Improve employee satisfaction and cooperation? Improve the performance of your supervisors? Get your team more involved in problem solving? Get better results faster from your projects?

• Shingo researched Lean (Continuous Improvement) programs... at least 85% of all Lean Projects fail in the initial implementation…

– Lacking Work Standards– Insufficient Respect & Trust to and from employees– Focused on Tools & Methods, not enough on employees

Toyota: since 1951 TWI-methods are fundamental in talent development!

Why?

WHY TWI, WHAT IS THE NEED ?

“Most companies have focused too heavily on tools …. Without understanding lean as an entire system that must permeate an organization’s culture.”

The Toyota Way, Jeffrey K. Liker, 2004

TACTICAL LEAN VS. STRATEGIC LEAN

• Companies rely on “scheduled events” to make even small changes.

• People resist change making it difficult to get them to participate in the improvement process.

• ‘Line’ tends to rely on dedicated staff for improvements.

• Even when people want to improve they don’t have the improvement skills and/or support.

• Supervisors and operators end up leaving improvement until after “making the numbers.”

Current Practice average

1st Lean Event

2nd Lean Event

3rd Lean Event

Time

PerformancePlanned improvement speed

Actual improvement speed

expected standard

expected standard

expected standard

Reality: things go back

Reality: things go back

Reality: things go back

Out

com

e of

Ta

ctic

al L

ean

LACKING A SOLID FOUNDATION

BENCHMARKING WITH TOYOTA

“If people want to succeed with lean or TPS

they have to emphasize people development

and making leaders capable of delivering

improvements. TWI is a great starting

point even today and a hidden strength of

Toyota’s production system.”

Source: ”Why in your opinion is TWI critical?” Summary Notes from Art Smalley Interview with Mr. Isao Kato, TWI Influence on TPS & Kaizen, Feb. 8, 2006, www.ArtofLean.com

BUILD FOUNDATIONS FOR RAPID IMPROVEMENT TWI DEVELOPS CRITICAL

FRONT-LINE IMPROVEMENT SKILLS

cPROBLEM SOLVING

Instructing

Improving Methods

Leading

Safety

COACHING KATA

Deliver hard, fast business RESULTS THROUGH PEOPLE…because THEY WANT TO DO IT.

KATA DEVELOPS MANAGERS’ SKILL AT SPEEDING UP

IMPROVEMENT

TWI IS A SET OF BASE SKILLS…

25%+ increase in production output

25%+ reduction of training time

25%+ productivity (manual jobs)

up to 25% reduced scrap/ mistakes

reduced workplace accidents

improved employee satisfaction

Companies systematically implementing TWI methods have achieved step-changes in operating performance, including:

…that WILL deliver results.

FOLLOWING A STANDARDISED (SCIENTIFIC) PATTERN

Each Program has a 4-Step Method *1. Preparation (Plan)Helps the learner comprehend the new idea 2. Presentation (Do)Adds the new idea to the learner’s mind

3. Application (Check) Trains the learner to apply the idea and check results

4. Testing (Act) Tests the ability of the learner to apply the new idea

* The Instructor, the Man, and the Job, Charles R. Allen, J. B. Lippincott Company 1919

TWI JOB INSTRUCTION

“Squeeze out mistakes & variation through effective on the job training”

“Fast, efficient on-boarding for new-starters”

Step 1: Prepare the learner Step 2: Present the operation Step 3: Try out performance Step 4: Follow up

Create a Job Instruction Breakdown: Important Steps + Key Points & Reasons

Use 4 Step Method to instruct skills ‘on the job’

TWI JOB METHODS

Observe work & capture every single detail

Step 1: Break down the job Step 2: Question every detail Step 3: Develop new method Step 4: Apply the new method

“JM allows you to generate & implement dozens of process improvement ideas at high speed”

“Involve your front-line in improvement work”

Then: Eliminate- Combine-Rearrange-Simplify

Generate ideas: Why, Where, When, Who, How?

TWI JOB RELATIONS

Get into problems early, when they are small Anticipate problems & act before they happen

“Learn how to influence, lead and get better results through other people”

“Dramatically improve employee satisfaction”

Step 1: Get the facts Step 2: Weigh & decide Step 3: Take action Step 4: Check results

TWI JOB SAFETY

Identify direct and indirect causes of risk

“Learn to ‘see risk’ in things & people.”

“Take action before safety incidents occur”

Safety incidents are caused - break the chain!

Step 1: Spot causes of danger Step 2: Decide countermeasures Step 3: Enforce countermeasures Step 4: Check results

TWI PROBLEM SOLVING“The way to permanently remove problem-causes and achieve process stability”

“Lightning-fast optimisation projects”

Isolate the problem points Identify the direct & indirect causes Use the appropriate solution course: JI, JM, JR Break the Chain of Causation

PEOPLE Doesn’t know

Can’t do

PEOPLE Doesn’t care

Won’t do Method, Layout,

Tools

MECHANICAL

Step 1: Isolate the problem Step 2: Prepare for solution Step 3: Correct the problem Step 4: Check and evaluate results

TWI JOB INSTRUCTION

The first step in creating lean processes is to achieve a basic level of process stability.

- The Toyota Way Fieldbook, Jeffrey Liker & David Meier, 2006, p56

Knowing that jobs are always done the same way helps to establish a predictable process before going too far down the path with the other elements of standardized work such as machine up time, availability of material, flow, and takt time.

- Art Smalley, Basic Stability is Basic to Lean Manufacturing Success

STABILIZE

TWI JI SQUEEZES VARIATION

FINAL JI BREAKDOWN AFTER COACHING

IMPORTANT STEPS KEY POINTS REASONS

A logical segment of the operation when something happens to advance the work.

Anything in a step that might— 1. Make or break the job 2. Injure the worker 3. Make the work easier to do, i.e. “knack”, “trick”, special

timing, bit of special information

Reasons for the key points

1.Wet hands Without soap Soap rinses away

2. Apply soap Cover all surfaces Kill all germs

3. Rub hands 1. Palm to palm 2. Palm to backs

1. Clean entire surface 2. Clean entire surface

4. Run fingers

1. Thumbs 2. Interlocking 3. Backs of fingers to palm 4. Tips of fingers to palm

1. Most active part of hands 2. Sides of fingers cleaned at one time 3. Cuticles and knuckles 4. Under finger nails

5. Rinse hands Leave water on Prevent recontamination of hands

6. Dry Use towel to turn off water 1.Prevent recontamination of hands

THE MISSING LINK IN LEAN / CONTINUOUS IMPROVEMENT

REBALANCING THE SEE-SAW OF TECHNICAL VS. PEOPLE IMPROVEMENT

Process/ Physical

Problems—use JM

to solve

Don’t know/ Can’t

do—use JI to solve

Don’t care/ Won’t

do—use JR to solve

TWI JI – JR JI – JM JR – JM

Relationship

Leadership skill (JR) is foundational to

instruction skill (JI)

Good instruction (JI) both precedes and

follows improvement efforts (JM)

Improvement activities (JM) enhance strong

relations (JR) and vice versa

Principle

People will not “follow” our

instructions if we do not “lead” them well

Work processes must be stabilized before they

can be improved

Direct involvement in designing jobs inspires

positive work ethic

Benefits

Standard Work is adhered to when people

want to follow good instruction

Improved methods will “stick” when they are

taught properly

Kaizen results multiply exponentially when people

are actively involved

SustainSTRENGTHEN YOUR CI PROGRAM/ TOOLS

…BY REWIRING BRAINS WITH PRACTICE ROUTINES