Training Within Industry. An Overview Beginning with the JI 4-Step Method of Instruction

Transcription

1 Training Within Industry An Overview Beginning with the JI 4-Step Method of Instruction

2 What is TWI? TWI or Training Within Industry is a Leadership Development Program designed to provide your supervisors and team members with the ability to lead, instruct and improve the methods of their jobs. Is there anything else you would want them to do?

3 Components of TWI Components Job Instruction (JI) Job Relations (JR) Job Methods Improvement (JM) Job Safety (JS) All consist of: 4-Steps Five 2-hour classes 10 participants each

4 Who s a Supervisor? A supervisor is defined as anyone who is in a position of supervision or who directs the work of others Who s considered a supervisor in TWI? A supervisor, team leader, manager, trainer, staff person, or the cashier, hostess, or custodial staff

5 5 Needs of Good Supervisors Knowledge of the Work Knowledge of Responsibilities Skill in Improving Methods Skill in Leading Skill in Instructing This is a way of thinking!

6 Our Focus Today Will Be On Job Instruction 4-step method of instructioin Designed for supervisors or anyone who directs the work of others Enables the leader to develop the knowledge and skill in his or her work force to successfully complete the job

7 How Do You Develop Your People? Hire them Go stand by her Let them learn on their own Tell them Show them

8 Telling Alone Reasons Telling Alone Doesn t Work Most People just don t get it through telling Things seem complicated when listening to words We cannot use the exact words necessary Many operations are difficult to describe in words It s hard to tell the right amount and to know whether it is understood or not Telling Alone Is Not Good Instruction

9 Showing Alone Reasons Showing Alone Isn t Good Instruction Even if it looks completed, in most cases it is just a copy of the motions and doesn t mean we understand the job Many motions are hard to copy Tricky points are missed We don t know what comes next We cannot translate what we see into what we do Showing Alone Is Not Good Instruction

10 The 4-Step Job Instruction Method Practical Demonstration of the 4-Step JI Method Step 1 Prepare the Worker Step 2 Demonstrate the Job Step 3 Try-out Performance Step 4 Follow-Up

11 The Philosophy of Job Instruction If the worker hasn t learned, the instructor hasn t taught. Do you believe it?

12 Job Instruction Card

13 Step 1- Prepare the Worker Put the person at ease State the job Find out what the person already knows Get the person interested in learning the job Place the person in the correct position

14 Step 2 Present the Operation Tell, show and illustrate one Important Step at a Time Do it again stressing Key Points Do it again stating Reasons for Key Points Instruct clearly, completely and patiently, but don t give them more information than they can master at one time

15 Step 3 Try-Out Performance Have the person do the job correct errors Have the person explain each important step to you as they do the job again Have the person explain each Key Point to you as they do the job again Have the person explain Reasons for Key Points to you as they do the job again Make sure the person understands. Continue until you know they know.

16 Step 4 Follow-Up Put the person on their own Designate who the person goes to for help Check on the person frequently Encourage questions Taper off extra coaching and close follow-up If the worker hasn t learned, the instructor hasn t taught.

17 How to Get Ready to Instruct Make a Time Table for Training Break Down the Job Get Everything Ready Arrange the Worksite

18 Job Breakdowns List Important Steps A logical segment of the operation when something happens to advance the work List Key Points Make or break the job Might injure the worker Makes the work easier to do List Reasons for Key Points

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20 Training Timetable

21 Results Reduction in Training Resources New Employee Most difficult operation Average time to train on job 2 weeks Time to train 3 days with zero rework Experienced Team Members - Transfer of an Entire Assembly Line Training done immediately on transfer No learning curve Qualifications done during 4-step training Process improvements made during breakdowns

22 Results Performance Improvement JI used to improve quality defects Current state 2 units per week 7 day per week operation 15 out of 15 failures Rework costs - $2,400 per unit After JI units per week 40 hour per week operation 15 out of 15 pass Rework costs - $400 per unit

23 The Purpose of Standardized Work and Job Instruction Standardized work highlights abnormal conditions Auditing tool for the leader Same outputs JI is to train people on standardized work Standardized work is the foundation of continuous improvement JI trains your people on this foundation Both are essential if you want to drive continuous improvement in your operation

24 Human Development Implications Builds self-esteem Provides structured process for leaders, formal and informal, to express themselves Brings out the institutional knowledge that is often withheld by experts

25 Getting Started Pilot Area Pick area or process that is having difficulty due to turnover, training, vague work standards or following of standards Conduct a 10-Hour JI training session Course first two hours of the day Rest of the day: Focus on developing breakdowns that will address the business issues in the area Will require follow up with JR to address issues

26 Other TWI Components Original Components Job Instruction (JI) Job Relations (JR) Job Method Improvement (JM) Additional Components Job Safety (JS) Job Problem Solving (JPS)

27 What s Job Relations (JR) Objectives for JR Build positive employee relations effectively resolving conflicts that arise Maintain positive relations by preventing problems from happening Similar to JI 4-Step Method 10-hr Training Course 5 days x 2 hrs per day 10 Participants per Class Learn by Doing

28 The JR Method How to Handle a Problem Determine Your Objective Step 1 Get the Facts Step 2 Weigh and Decide Step 3 Take Action Step 4 Check Results Did You Accomplish Your Objective? Foundations for Good Relations Let each worker know how he/she is getting along Give credit when due Tell people in advance about changes that will affect them Make best use of each person s ability

29 Job Relations Card

30 What s Job Methods (JM) Objectives for JM Make the best use of the people, machines, and materials now available Follows Same TWI Methodology 4-Step Method 10-hr Training Course 5 days x 2 hrs per day 10 Participants per Class Learn by Doing

31 The Job Methods Improvement Plan The Four Steps in JM Breakdown the job Question every detail Develop the new method Apply the new method Six questions for every detail Why is it necessary? What is it s purpose? Where should it be done? When should it be done? Who is best qualified to do it? How is the best way to do it?

32 The Questions Lead to the Solutions Why? What? Where? When? Who? Eliminate Combine Rearrange How? Simplify

33 Job Methods Card

34 Questions?