TWI - Training Within Industry:

Transcription

1 TWI - Training Within Industry: The Foundation For Lean Presented By: University of Tennessee Center for Industrial Services

2 TWI The Foundation For Lean At the end of WWII in 1945, 600 TWI Clients were surveyed with the following results: 516 reported a 25% increase in production 600 reduced training time by 25% 528 reduced labor hours by 25% 330 reduced scrap rates by 25% 600 reduced grievances by 25%

3 TWI The Foundation For Lean There is a widening gap between the supply of skilled workers in America and the growing demands of lean manufacturing. More than 80 percent of manufacturers are experiencing an overall shortage of qualified workers.

4 TWI The Foundation For Lean Job Relations Everyday job relationships between supervisor s and workers. Supervisors get results through people. Job Methods Continuous process improvement efforts by the supervisor. Kaizen results in higher quality at lower prices in less time. Job Instruction Supervisors providing needed instruction in a consistent manner day after day. Consistency breeds quality and safety.

5 TWI The Foundation For Lean 5 Requirements of a Good Leader: Job Knowledge Job Responsibility Leadership Ability Job Relations Kaizen Ability Job Methods Teaching Ability Job Instruction

6 Job Relations Results Through People SUPERVISOR TWI Job Relations How are people different? Individuals Other Job Other Background Individual Education Training Cost Maintenance Production Family Health Quality Safety People must be treated As INDIVIDUALS

7 The basics for good job relations Supervisors must understand: Results come from the people. Using the foundations can improve relations with people. The importance of treating people as individuals. NOTE: This will not prevent ALL problems.

8 TWI Job Relations PROBLEM = Anything the supervisor has to take action on. Job Relations 4 Step Method Step 1, Get the Facts. Step 2, Weigh and Decide. Step 3, Take Action. Step 4, Check Results.

9 TWI Job Relations Step 1--Get The Facts? Record--personal history-blood pressure-temperature. Rules and customs-medical knowledge-practice-ethics. Talk-to get more facts, confidential. Opinions and feelings-very important. Step 2-Weigh & Decide - Diagnosis. Fit facts together-assemble facts. Consider bearing on each othersymptoms. Possible actions--medicine, operate. Check practices and policies-must comply with laws. Effect on individual-group--contagion. Don't jump at conclusions-careful diagnosis. Step 3-Take Action - Treatment. Take action-prescribe, operate. Handle yourself?-his specialty. Help in handling-nurse, technician. Refer to supervisor-more experienced doctor, specialist. Doctors don't lose face in doing this. Timing-importance of timing. Don't pass the buck. Step 4- Check Results Blood Test. How soon-depends on case. How often-it differs. Watch for-changes in condition.

10 TWI The Foundation For Lean 5 Requirements of a Good Leader: Job Knowledge Job Responsibility Leadership Ability Job Relations Kaizen Ability Job Methods Teaching Ability Job Instruction

11 TWI Job Methods Detail = Every single thing that is done, every inspection, every delay. Job Methods 4 Step Method Step 1, Breakdown the Job. Step 2, Question Every Detail. Step 3, Develop New Method. Step 4, Apply New Method.

12 TWI Job Methods Value-Added Non-Value-Added Overproduction Waiting Transportation Non-value-added processing Excess inventory Defects Excess motion Underutilized people Typically 95% of all lead time is non-value-added.

13 TWI The Foundation For Lean 5 Requirements of a Good Leader: Job Knowledge Job Responsibility Leadership Ability Job Relations Kaizen Ability Job Methods Teaching Ability Job Instruction

14 TWI Job Instruction A well trained work force produces less scrap, has fewer accidents and suffers less damage to tools and equipment Job Instruction 4 Step Method Step 1, Prepare Worker. Step 2, Present Operation. Step 3, Try-Out Performance. Step 4, Follow-Up.

15 TWI Job Instruction JOB BREAKDOWN SHEET Operation: Tie Fire Underwriter Knot Parts: 7 Pair Twisted Wire Tools & Materials: None Safety Equipment: Eye Protection MAJOR STEPS 1. Untwist & Straighten 2. Make R/H Loop 3. Make L/H Loop 4. End Thru Loop 5. Pull Into Knot KEY POINTS 1. About 6 inches 1. In front of M/S 1. Pull Forward 2. Under Stub, Behind M/S N/A 1. Ends Even 2. Thumb & Forefinger KEY POINTS 5% - 10% of HOW a task is done & satisfy one of three conditions: - Success - Safety - Knack PROCESS: 1. Ask, Why? 2. Decide which condition is satisfied? 37 Words Versus 196 words

16 Effective Learning = Understanding Teaching one-on-one Practice Teaching one-on-one Learn by doing 75% 100% 90% Discussion group 50% Demonstration Audio/Visual Reading Lecture 30% 20% 10% 5%

17 TWI The Foundation For Lean Manufacturing - Aerospace and Industrial Gas Turbines Training Time cut from 2 mos. to 2 weeks 96% reduction in defects Inventory reduction = 50% Cycle Time Reduction = 64% Overall Asset Utilization Increased by 25% Retail Sales - In-store Furniture Sales Close rate increased 22.3% among TWI-trained sales personnel Education - Initially with maintenance and food service staff Decrease equipment damage due to improper use Construction - commercial and residential Job Instruction improved quality and safety conditions

18 TWI The Foundation For Lean What happens when Supervisors neglect worker relations OR fail to make improvements OR don t provide proper training? Continuous Improvement Pull/Kanban Cellular/Flow TPM Quality at Source POUS Quick Changeover Standardized Work Batch Reduction Teams 5S System Visual Plant Layout TWI - 3 J VSM Job Relations

19 TWI - Training Within Industry: The Foundation For Lean Presented By: University of Tennessee Center for Industrial Services

20 Dwaine Raper Solutions Consultant