TWI Job Instruction. Scott Curtis, Plant Manager, Albany International

Transcription

1 TWI Job Instruction Scott Curtis, Plant Manager, Albany International

2 Overview of Albany International: Global advanced textiles and materials processing company with 26 operations in 13 countries and approx employees worldwide Net Sales > $ 815M Company has Two main segments Paper Machine Clothing Albany Engineered Composites The Homer monofilament plant is part of the Paper Machine Clothing segment of the business Supplies approx. 50% of the Global raw material

3 Presentation Overview: Learn how Albany International has implemented a sustainable TWI Job Instruction program, after overcoming some initial barriers to success.

4 Training process prior to TWI: Training originated as mentoring with experienced personnel with little formal documentation or evaluation What drove the need for more formalized training? Time to competence was too long Increased quality requirements and process complexity Structured Operator School developed (3-4 months in total) 4-6 weeks of formal training Two weeks of classroom Theory of process, definitions, etc. Two weeks of hands on training Followed by 6-8 weeks of mentorship (paired with experienced Operator) Qualified after completing a Drivers Test Formal documentation, procedures, work instructions, checklist, forms, etc. followed with the implementation of ISO9000

5 Introduction of TWI at Albany International: TWI at AI & AIMP The lazy path, the stupid path and the right path! Intro to the TWI Workbook by Graupp & Wrona Initial attempts successes and failures No formal structure AIMP No fully committed resources Lack of clear direction 11 plant going in 11 directions Basic concepts, easily understood Applying to more complex situations need guidance No Certified JI trainers GPPT

6 TWI at AIMP Epiphany: We needed Help! Turning Point Business need new classification with no training material Falling behind curve on Corporate mandate Commitment by management to dedicate internal resources SSBB put us in contact with CNYTDO and TWI Institute We needed specific practical experience! Grant through NYS to fund TWI training KEY POINT! Get internal resources certified in TWI and or bring in outside resources to lead you down the right path!

7 Barriers to Success Insufficient priority given to TWI JI Critical elements of JI missing from initial In-House training Lack of communication Culture change was not managed Did not have any means of verifying effectiveness long term

8 No defined goals Barriers Priority Unrealistic expectations Responsibilities for trainers were not adjusted Responsibilities for trainees were not adjusted

9 Management MADE it a Priority Dedicated 2-3 people to become experts Time came from avoiding mistakes Effectiveness of the training Sought outside help with TWI 400 hours with TWI expert Focused on a priority area

10 Priority need New classification with 90 Procedures associated with job Where do we start? Developed a matrix of all procedures required for job Surveyed management and Setup Operators Management Business Impact Operators Level of exposure / self assess on competence Developed ranked list of priorities

11

12 Barriers to Success and Sustainability Insufficient priority given to TWI JI Critical elements of JI missing from initial In-House training Lack of communication Culture change was not managed Did not have any means of verifying effectiveness long term

13 Barriers-Missing Elements Timetables Special situations Long operations Different experience levels Noisy environments Feel

14 JOB INSTRUCTION HOW TO GET READY TO INSTRUCT Before instructing people how to do a job: 1. MAKE A TIME TABLE FOR TRAINING Who to Train For which work. By what date 2. BREAK DOWN THE JOB List Important Steps Select Key Points Safety Factors are always Key Points 3. GET EVERYTHING READY The proper equipment, tools, material and whatever needed to aid instruction 4. ARRANGE THE WORKSITE Neatly, as in actual working conditions

15 Filling In Missing Elements 10 hr courses 40 hr TTT course Mentoring

16

17 Special Situations Long Operations First Pass before official TWI training 3 skills in one document 18 Important steps (Step 17 divided into sub steps) 8 pages long Large graphics Intended to serve multiple purposes One pass through 1 ½ hrs too long to follow TWI JI method.

18 Long operation example Before and after training from TWI Institute BEFORE Meant to be used for training and reference AFTER meant for one on one JI training, many details obvious during demonstration

19 Barriers to Success and Sustainability Insufficient priority given to TWI JI Critical elements of JI missing from initial In-House training Lack of communication Culture change was not managed Did not have any means of verifying effectiveness long term

20 Barriers - Communication No communication of JI to the entire plant Expected the trainers to communicate Clarity lost in translation Flavor of the month? Poor communication resulted in resource conflicts Machines Trainees Trainers

21 Improved Communication Addressed the entire plant what TWI JI was and Why we are doing it Worked with the shift coaches and operators more to understand the training needs Planned training out 1-2 weeks before training would take place Involved the production planner to schedule machines for training in between product changes

22 Visual board for JI Visible to entire plant Timetables for every shift and every JI If dates miss expectations corrective actions take place through our Lean system

23

24 Barriers to Success and Sustainability Insufficient priority given to TWI JI Critical elements of JI missing from initial In-House training Lack of communication Culture change was not managed Did not have any means of verifying effectiveness long term

25 Problem Culture Change Barriers to culture change Individual s self worth rooted in old culture Force feeding pushback Clinging to easier ways Other priorities

26 Overcoming resistance to change & establishing new culture Make case for change - burning platforms Used outside mentor with a time constraint. Send clear message this is THE new way Demonstrated commitment dedicated resources/time Developed Leader standard work to support JI Successes drove culture change

27 Barriers to Success and Sustainability Insufficient priority given to TWI JI Critical elements of JI missing from initial In-House training Lack of communication Culture change was not managed Did not have any means of verifying effectiveness long term

28 Barriers - Verifying Long Term Effectiveness Found that JI was not sustaining Insufficient follow up after training No process for verifying standard work No way to measure the effectiveness of the training Accuracy of the breakdowns No follow up for changes New Ideas

29 Verifying Effectiveness Long Term Created the Audit Process Process to check the effectiveness of the training Accuracy of the JI s See if standard work was being done. Follow up on Audits with a corrective action if results were not satisfactory Found that the audits are a great tool to draw out Ideas for best practices

30 Audit #: Date of Audit: Date Audit performed Assigned number to auditee JIB Reference Code: Document # Rev(Ver): Description: Title of JI Comments from Auditor: Area used for the auditor to write down notes while the employee performs the task. (comment on anything missed or added compared to the JI during the audit) Additional Training Needed? No / Yes recommend Auditor: whoever is performing the audit retraining Problem: If employee did not follow the JI(from comments above): Ask why? And record here in detail with the reasons Method Change Needed? None / Immediate / Future Rev Feedback from employee for suggested changes: New Method Proposed: Used for employee to suggest a better way to complete the task Results if new method adopted: Employees reasoning for the suggested changes and what the benefits would be Problem: If employee did not follow the JIB(from comments above): Ask why? And record here in detail with the reasons New Method Proposed: Used for employee to suggest a better way to complete the task Results if new method adopted: Employees reasoning for the suggested changes and what the benefits would be

31 The impact of ISO9000 on training and doc structure: Formalized documentation, the good, the bad and the ugly As process and business complexity grew, so did number and length of procedures Corrective Actions Average Work Area procedure is 6 pages, many in excess of 12 pages Close to 400 work area procedures Close to 900 documents in total; forms, charts and procedures!

32

33 Document #: PAP Version: 2 Product Group: Monofilament Issue Date: 1/24/08 Plant: Homer Next Review: 7/24/08 Department: Extrusion Section 1 Page: 1 of 1 Sample / Tie Off Single End Spools Parts: Spool of Finished Goods Tools & Materials: Work Order Reference Materials: Sample collection frequency chart Vocabulary: N/A Author: Jennifer Pickert JOB INSTRUCTION BREAKDOWN # Important Step Key Points Reasons Reference Work Order 1. Determine product group 1. Sample Sequence 1 2. Determine which direction spool dereels 2. Customer request 2 3 Determine if sample is needed 1. Operator/QA 2. Cell board Determine how sample is processed Sample sequence per PAC-019 (Sample Collection Frequency Chart 1. Status of Testing 2. Determine when last sample was taken 1. Changes per product group Prep spool for Tie-Off 1. Dereels Correct direction 2. No miswraps 3. Inner thread hole at 6 O clock 4. Do not sample red tagged spools Dereel line ends if possible ft for Tie Off /Lube or 8-12ft for QA 3. Feel for rough lines 4. Do not step on or stretch sample Tie- Off Loop with at least 3 twists Pull snug against spool Knot at 6 O clock Customer request Prevent breaks Detect empty Spool Scrap material 1. Easier/ Faster 2. Testing Requirements 3. Detect quality problems 4. Could damage sample 1. Good knot 2. Won t come loose 3. Customer request

34 Document #: PAP Version: 3 Product Group: Monofilament Issue Date: 2/21/08 Plant: Homer Next Review: 8/21/08 Department: Extrusion Section 1 Page: 1 of 1 Parts: Labeling Spools Tools & Materials: Pin Gauge, Bar, Work Order Reference Materials: PAP-180 Vocabulary: N/A Author: Jennifer Pickert JOB INSTRUCTION BREAKDOWN # Important Step Key Points Reasons Before we begin 0 Spool Inspection Select correct tools 1. Reference lot label 2. Pin size on PAC Bar length fits spool type 1 Inspect flanges 1. Smooth, clean, undamaged 2. Check for colored tags 3. Spool on side to check bottom flange. 4. If failed, stop-leave on side (applies to all insp. steps) 1. Diameter size 2. Pin size varies by product 3. Better inspection 1. Prevent quality complaints 2. Must not pack red or green 3. See better - prevent injury 4. Easy to see rejects 2 Inspect filament 1. Uniform appearance 2. Firm, scrap free, no extra tails 1. Appearance matters 2. Prevent snags and breaks 3 Verify level wind 1. One location 1. Quicker 2. Reject if pin fits under bar anywhere 2. Prevent quality complaints across 4 Verify # of ends 1. Separate/count ends 1. Insure proper # 5 Repeat inspection on remaining spools 6 Stamp all good spools Accountability

35 TWI at AIMP Safety: 0 Step safety brief was added to all JIBS The safety brief is done before actual JIB training begins All safety points are in red The safety points are in the brief as well as red in the JIB so they are reminded to stress them during the training

36

37 Path Forward Process has created a tremendous amount of pull for new JIBS, challenge is to sort out which are truly needed versus a One Point Lessons Delivered (6) 10 hr classes at Albany international and now have 23 trainers 2600 JI training hours conducted last year 6028 JI training sessions conducted last year

38 25 Human Error Setup Operations Started JI Q4 '06 Q1 '07 Q2 '07 Q3 '07 Q4 '07 Q1 '08 Q2 '08 Q3 '08 Q4 '08

39 JI retraining on Winding

40 Key Points to Remember Get some outside help or guidance (experience in TWI) Get commitment to dedicated resources Follow the proven methodology no short cuts Training timetable is critical Audit process is critical This process will result in PULL! Operators are actually reading the procedures now! I have been getting feedback on them and document change requests. This rarely happened before with our lengthy procedures. I have operators asking me almost every day when I am going to train them. It is a really positive thing considering I thought it would be the opposite with some push back and attitudes Requires a Culture Change!

41 Questions & Answers Maximum: 10 minutes

42 Closing slide Scott Curtis Please remain in the room to do the session evaluation