Post on 15-Jan-2016
Training Within Industry(TWI) - Theory and Implementation
Fisher Engineering, a Division of Douglas Dynamics
May 13, 2014
Thanks to our Speakers and Hosts!Rob Somerville, TWI Steering Committee
Leader Elaine Jones, TWI Committee Member Charles Doyle, TWI Committee Member
Moderated by SME Board MembersNate Williams
Paul Andrews
Sme Downeast Chapter 46
2014
Lean
Round
es
!
Tabl
Welcome!
Agenda4:30 – 4:35 Introductions
4:35 – 5:00 Dinner and Stage Setting,SME and Fisher Presentations
5:00 – 5:40 TWI Presentation
5:45 – 6:30 Plant Safety - Plant Tour
6:30 – 7:15 Roundtable Discussion and GroupPresents
7:15 – 7:30 Wrap Up
Society of Manufacturing Engineers
Meet – Know - Grow Networking / Best Practices Leadership Development Knowledge Sharing Professional Recognition Educational and Technical
Resources Business Growth Opportunities
Check out the Sme Downeast Chapter 46 http://i.sme.org/c046/Home/website at
If you Google “DowneastChapter 46”, the website will be the first result.
SME Local Chapter Updates• Scholarships and Awards
– College of Science, Technology and Health at USM—2 awards– College of Engineering Students at UMO—2 awards– Robotics Camp in Waterville– Northern Force Robotics Team, Gorham and Falmouth– Bonny Eagle Robotics Team, Standish
• STEM Education Support– Participated in Engineering Expo at UMO– Supporting SME PRIME Program for High Schools with
Engineering and Manufacturing Curriculum– Collaborating with USM, MAMe and Portland High School
in Project Lead the Way Pre-Engineering Education– Collaborating with USM to provide Engineering Mentors
SME Coming Attractions• “Going to Gemba” with Bruce Hamilton, GBMP June 10, 2014 ~
USM Glickman Library
• SME Annual Gathering – Fall 2014
• Lean Bronze Certification Review and Test
• Engineering in Residence with USM—Nate Williams
• Prime Program at Paths and Biddeford—Joe Rizzo with support of Doreen Rumery
• Portland High School Pre-Engineering Student Walking Tour—Lisa Westberg in collaboration with MAMe and USM
• Access to Joint Council offerings and USM Technical Events, E.g. DigFab, Plant Tours
We thank our partner MAMeThe Manufacturers
Association of Maine hosts many great events throughout
the year and partners with many great collaborators.
www.mainemfg.com
Focus Questions• In touring our facility, what
differences do you see in Fisher’s lean approach vs what you have in your organization.
• Are there any training methods or tools that might benefit Fisher Engineering within the TWI program that you can share?
Douglas has developed into the industry leader over its 60+ year operating history
Remarkable People Remarkable Products
Evolution of the Market LeaderMajor Milestones
1952 1977 1984
1991
1999
20041948
Douglas Seaman founds Western Welding and
Manufacturing
Dean Fisher founds Fisher Engineering
Dean Fisher sells Fisher to DDI
Armco acquires DDI
AK Steel Corporation merges with Armco
Douglas Dynamics incorporates
Douglas acquires Blizzard
2005
Aurora and Ares purchase Douglas
from AK Steel
2010
P L O W
Douglas goes Public - Listed
On NYSE 2013
Douglas acquires Trynex
Greg Tedford
5/15/2014 11
Remarkable People Remarkable Products
Greg Tedford
5/15/2014 12
Why Lean for DD?2005 2013
• Safety Low Dart RateShop Less Organized
Low Dart Rate5S – Fewer “Environmental” Problems Focus on “Behavior Based” Issues
• Quality Issues not formally reported Manual Quality Tracking NPD quality related issuesPart Variation – Diff. Suppliers
Real-time reporting to BU Root cause resolution by SPA Formal NPD process
3P (Production Planning Process)
• Delivery 2-4 week lead times Perfect ship ~ 60%+
Close to Every Product, Every Day!
98%+ on-time and complete
• Cost Three plants Weeks/Months of WIPSetups measured in hours/days Capacity constrained
Two plants Days/Hours of WIP SMED to eliminated
New capacity planned
Remarkable People Remarkable Products
DD Lean Journey
Greg Tedford
5/15/2014 13
Rob
155/15/2014
Remarkable People Remarkable Products
TWI Steering Committee
Elaine Jones Charles Doyle Rob Somerville
• A training program for workers and supervisors,to better prepare individuals to be effective
contributors• Earned its reputation during WWII for
effectively transforming unskilled workers for war-time production ("Rosie the Riveter“)
• More than training, TWI often creates a whole newculture of belonging, contribution and accountability.
Rob
175/15/2014
Remarkable People Remarkable Products
• Understanding & documentation of work tasks• Standardization of tasks• Standardized training• Improved communication• Creation of a training plan & tracking matrix• Safety hazard identification• Increased productivity• Improved quality, reduced errors• Improved employee retention• Create a “Culture of Change”
Rob
• Job Relations (JR)– People skills
• Job Instructions (JI)– Training, Standardization of Tasks
• Work Content Distribution
– Manpower balancing
• Job Methods (JM)– C.I., Kaizen, Waste reduction
• Problem SolvingRob
Job Relations – (JR)•A process of teaching people to effectively interact through respect of the individual and a process to resolve conflicts.
•Creates an atmosphere of team unity with individual accountability.
Rob
205/15/2014
Remarkable People Remarkable Products
A Supervisor Gets Results Through People
1. Let each Employee know how he is getting along* Figure out and tell him what you expect
* Point out ways to improve
2. Give credit when due
3. Tell an Employee in advance about changes thatwill affect him
4. Make best use of each person’s ability
People Must Be Treated as IndividualsRob
Job Instruction – (JI)•A methodology to quickly train inexperienced workers how to perform specific jobs.
•Instructors break down jobs into closely-defined steps, show the procedures while explaining the key points and the reasons for the key points.
•Then the instructor observes the student attempt the procedure under close coaching and guidance.
•Once learned, jobs are periodically audited for adherence to the standard process.
Rob / Andy
Work Content Distribution
A B C DOperators or Processes
• Work reconfigured so now able to meet customer requirement.
Takt Time (Customer Requirement)
UnUifNorBmALDANisCtrEiDbution of Work Within a
ProcessBoArLAAcNrCoEsDs Processes
A B C DOperators or Processes
• Unable to meet customer requirement and unbalance causes and hides waste.
Takt Time (Customer Requirement)
Rob
Job Methods – (JM)•A methodology where workers are trained to objectively evaluate the efficiency of their jobs and to methodically evaluate and suggest improvements.
•Engages the worker in a process of continuous improvement in his/her area of expertise.
•Expands the contribution made by each worker beyond the use of their physical skill sets.
Rob /Charles
245/15/2014
Remarkable People Remarkable Products
DD TWI Journey
Charles
Business Unit(JI TREE)
Business Unit (CELL)
Business Unit(LOCATION)
Business Unit(OPERATION)
Business Unit (PRODUCT)
Business Unit (JI)
Charles Doyle
• JI Tree• JI Log• JI Form• JI notebook• Training Log Sheet• Audit Form• Work Content
Distribution• Job Methods Worksheet
Charles Doyle
Please provide feedback to our hosts
+ The Successes you See
- The Improvements you Recommend
Plant Tour Feedback
Plant Tour6:00 to 6:45
TWI Resources
TWI War Commission Manuals
Gemba Kaizen – Masaaki Imai, 1997 / 2012
What worked well at this years RT’s?
+++++++
Wrap Up - Plus / DeltaWhat do you want at
the next years RT’s?-------
Thank you for coming to Fisher Engineering!