Introduction to TWI - FABTECH...

Introduction to TWI

Richard Evans, Certified TWI TrainerHigh Performance Solutions Inc.

FABTECH Canada 2014

Outline for today’s workshop(Breaks as required)

Brief history of TWI The “New” Roles of Supervisors in Lean 9½ minute video – TWI at Nixon Gear Overview of the TWI methodology Hands-on demonstration of Job Instruction (JI) Group activity – Creation of a Job Instruction Breakdown

Sheet Introduction to the TWI “J” Programs The reality of Tactical Lean The TWI Lean/TPS Connection Implementing TWI as part of a Lean Strategy Questions and Wrap Up

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A nonprofit organization in Syracuse, NY that resurrected the TWI Program in 2001.

The TWI Institute has since trained a rapidly expanding global network of 600 certified trainers that deliver TWI training in the manufacturing, health care, construction, energy, and service industries.

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The TWI Service was one of the first emergency services established by the U.S. Government War Production Board after France surrendered to Germany on June 22, 1940.

A national network of professionals was “drafted” from industry to develop techniques to quickly ramp up the production of war materials.

World Crisis Creates a Need

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“to help industry to help itself to get out more materials than have ever been thought possible, and at constantly accelerating speed”

“The real job had to be done by industry, within industry.”

1941 - TWI Mission

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To quickly manufacture the B-17 Flying Fortress bomber in quantities that would be

needed by the Allied nations to win the war.

The Boeing challenge in 1940

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Cornerstones of Boeings’ success*

Management SupportCommitted to having a high-morale, people-dependent system with teams, a great suggestion system and intense training.

Lean Production SystemEngineers “invented” lean concepts with a moving U-shaped final assembly line for flow, Takt time, minimized material handling, max use of dies, etc.

TWI TrainingHalf of the new workforce of 33,000 were cowboys, farmers, fishermen, and lumberjacks. The other half were mostly area housewives.

* What You Can Do When You Have To, Bill V. Vogt and Robert (Doc) Hall, Target Magazine, 1999

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Roles of the supervisor changed

Problems had to be solved fast to keep lines moving The pace of production and frequency of engineering

changes required supervisors to be on the shop floor checking and coaching constantly.

Because they had to show people how to do the work, supervisor training and knowledge of standard work instructions was doubly important.

Supervisors lacked the essential skills that were taught on the job by Training Within Industry (TWI) for them to

Break down common industrial tasks into easily digested, easily mastered steps to train new people.

Cross-train employees to promote teamwork and for people to learn how to take on a broader responsibility within their work area.

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Impact on production of the B-17

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Impact on production of the B-17

60% reduction in man hours per airplane.

Fly-a way’s went from the initial quote of 75/month in 1941 to a peak of 364 in one month (one every 1.6 hours) before shutting down production in 1944.

Initial cost of $242,000 per plane in 1940 was reduced to a final cost of $139,254 in March 1944, a reduction of 42.46% in 32 months

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Impact of the TWI Program

Of the 600 client companies monitored by the TWI Service throughout the war:

86% increased production by at least 25%100% reduced training time by 25% or more

88% reduced labor-hours by over 25%55% reduced scrap by at least 25%

100% reduced grievances by more than 25%

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“U.S. production totals in 1943 had included 86,000 planes, (compared with barely 2,000 in 1939) 43,000 tanks 98,000 bazookas a million miles of communications wire 18,000 new ships and craft 648,000 trucks nearly 6 million rifles 26,000 mortars 61 million pairs of wool socks 71 million rounds of ammunition - Every Day

In 1944 more of almost everything would be made.”

* The Day of Battle: The War in Sicily and Italy, 1943-1944, Rick Atkinson, page 450

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1944 - Mission Accomplished!

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Why TWI was Abandoned in the U.S.

Industry viewed TWI as being a war program. The composition of the workforce changed

dramatically as millions of people returned to their jobs after leaving the military displacing millions of people trained by the TWI Service.

US infrastructure was one of the few not damaged by the war enabling manufacturers to quickly shift to the mass production of consumer goods.

TWI provided grass-roots attention to how people were treated and how work was performed made management uncomfortable at this time in history.

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We Did lt!

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1951 – TWI Travels to Japan

To train supervisors as a foundation to restart Japanese industry that was running at a less than 10% of its 1935-1937 level.

“When the TWI, Inc. specialists departed Japan, they left behind them 35 certified Institute Conductors. The beginning of a large multiplier effect, which extended to over one million Japanese managers and supervisors by 1966, and to many millions more by 1992.”

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Training, Continuous Improvement, and Human Relations: The U.S. TWI Programs and the Japanese Management Style, Alan G. Robinson and Dean M. Schroeder, California Management Review, Winter 1993

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2001 – TWI returns from Japan

1951 – Kenji Ogawa is one of the original TWI Master Trainers taught and certified by the TWI, Inc. American trainers in Japan

1960 - Mr. Ogawa trains Kazuhiko Shibuya for SANYO Electric Corporation

1980 – Mr. Shibuya, Manager Overseas Training trains newly hired American Patrick Graupp

2002 – Patrick Graupp leaves Sanyo to partner with the TWI Institute to introduce TWI in the US

2012 – The TWI Institute has trained over 600 certified trainers around the globe

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Compelling Need for Skills Training2005 Deloitte & NAM Mfg Skills Gap Report

80% of manufacturers surveyed were experiencing a shortage of qualified workers across all industry sectors

The shortage is most acute on the front line, where 90% report a moderate to severe shortage of qualified skilled production employees including machinists, operators, craft workers, and technicians

46% of manufacturers reported inadequate problem solving skills among current employees

The shortage of skilled front line workers to operate increasingly complex equipment is more acute today

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“Rather than push more information onto employees through conventional training, it is more important that they ‘learn how to learn’.”

“The best way to develop critical talent is through the collaborative resolution of real-life issues (‘action learning’).”

“They (workers) learn not by pondering a hypothetical problem, but by directly tackling real issues.”

2005 Recommendations

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The Ongoing Need for Skills Training2011 Deloitte & Mfg Inst Skills Gap Report

(The changing workforce, page 9)

“When asked which factors would help improve their business over the next five years, a highly skilled and flexible workforce topped the list for manufacturers, ranking ahead of product innovation, increasing market share, low-cost producer status, and even supply chain integration with suppliers, among other factors.”

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Nixon Gear Video – 9½ minutes

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Knowledgeunique to the Company and/or the Industry that supervisors must know to do their job:

1. Knowledge of the Work2. Knowledge of Responsibilities

Knowledge training is the responsibility of each company and therefore not the focus of TWI.

Five Basic Needs of a Supervisor


Skills that are required for supervisors to performwithin their role, regardless of the industry:

3. Skill in Leading4. Skill in Instruction 5. Skill in Methods Improvement

Five Basic Needs of a Supervisor

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TWI 4-Step Learning Process*

1. PreparationMake the learner think to aid comprehension of the new idea.

2. PresentationAdd the new idea to those already in the learner’s mind.

3. ApplicationTrain the learner to apply what was presented and check the results.

4. TestingTest the ability of the learner to apply the new idea on their own.

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

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Standardized Delivery

Each program has a similar 4-Step Method. Each method is stated in shop terms. Compact scheduling of five 2-hour meetings

to keep the subject fresh and not keep people away from their jobs over long periods of time.

Small groups of 10 people Each participant must demonstrate in class

that they know how to use the method.


“Learn by Doing”

The TWI approach is not a matter of schools or classes or lessons –

TWI is about individual and/or group work on current day problems of output, quality, lost-time, scrap, re-work, maintenance, and working relations.

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Job Instruction Training (JI)Hands-on demonstration

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Job Instruction Training (JI)How to teach people to quickly learn to do a job correctly, safely, and conscientiously.

www.TWI-Institute.org


JI 4-Step Method

Step 1 - Prepare the Worker

Step 2 - Present the Operation

Step 3 - Try-out Performance

Step 4 - Follow-up

”If the worker hasn’t learnedthe instructor hasn’t taught.”

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No. __________

JOB INSTRUCTION BREAKDOWN SHEETOperation: ____________________________________________________

Parts: ________________________________________________________

Tools & Materials: ______________________________________________

REASONSKEY POINTSIMPORTANT STEPS

Reasons for key points

Anything that might—1.Make or break the job2.Injure the worker3.Make the work easier to do, i.e. “knack”, “trick”, special timing, bit of special information

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

People learn better when they know why they do things.

That 5 or 10% of a the hard or tricky parts of a job.

e.g., Putting a new blade in hack saw.

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What How Why

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Job Instruction Training (JI)

Group Breakout SessionCreation of a Job Instruction Breakdown

Sheet

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Job Instruction Training (JI)

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Job Instruction Training Timetable


Job Relations Training (JR)Trains supervisors/team leaders on how to evaluate and take proper actions to solve and to prevent problems with people.


How to Handle a Problem

DEFINE YOUR OBJECTIVEStep 1 - Get The Facts

Get the whole story (opinions & feelings)Step 2 - Weigh And Decide

Don’t jump to conclusionsStep 3 - Take Action

Don’t pass the buckStep 4 - Check Results

Did your action help production? DID YOU ACCOMPLISH YOUR OBJECTIVE?


Let each worker know how he/she is doing

Give credit when credit is due Tell people in advance about

changes that will affect them Make the best use of each person’s

ability

How to Prevent Problems


Job Methods Training (JM)Trains supervisors/team leaders on how to analyze jobs to make the best use of the people, machines, and materials now available.


Step 4 - Apply the New Method

Step 1 – Breakdown the job

Step 2 – Question Every Detail

Step 3 – Develop the New Method

Step 4 – Apply the New Method


.

Job Breakdown Sheet PRODUCT: MADE BY: DATE: OPERATIONS: DEPARTMENT:

REMARKS IDEAS PRESENT/PROPOSED

METHOD DETAILS

Dis

-ta

nce TIME/TOLERANCE/

REJECTS/SAFETY

WH

Y

WH

ER

E

WH

EN

WH

O

HO

W

Write them down, don’t try to remember.

Elim

inat

e

Com

bine

Rea

rran

ge

Sim

plify

Step 1- Breakdown the Job


Step 2 - Question Every Detail

Why is it necessary? What is its 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?


Step 3 - Develop the New Method

Why?What?

Where?When?Who?

How?

Eliminate

CombineRearrange

Simplify


Improvement Proposal Sheet Submitted to: Made by: Department: Product/Part: Date: Operations: The following are proposed improvements on the above operations. 1. Summary

2. Results Before Improvement After Improvement Production (one worker per day) Machine Use (one machine per day) Reject Rate Number of Operators Other 3. Content

JM Improvement Proposal


Step 4 - Apply the New Method

1. Sell the change to others2. Obtain necessary approvals3. Put the new method to use right

away4. Credit those involved


The three TWI programs work together like a three-legged stool — take one leg away and the stool falls down.

JI – Standard Work JR – Respect for People JM – Continuously Improve


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)

Improvementactivities (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 stabilizedbefore they can be improved

Direct involvement in designing jobs inspires positive work ethic

Benefits

Standard Work isadhered 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

How TWI Skills Work Together


Teaches people how to identify the causes of incidents and injuries to prevent accidents from happening by eliminating those causes.Step 1 – Spot the Causes of AccidentsStep 2 – Decide on CountermeasuresStep 3 – Enforce CountermeasuresStep 4 – Check Results

Job Safety (JS)


Work

Responsibilities

KNOWLEDGE SKILLS

Instructing

ImprovingMethods

Leading

Safety

Supervisors Five Needs

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People resist change and this mindset will cause people to backslide and abandon improvement.

People typically rely on others for improvements. Even when people want to improve they don’t

have improvement skills. Companies tend to rely on “scheduled events” to

make even small changes. Supervisors and operators end up leaving

improvement until after “making the numbers.”

Continuous Improvement never seems to be continuous

The Reality of Tactical Lean

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Time

Event #1

Event #2

What Standard should be

Things tend to go back to where they were before the change when people are not trained to standard.

Maintenance

Maintenance

Event #3

Current Method

What Standard should be

Impact of Tactical Lean


The Countermeasure

Indoctrinates people into an “improvement” frame of mind.

Teaches people how to identify opportunities for improving their jobs.

Trains people how to generate ideas to take advantage of these opportunities.

Shows people how to get these ideas into practice right away.

Creates ownership for people to maintain standard work.

“The Origin of Kaizen.”


Output Continuously Improve - PS

Time

Lean Tools

Standard Work

New Standard

Stabilize Processes - JI Positive Environment - JR,JS

Current Practices

Gradually Improve - JMTWI as an integral part of Lean Strategy

Stabilize, Standardize, Sustain

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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

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STANDARDIZED WORK CHART

PROCESS Cycle Time TAKT TimeSAFETY QUALITY IN

PROCESSGlost Kiln Operator Cycle 30-minutes 1-cycle / 90-

minutes Element Number

Description Work Time Walk Time WORK AREA LAYOUT

1 Walk to GK #3 Exit 1.02 Discharge Car from GK#3 5.03 Discharge Car from GK#4 5.0 1.24 Record GK#4 car numbers

and temps1.0 0.7

5 Charge GK#4 5.0 0.36 Charge GK#3 5.0 1.07 Record GK#3 car numbers

and temps1.0 0.6

8 Return to loading 0.6

Total (min): 22 5.4COMMENTS:Safety: Use high temp gloves, pusher to move cars and be mindful for oily/slick surfacesQuality: Inspect kiln cars and repair downed ware and refractory. Use care not to damage glaze of unfired ware

GK#4

GK#3

ENTRANCE

ENTRANCE

EXIT

EXIT

1, 8

2

3

4

5

6

7

Panel Board

Panel Board

Load Station

Load Station

Standardize – (What to Do)

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“…the best possible work method, with the least amount of waste, producing the best quality product at the lowest cost.”

The Toyota Way Fieldbook, Jeffrey Liker & David Meier, 2006, p111-114

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JI Breakdown – (How to Do It)

Train all operators to the standard

Monitor to maintain standards to eliminate variation in the process

Focus operators on takt time and quality at the source vs. just keeping up

Teach people how to solve problems to continuously improve

No. __________

JOB INSTRUCTION BREAKDOWN SHEET

Operation: Glost Kiln Operator Cycle _

Parts: None _

Tools & Materials: Kiln Gloves _

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 job2.Injure the worker3.Make the work easier to do, i.e. “knack”, “trick”, special timing, bit of special information

Reasons for the key points

1. Discharge GK #3 1. Use kiln gloves2. Pull at correct time

1. Burn hazard2. Kiln control

2. Charge GK #3 1. Fix downed ware2. Do not slam transfer

1. Defect prevention2. Defect prevention

3. Record car data

4. Check kiln temperatures

1. Call Ceramic Tech if 50°F delta in zones 1. Proper kiln control

5. Charge GK #3 1. Fix downed ware2. Do not slam transfer

1. Defect prevention2. Defect prevention

6. Discharge GK #3 1. Use kiln gloves2. Pull at correct time

1. Burn hazard2. Kiln control

7. Record car data

8. Check kiln temperatures

1. Call Ceramic Tech if 50°F delta in zones 1. Proper kiln control

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Sustain

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ImproveJob Methods, TWI Problem Solving

StandardizeTakt Time, Standard in-process inventory,

Standard work sequence

StabilizeJob Instruction, Follow-up Coaching

Safe WorkplaceJob Relations, Job Safety

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IMP

RO

VE

ME

NT

Strategic Improvements Alone (Lean tools)

Strategic Improvement of Stabilized Processes (JI, JR, JS)

Strategic & Incremental Improvement of Standardized Processes (JM, PST, 5 Why’s)

Reduce Total System Cost

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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

WHY?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

Getting Started

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7 Step Implementation Process

1. Form TWI working group2. Select a visible pilot project3. Initial TWI training 4. Carry out pilot project5. Publicize results of the pilot and

plan the next step6. Develop internal TWI trainer/coaches7. Roll out TWI on a larger scale

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0

5

10

15

20

25

Q4 '06 Q1 '07 Q2 '07 Q3 '07 Q4 '07 Q1 '08 Q2 '08 Q3 '08 Q4 '08

JICoaching

Begins

JIIntroduced

JI Reduces Errors - AIMP

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Training Methods Comparison - NASSCO

JI Pilot Project March 2009 - VMMC

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7 Step Implementation Process (cont.)

1. Form TWI working group2. Select a visible pilot project3. Initial TWI training 4. Carry out pilot project5. Publicize results of the pilot and plan the next step

6. Develop internal TWI trainer/coaches7. Roll out TWI on a larger scale

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Certified Trainers’ Roles

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Extend training beyond the pilot area

Lead the development of auditing

process

Trigger the multiplier effect by pushing

TWI training down in the work place

Provide coaching to sustain the program

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JI Training ROI - Gemalto

New operator training time – from 4 weeks to 1 week

Rework caused by complex manual setup – 42% to 15%

Operators now do tricky engineering setups – faster than engineers

Long-standing manual errors on complex operations eliminated

Customer complaints turned into customer praise for fast and effective elimination of long-standing quality issue

US$500k+ p.a. cost-saving from eliminating over-production

Capacity increase on constraint operations by standardized ‘best way known’ of performing change-over’s (capital expenditure avoidance)

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“Fewer personnel issues reach my desk now than in the years prior to JR training. I have more time to devote to managing change in the workplace now that most issues are quickly resolved at the supervisor and team leader level in our organizations. There is no doubt in my mind that is due primarily to the JR training.”

David Lamb, Director of Manufacturing and Certified JR Trainer

Impact of JR at Donnelly Mfg

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100%151%

401%

475%

0%50%

100%150%200%250%300%350%400%450%500%

2005 2006 2007 2008

Net Income at Donnelly ManufacturingJI 2005; JR and JM 2006

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Quick Case Study:

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Cogent Power Inc.Burlington, Ontario

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0

500

1000

1500

2000

2500

3000

3500

4000

4500

PPM Rejects

2006

2007

2008

2009

2010

2011

2076

Customer PPM Reject/Error Improvement Project

997

4050

3476 Start TWI-JI Project

2010: Ship & Receive = 80% Error Reduction

3664

2011: Customer PPM Rejects = 81% Reduction

785

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$0.010

$0.015

$0.020

$0.025

$0.030

$0.035

$0.040

$0.045

$0.050

Cost of Quality/Lb

$0.037

$0.027

Cost of Quality Improved 40%

$0.044

2010-11 2011-12 2009-10

Incorporates:1. Scrap2. Rework3. PPM Rejects4. Admin Costs

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JI Audits: Confirmation of Training(Measuring Training Effectiveness)

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Audit Results – Improving Operator Competency

81% 2010 Start Tracking Audit Scores (Note: 80% is a Pass)!

95% Week 18

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Safe Job Instructions

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SWS – TR021 - 00 “ Basic Core Inspection (Every Core)”

Operator deviated from standard on the following key quality points;

Check Core weight 2.1 Zero Scale Check Gap Quality 3.1 Check for overlaps Check for gap quality 3.1 Contact Team Leader If any gap issue

suspected

Finding; Operator is well aware that he MUST zero the scale prior to weighing the core. If the core is overweight, it will result in a High Test and extra rework. The quality of the gaps were not acceptable as there were at least 20 overlaps on the core (picture attached). As per our SWS’s core MUST not have any overlaps. If this core was sent to the Customer It would have result in a Customer Complaint. Extra labor, scrap and time waste.

JI Audits: Confirmation of Training – Quality Failure

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JI Audit Example – Quality Concern

Zero Weigh Scale & Check Gap Consistency!

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SWS – TR021 - 00 “Basic Core Inspection Example”

Overweight Core

Gap Defect Concern

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Stacked 6” Too High

Improperly Stacked

SWS – FM011 - 00 “ Set Up Exterior Plating” JI Audit Example

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TWI Tracking Progress: Leader Standard Work

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Phase 1: Initial 10 hour Delivery JI / JR

JI Followup & Coaching• 2-4 weeks after

Initial Delivery

Full Scope TWI Implementation

Year 1: Create Process Stability Year 2: Create Standardized Processes Year 3: Build a Continuous Imp Culture

Second 10 hour Delivery JI / JR

Create JIB Audit Process

Phase 2a: JITT• Build Internal

trainers

Phase 2b: JRTT• Build Internal

trainers

Phase 3: Initial 10 hour Delivery JM

JM Followup Assessment

Phase 3: Second 10 hour Delivery JM

Phase 5: TWI Program Assessment

Phase 4: JMTT• Build Internal

trainers

Phase 6: Problem Solving Delivery

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The TWI Workbook: Essential Skills for SupervisorsProductivity Press, Shingo Prize 2007Patrick Graupp and Robert J. Wrona

Implementing TWI: Creating and Managing a Skills Based CultureCRC Press, October 2010Patrick Graupp and Robert J. Wrona

Thank [email protected]

Richard Evans LBC | Sustainability Coach / Certified TWI Instructor

High Performance Solutions Inc. | 832 Crowells Street, Oshawa, Ontario, L1K 1X3 | Cell: 905-439-6386 |Celebrating 10 years of Achieving Results through People.

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