Training Within Industry (TWI) - Theory and Implementation Fisher Engineering, a Division of Douglas...

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.

http://i.sme.org/c046/Home/













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

http://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


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


DD Lean Journey

Greg Tedford

5/15/2014 13

155/15/2014


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


• 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


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


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!

Training Within Industry (TWI) - Theory and Implementation Fisher Engineering, a Division of Douglas...

Documents

Transcript of Training Within Industry (TWI) - Theory and Implementation Fisher Engineering, a Division of Douglas...