Professional Documents
Culture Documents
Supervisor Skills Training Training Within Industry TWI
Supervisor Skills Training Training Within Industry TWI
Henry Ford
Earned unprecedented profits in 1926 by eliminating waste to
gradually reduce the production cycle to 81 hours from iron ore to
finished product.
Toyota Production System
Eliminate non-value-added waste to continuously reduce the time-
line between Order and Cash.
Kaizen
Elimination of Muda (non-value adding waste) epitomizes the low-
cost, commonsense approach to continuous improvement.
Lean
Do more with less by eliminating non-value-adding activities.
2
HOW To Do It is the Problem
3
The Realities of Lean
4
The Realities of Kaizen
Continuous Improvement
never seems to be continuous
People resist change and this mindset will cause
people to backslide and abandon improvement.
Supervisors and managers often leave improvement
until after “making the numbers.”
People typically rely on others for improvements.
Even when people want to improve they don’t have
improvement skills.
Companies tend to rely on Kaizen Events to make
even small changes.
5
The Reality of Kaizen Events
Output
Event #3
Event #2 Maintenance
Event #1 Maintenance
What actually becomes
the Standard when people
do not sustain the changes.
Work Standard
Time
6
Lessons About Waste
7
TWI - The Countermeasure
8
The Missing Link to Lean & Kaizen
Next
Output What the Standard becomes Innovation
Time
9
Training Within Industry Program
10
TWI - Created for a Purpose
11
Impact of TWI on the War Effort
12
TWI - After the War
13
Impact of TWI at Toyota
THEN
1951 to 1960 – Toyota utilizes TWI to train their employees
in the Toyota Production System.
NOW
2001 - Toyota KY received over 100,000 improvement
suggestions from employees, 98% of which were used
resulting in a savings of $18,000,000, and returned
$3,000,000 for individual awards of $25 to $25,000.
FUTURE
“The Toyota Way of going to the source, observing in detail,
and learning by doing were all very much influenced by
TWI (Dietz and Bevens, 1970) and became the
backbone of Toyota’s standardization philosophy.”
The Toyota Way (P141), 2004, Jeffrey Liker
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TWI - A Timeless Training Approach
15
1. Utter Simplicity
16
2. Blueprinted Procedure
17
Blueprinted Procedure
18
3. “Learn by doing”
19
4. Multipliers Spread the Training
20
The Five Basic Needs of Supervisors
Knowledge
unique to the Company and/or the Industry that
supervisors must know to do their job:
1. Knowledge of the Work
2. Knowledge of Responsibilities
21
The Five Basic Needs of Supervisors
Skills
that are required for supervisors to perform
within their role, regardless of the industry:
3. Instruction
4. Methods Improvement
5. Leading
22
Job Instruction - Objective
23
Results from JI Training
24
JI = Standard Work = $
Mold Assembly in the Wax Department at Gray-Syracuse, Inc.
On Time Mold Releases:
2002 – Average per month 73%
2003 – Average per month 86%
2003 – Last 7 months 89%
2003 – Last 5 months 97%
2004 – First 2 months 99%
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Wax Department Assembly Defects
4000
3500
3000
2500
Defects Found 2000
2002
1500
2003
1000
500
0
JanFeb Mar Apr May Jun Jul Aug Sep Oct NovDec
Months
26
The 4-Step Method for JI
27
Present the Operation
No. __________
Operation: ____________________________________________________
Parts: ________________________________________________________
28
JOB INSTRUCTION TRAINING TIMETABLE
Name:
__________________
Break- Changes
Dept.:
down In
__________________ No. Production
Date:
__________________
Turnover
Work Performance
29
Job Methods - Objective
30
Concrete Results from JM Training
31
JM = Immediate ROI
32
The 4-Step Method for JM
33
Step 1- Breakdown the Job
Rearrange
PRESENT/PROPOSED
WHERE
Eliminate
Combine
Simplify
WHEN
TIME/TOLERANCE/
tance
HOW
WHO
METHOD DETAILS
WHY
Write them down, don’t try to remember.
Dis-
REJECTS/SAFETY
34
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?
35
Step 3 - Develop the New Method
Why?
Eliminate
What?
Where? Combine
When? Rearrange
Who?
How? Simplify
36
JM Improvement Proposal
Improvement Proposal Sheet
Submitted to:
Made by: Department:
Product/Part: Date:
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
37
Step 4 - Apply the New Method
38
Job Relations - Objective
39
Results from JR Training
40
JR Results - Then
Problem:
“Because of poor morale, our labor turnover was
terrific; complaints and grievances were
multitudinous; production schedules lagged.”
Solution:
The Production Manager and Director of Training
became JR trainers. “They came back and
presented the program to all our supervisors.
Within a fortnight (2 weeks), complaints and
grievances ceased; labor turnover stopped, and
production went ahead of schedule.”
41
JR Results - Now
42
How to Handle a Problem
43
How to Prevent Problems
44
Measures for “Best in Class”
QUALITY
– Providing exactly what the customer wants the first time,
COST
– at a price that represents value to the Customer,
DELIVERY
– in a manner that is timely for the Customer,
SAFETY
– with concern for the well-being of all,
MORALE
– through the spirit of Improvement.
45
Strategies don’t produce, People Do!
Proactive Leadership
Job Methods - maximize the use of people, machines and materials
JIT TPM Pull / Kanban Cellular/Flow
CULTURE CHANGE
46