TWI Job Instruction Training: The First Step to Initial Process Stability

1
TWI Job Instruction Training The First Step to
Initial Process Stability

• ESCO Turbine Technologies-Syracuse and the TOYOTA
  Connection

2
The Reality of Lean

• Plans changed whenever a problem occurred.
• People waited on events for improvement.
• Even when people wanted to improve they didnt
  have improvement skills.
• The methodology and the time to perform a job
  varied from person to person and across shifts.
• The abnormal became the normal.
• Supervisors and managers ended up leaving
  improvement until after making the numbers.

3
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.
4
Teaches supervisors the skills needed to solve
problems on their own

• Job Relations Training (JR)
• How to build positive employee relations.
• Job Instruction Training (JI)
• How to quickly train employees to do a job
  correctly, safely, and conscientiously.
• Job Methods Training (JM)
• How to improve the way jobs are done.

5
A Timeless Training Approach

• The program is one of utter simplicity
• It uses a blueprinted procedure that requires a
  minimum of time
• Adheres to the learn by doing principle
• Built in multipliers to spread the training

6
Utter Simplicity

• The Four-Step Learning Process
• Step 1. Preparation make the learner think to
  aid comprehension of the new idea.
• Step 2. Presentation add the new idea to those
  already in the learners mind.
• Step 3. Application train the learner to apply
  what was presented and check results.
• Step 4. Testing test the ability of the learner
  to apply the new idea alone.
• Developed by Charles R. Allen in WWI

7
A Blueprinted Procedure

• A common thread runs through all TWI programs as
  the result of much trial and error learning
  during introduction
• Each program has a similar 4-Step Method.
• The method is stated in shop terms, not in
  academic language.
• Each participant must use the method to solve a
  current problem in class to get immediate use and
  acceptance.

8
A Blueprinted Procedure

• Small groups of 10 to practice the method under
  guided assistance to learn by doing.
• An outline of what and how and time sets a
  universal standard.
• Ten hours of class are best delivered in five
  2-hour meetings without a break.
• Compact scheduling of the 5 meetings to keep the
  subject fresh and not keep people away from their
  jobs over long periods of time.

9
Learn by Doing

• The TWI approach is not a matter of schools or
  classes or lessons
• it is individual and/or group work on current
  day problems of output, quality, lost-time,
  scrap, re-work, maintenance, and working
  relations.

10
Multipliers Spread the Training

• The TWI Program utilizes a standard method to
• Train people from industry to become TWI Trainers
  
• TWI Trainers train the people who direct the work
  of others (supervisors, team leaders, managers,
  etc.)
• Supervisors spread the training to other people
  in the workplace by involving them as required in
  the process.

11
Job Instruction - Objective

• Help supervisors develop a well-trained workforce
  that do each job the same way resulting in less
  scrap and rework, fewer accidents, and less tool
  and equipment damage.

12
The JI 4-Step Method
Step 1 - Prepare the Worker Step 2 - Present the
Operation Step 3 - Try-out Performance Step 4 -
Follow-up
13
Job Instruction Breakdown Sheet
No. __________ JOB INSTRUCTION BREAKDOWN
SHEET Operation ________________________________
____________________ Parts ___________________
_____________________________________ Tools
Materials ______________________________________
________
14
The JI method of breaking down jobs documents
the current best way

• Important Steps A logical segment of the
  operation when something happens to advance
  the work.
• Putting a new blade in hack saw.
• Key Points Anything in a step that might
• Make or break the job
• Injure the worker
• Make the work easier to do, i.e. knack,
  trick, special timing, bit of special
  information, etc.
• That 5 or 10 of a the hard or tricky
  parts of a job.
• Reasons The reason for each Key Point
• People learn better when they know why they do
  things.

• What

How
Why
15
Job Instruction Training Timetable
16
JI Case Study

• ESCO is a network of companies and alliances
  specializing in challenging production that
  requires exotic alloys or complex geometries
  which are used in the aerospace and industrial
  gas turbine markets.
• Produce and source from global locations
  including the United States, Mexico, Western
  Europe, Eastern Europe, China and India.

17
Investment Casting Business Climate

• Customers are very large i.e., General Electric,
  Siemens-Westinghouse, Solar Turbines, Rolls
  Royce, Pratt Whitney.
• There is enormous price pressure. Some customers
  are demanding reductions in the price they pay
  for our products 6 to 12 immediately and 3 per
  year for the next 3 years.
• Customers looking to offshore / low cost poles to
  source product.

18
Lean History Before TWI

• Cellular Manufacturing
• Remove the Departmental Silos.
• Kaizen
• A Continuous Improvement philosophy of change
  for the better
• Synchronous Manufacturing
• Constraint Management
• Six Sigma
• Addressing inconsistencies in the process with
  improvements driven and supported by data.

19
Strategy Map
High performance Results Customers
Employees Shareholders
Safety, Productivity, Cost, Asset Utilization
Profitable Growth
Results
Lost Time AccidentsScrapThroughput
Targeted market segments
Added Value
Delivery
Instant, Flawless, Customer Service
Quality
Lead Time
Price
Customer
0 Returns Meet Specs
Finished Product
Span 0-5 Days
Low
Short
Operational Excellence
Customer Management
Innovation/Growth
Reduce Rework by 50
Capability To Acquire,Develop Launch New
Products
Integration of functions to Provide seamless
service
Internal
Continuous Improvement / Kaizen Six Sigma /
Synchronous Mfg.
Develop Supplier Base Capable of Providing
Supplies and Services
Dimensional Capability
Speed to Market
Process Robustness
Organization Capital - The ability to mobilize
and sustain the process of strategy execution
Human Capital
Establish and maintain a high performance
customer focused team based culture
Enhance Strategic Skills/Talent Know how
Build Leadership
Integration
Alignment
Learning Growth
Pipeline Leadership Development Self Management
High Performance Responsive/Adaptive Shared
vision/Team Based Customer Focus
Multi Skilled Application of Technology TWI
Strategic Planning Knowledge/people
sharing Double Loop Learning
Pull in same direction Performance
Management Communications

Casting
Solidification Modeling
Rapid Prototyping
20
Strategic Objectives

• Reduce inventory
• Increase speed of flow
• Decrease lead time for the customer
• Improve ability to take drop in orders for the
  replacement parts market

21
Quality Begins in the Wax Department
22
Focus on the Wax Mold Assembly Job Family

• Analysis
• On-time release from Wax Dept. averaged 73 in
  2002.
• Significant variability in techniques used by
  assemblers.
• Significant defects in the initial completed
  molds.
• Rework increased cost and slowed the flow of
  work.
• Action
• Identify competency constraints (combination of
  skills, know how, and process) which were
  impacting on our ability to deliver our customer
  value proposition.

23
Approach to Training Was Not Effective

• Employees were either being trained
• Utilizing the buddy technique, or
• Assigning one of our best employees to train the
  new employee
• The company needed a better method of training
  employees that was repeatable and verifiable, and
  found what they had been looking for in the TWI
  Job Instruction (JI) Program.

24
Human Capital Readiness Program
Gray-Syracuse Strategy Map(Partial)
Define Competency Profile
2
Cells
1Turbo
2Solar
. . . . .
8Smarts
Financial
Skills
. . . . . . . . Radius Gauge Welder Acid
Tank Saw . . . . . . . . Total Skills
- - 1 1 0 1 - - 16
- - 0 1 1 0 - - 11
How Defined Local experts built the
model,creating TWI JI template
High performance resultsfor our customers,
employeesand stakeholders
Profitable growth
Assetutilization
1 Skill required for this cell
Human CapitalDevelopment Program
4
Human Capital Readiness Report
Customer

• TWI Training Templates
• Each cell
• Each skill

Price
Delivery
Relations
CustomerReturns
Quality
1200
Goal
960
100
(84)
720
75
Internal
480
50
Readiness
(40)
240
25
Operational Excellence
0
IV
I
II
III
IV
I
II
Reduce Reworkby 50
2002
2003
Flexible Manufacturing
How Assessed Monthly and quarterly
reviewsconducted by supervisors,inspectors, and
trainersrelative to TWI JI template
Assess Strategic Readiness
3
Human Capital
Identify StrategicJob Family
Level
Explanation
MoldAssembly
1
Strategic Job Family
1
Not Trained
2
Future Training
3
In Training
Goal
4
Certified Within Cell
Required
30
5
Trainer Certified All Cells
25
Competency Profile for Mold Assembly
Define Competency Profile
2
1Turbo
2Solar
. . . . .
8SmallParts
Cells
Skills
. . . . Radius Gauge Welder Acid Tank Saw . . .
. . . . . Total Skills
- 1 0 1 1 - - 26
- 1 1 0 1 - - 16
- 0 1 1 0 - - 11
1 Skill required for this cell
26
Track Progress
Assess Strategic Readiness
3
Level
Explanation
1
Not Trained
2
Future Training
3
In Training
4
Certified Within Cell
Goal
5
Trainer Certified All Cells
27
Development Plans to Close Gaps
4

• TWI Training Templates
• Each Skill
• Each Cell
• Within Cells
• Within Departments

28
Retrain People to Use the New Best Way

29
Verify that operators do a job as trained

• Random audits using the JI breakdown once an
  employee has been trained on a job.
• Operators are qualified by element after passing
  six consecutive audits on that element.
• Goal is to qualify all employees in the elements
  common for all lines and then qualify people for
  jobs within a line.
• Once they are qualified within a line, training
  continues with the goal for all people in the
  department to become qualified in all lines.
• Cross functional training between departments.
• Benefit Maximum flexibility for production to
  move employees as required by customer
  demand.

30
Impact on Rework
2003 vs. 2002 75 reduction 2004 vs. 2003 83
reduction 2004 vs. 2002 96 reduction
31
Impact on Readiness
Human Capital Readiness Report
1200
Goal
960
100
(84)
720
75
Readiness
480
50
(40)
240
25
0
IV
I
II
III
IV
I
II
2002
2003
32
Impact on Release Time of Molds
Average On-Time Release Shot Up

• 2002 - 73.0
• 2003 - 89.5
• 2004 - 98.6

33
Variation is Minimized
Significant leveling of month to month
Variability of On-Time Release of Molds
34
Other Outcomes
Training Time went from 2 mos. to 2 weeks Cycle
time reduction
64 Inventory reduction
50 On time delivery improvement 80
35
Surprising Outcome
Significant Improvement in Performance Reviews
2003
1999
1999 Data
2003 Data
50
55
60
65
70
75
80
85
90
95
Score
36
Delivery is modified for departments

• Team leaders deliver training in Wax area
• Leaders also have an assigned job in Wax area
• Two dedicated TWI trainers deliver training for
  the team leaders in the Metal end
• These people never worked in the Metal end

37
Hand Tools used in Wax Dept
38
Dedicated Training Area in Wax
39
Metal End Hand Tools
40
Dedicated Metal End Training Area
41
Teaching Tool Use and Technique for Grinding
Metal End Trainee and TWI Trainer
42
Metal end Training Results

• Category Improvement
• Casting configuration 44
• Defect identification 67
• Quick Check Basics 79
• Quick Check Advanced 25

43
JI Cross-training Win/Win
Although the tools and skills for these areas
are dramatically different, cross-trained
employees are now assigned based on the
production schedule for a given day. Employees
voluntarily move between departments just for a
change and to maintain their skills.
44
The TWI-TOYOTA Way Connection

• The Toyota Way of going to the source, observing
  in detail, and learning by doing were all very
  much influenced by TWI and became the backbone of
  Toyotas standardization philosophy.
• It (TWI) was based on the belief that the way to
  learn about industrial engineering methods was
  through application on the shop floor and that
  standardized work should be a cooperative effort
  between the foreman and the worker.
• The Toyota Way, Jeffrey Liker 2004, pg. 141

45
Lean Tools Without TWI

• Output

Event 3
What Standard could be
Event 2
No Maintenance
What Standard could be
Event 1
Things go back to where they were when people
are not involved to sustain the changes.
No Maintenance
Work Standard
Time
46
Lean TWI Continuous Improvement

• Output

47

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

• JR Positive Environment
• JI Stabilize Processes
• JM Continuously Improve

48
Implementing Lean? Benchmark with The TOYOTA
Way!

• Create Lean Processes Throughout Your Enterprise
• Value Stream Mapping to Create Flow (Lean)
• Create Initial Process Stability (Job
  Instruction)
• Create Connected Process Flow (Lean)
• Standardize Processes and Procedures (Job
  Instruction Lean)
• Level Production (Lean)
• Build a Culture that Stops to Fix Problems (Job
  Methods)
• Develop Exceptional People and Partners (Job
  Relations)
• Fit Technology with People and Lean Processes
  (Job Relations)
• Develop Exceptional People and Partners (Lean
  TWI)
• Root Cause Problem Solving for Continuous
  Learning (Job Methods)
• Manage the Change (Lean TWI)
• The TOYOTA WAY Fieldbook, Jeffrey K. Liker and
  David Meier

49
Questions
The TWI Workbook Essential Skills for
Supervisors A Shingo Research and Professional
Publication Prize Recipient for 2007 Patrick
Graupp and Robert J. Wrona www.productivitypress
.com