COMPETENCY BASE TWI - Opportunity #2 - Which Comes First?

Question(s) Management Philosophy

When is Standardized Work (Long-Term Thinking)

NOT
Standardized Work?
System
When it’s words on a page and not
Supervisor Skills Training behavior on the shop floor! Solutions Culture
(Customized) (People)

How can we translate our documentation

Center for Industrial Research and Service into employee behavior? Tools Process
Iowa State University Extension
(Problem-Solving)

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- Opportunity #3 -
Presentation Outline Transforming Culture
Have your
Continuous Improvement • Changing culture means changing behavior.
• Opportunities efforts focused on… • Behaviors change through practice &
• History of TWI repetition, so we must give people a method
they can practice.
• Basics of TWI & Case Studies Tools before culture?
• These skills must be practiced fully and on a
• Summary or even consistent basis to have lasting effect.
Tools before system? • Full organizational support is needed to
encourage and foster the change.

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- Opportunity #1 - - Opportunity #4 -
Do you have trouble sustaining HYPOTHESIS*
your Continuous Improvement Tools vs. Culture
efforts?
―Most companies have focused too heavily on ―American Lean
tools…without understanding lean as an entire is missing
system that must permeate an organization’s
culture. something
-The Toyota Way, Jeffrey Liker in its
―Culture follows system. lean portfolio.
- Col. Chet Richards, USAF (Ret.) *SME Chapter 204
TIME

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1
 - Opportunity #5 - Proposed Model:
Toyota Rule: First, Stabilization Five Basic Needs of Supervisors Presentation Outline
“So what is basic stability? In the simplest sense
this implies general predictability and consistent Knowledge unique to the Company and/or the
availability in terms of manpower, machines, Industry that supervisors must know to do their job: 9Opportunities
materials, and methods -- the 4Ms.” 1. Knowledge of the Work
2. Knowledge of Responsibilities
• History of TWI
“Under each of these basic building blocks of
manufacturing, Toyota tries to establish a Skills that are required for supervisors to perform • Basics of TWI & Case Studies
within their role, regardless of the industry:
consistent and predictable process before getting • Summary
too far down the road with the latter elements of 3. Skill in Leading
flow and takt time.” 4. Skill in Instruction
5. Skill in Methods Improvement
- ―Creating Basic Stability by Art Smalley, author of Creating Level Pull

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What Happens When Supervisors June 22, 1940

Stabilization Begins With Training Don’t Have These Skills? France Surrenders to Germany
According to a recent Gallup poll on why TWI was one of the first emergency services established by
“Basic stability starts with a well trained workforce…” the U.S. Government after the fall of France.
people leave their job:
-80% of people who quit their jobs leave The War Production Board established a national network of
“…Toyota in the 1950’s learned some basic
professionals on loan from their companies to teach the
techniques about supervision in production and because of their immediate supervisor TWI techniques, but…
how to further improve the skills and capabilities
of work teams. Specifically, they adopted an - Only 20% leave because of the work itself
―…the real job
industrial training program that the U.S. used had to be done
The average cost to replace that
during WWII called Training Within Industry (TWI).” person? by industry,
- ―Creating Basic Stability by Art Smalley, author of Creating Level Pull One-and-a-half times his/her within industry.
average salary!

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Toyota Training & Development - Opportunities #6, 7, & 8 -

TWI was developed…
How Would Your Supervisors
Distinguishing Characteristics:
1. Begin from need Answer these Questions?
2. Make people before making cars 3.
―…to help industry to help
• Have you ever been given an effective and
Leader’s job is to develop subordinates systematic way to deal with worker problems? itself to get out more
4. OJT is primary, Off-JT secondary materials than have ever
5. Bring gemba into classroom, extend classroom to • Does your company have an effective and been thought possible,
gemba systematic method for quickly training employees
6. Aim training one or two levels above organizational
and at constantly
to do a job correctly, safely, and conscientiously?
need accelerating speed
7. Focus on: • Have you ever been given an effective and …to win a global war.
i. Problem-solving (scientific method) systematic method for improving individual jobs?
ii. Role throughout career
- Information courtesy John Shook, co-author of Learning to See

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2
 Impact of TWI on the War Effort Training Within Industry Program
JI Returns to U.S. in 1984
Job Relations Training (JR)
Actual data reported by over 600 client
companies, monitored throughout the war, • 600 employees sent to Japan for training teaches supervisors how to develop and maintain
attributed the following results to TWI: positive employee relations to prevent problems from
• 400 trainers sent to NUMMI from Japan happening and how to effectively resolve conflicts
• 30 managers or ―coordinators from Japan that arise.
• 86% increased production by at least 25%
RESULTS in ONE YEAR! Job Instruction Training (JI)
• 100% reduced training time by 25% or more
• 88% reduced labor-hours by over 25% teaches supervisors how to quickly train employees
• Quality: Best in GM history! to do a job correctly, safely, and conscientiously.
• 55% reduced scrap by at least 25% • 100% • Productivity: Best in GM! Job Methods Training (JM)
reduced grievances by more than 25%
teaches supervisors how to continuously improve the
- Information courtesy John Shook, co-author of Learning to See way jobs are done.

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TWI at Toyota Blueprinted Procedure

Presentation Outline
• Job Instruction (JI), Job Relations (JR), & Job Methods A common thread runs through all TWI programs as
(JM) introduced in early 1950s the result of much trial and error learning during
• JI still taught with virtually no modification to this day 9Opportunities introduction:
- Considered fundamental, critical to all other training • Each program has a similar 4-Step
• JR modified in about 1980 and terminated in 2000 -
9History of TWI
Method. • The method is stated in common,
- TCS (Toyota Communication System) instituted in 2004;
similar to JR in many ways
• Basics of TWI & Case Studies straight- forward language.
• JM dropped in mid-1950s • Summary • Each participant must use the method to solve
- in favor of Shingo P-Course, which was then dropped in a current problem in class to get immediate use
favor of and acceptance.
- Standardized Work (later Standardized Work & Kaizen)

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The NUMMI* Case Five Basic Needs of Supervisors Blueprinted Procedure (cont)
• GM’s ―worst plant in terms
Revisited
• Small groups of 8-10 to practice the method
of quality & workforce under guided assistance to ―learn by doing.
Skills
• Toyota manages the plant • An outline of what and how and time sets a
that are required for supervisors to perform
and implements the Toyota within their role, regardless of the industry: universal standard.
Production System • Ten hours of class are best delivered in five
• All former GM workers are 3. Skill in Leading ÆJob Relations 2-hour meetings without a break.
offered jobs - including the 4. Skill in Instruction ÆJob Instructions • Compact scheduling of the 5 meetings to
―old troublemakers 5. Skill in Methods Improvement ÆJob Methods keep the subject fresh and not keep people
*New United Motor away from their jobs over long periods of
• It has a UAW workforce Manufacturing, Inc.
time.
- Information courtesy John Shook, co-author of Learning to See

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3
 How to Handle a Problem JR Results - Now
“Learn by Doing”
DEFINE YOUR OBJECTIVE
Step 1 - Get The Facts ―This would have been a perfect course when
The TWI approach is not a matter of
schools or classes or lessons. Be sure you have the whole story I started as a leader, 20 years ago! It is
Step 2 - Weigh And Decide simple and based on a foundation of
Don’t jump to conclusions values. This will help build trust and
It is individual and/or group work on understanding in the workforce.
Step 3 - Take Action
current day problems of output,
Don’t pass the buck Step
quality, lost-time, scrap, re-work,
4 - Check Results
maintenance, and working relations. Team Leader, July 2002
Did your action help production?
DID YOU ACCOMPLISH YOUR OBJECTIVE?

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Job Relations Results from JR Training Job Instruction

teaches supervisors how to develop and maintain • Better employee relations teaches supervisors how to quickly train
positive employee relations to prevent problems from • Improved morale employees to do a job correctly, safely, and
happening and how to effectively resolve conflicts that • Fewer grievances conscientiously.
arise. Objective:
• Improved attendance
Objectives: Develop a well-trained workforce resulting in:
• Less equipment damage
- Build positive employee relations by effectively • Improved quality - less scrap and rework
resolving conflicts that arise. - fewer accidents
• Increased production
- Maintain positive employee relations by preventing - less tool and equipment damage.
problems from happening. • Reduced cost

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How to Prevent Problems
9Let each worker know how he/she is
doing
9Give credit when credit is due.
9Tell people in advance about changes that
will affect them
9Make the best use of each person’s ability
JR Results - Then
Problem: The 4-Step Method for JI
―Because of poor morale, our labor turnover was - How to Get Ready to Instruct -
terrific; complaints and grievances were
multitudinous; production schedules lagged. Before instructing people how to do a
Solution: job:
The Production Manager and Director of Training
became JR trainers. ―They came back and 1. Make a time table for training.
presented the program to all our supervisors. Within 2. Break down the job.
a fortnight (2 weeks), complaints and grievances
ceased; labor turnover stopped, and production 3. Get everything ready.
went ahead of schedule. 4. Arrange the worksite
H. L . Austin, VP Food Machinery Corp. Sept. 1945

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4
 JI TRAINING TIMETABLE The 4-Step Method for JI
- How to Instruct - Bottom Line Impact
Average On-Time Release of Molds Shot Up
2002- 73.0%
Step 1 - Prepare the worker to learn 2003 - 89.5%
Step 2 - Present the operation Step 2004 - 98.6%
3 - Try-out performance Step 4 - Training Time went from 2 mos. Æ 2 weeks
Follow-up Cycle time reduction 64%
Inventory reduction 50%
On time delivery improvement 80%

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Present the Operation JOB

Results from JI Training Job Methods
No. __________

INSTRUCTION BREAKDOWN SHEET

Operation: ____________________________________________________ • Reduced training time teaches supervisors how to

• Increased production
Parts:

Tools & Materials: ______________________________________________ continuously improve the way jobs are
IMPORTANT STEPS KEY POINTS REASONS • Fewer accidents done.
• Less scrap
Objective:
Anything in a step that
might—
A logical segment of the
operation when
1.Make or break the job • Less rework
2.Injure the worker Reasons for each key
something happens to
advance the work.
3.Make the work easier point • Less tool and equipment damage Make the best use of the people,
to do, i.e. “knack”, “trick”,
special timing, bit of • Increased job satisfaction • machines, and materials now
special information
Improved quality
available.
• Increased profits

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Bottom Line Impact

Wax Department Assembly Initial Defects The 4-Step Method for JM
4000

Step 1 - Breakdown the Job Step

3500
3000
2500
Defects Found 2000 2002 2 - Question Every Detail Step 3 -
1500 2003
1000 2004 Develop the New Method Step 4 -
500
0
Jan FebMarAprMayJun Jul AugSep OctNovDec
Apply the New Method
Months

2003 vs. 2002 Æ 75% reduction

2004 vs. 2003 Æ 83% reduction
2004 vs. 2002 Æ 96% reduction

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5
 Step 1- Breakdown the Job JM = Immediate ROI
Step 4 - Apply the New Method
Job Breakdown Sheet ROI for a company as the result of Job Methods
PRODUCT:
OPERATIONS:
MADE BY:
DEPARTMENT:
DATE: Training, December 2002
REMARKS IDEAS

PRESENT/PROPOSED 1. Sell the change to others

Investment in Training: $5,000
TIME/TOLERANCE/ Write them down, don’t try to
METHOD DETAILS
REJECTS/SAFETY remember.

2. Obtain necessary approvals Employee time (est. 120 hrs.): $6,000

3. Put the new method to use right away Total Cost (est.) $11,000
4. Credit those involved
5. Continue to improve the new method Savings realized within 30 days $34,300
Immediate Return on Investment 312%
Projected Annualized Savings $124,690
Potential Return on Investment 1134%

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Step 2 - Question Every Detail. JM Improvement Proposal

Submitted to:
Improvement Proposal Sheet
Presentation Outline
Made by: Department:
Product/Part: Date:
Operations:

Why is it necessary? The following are proposed improvements on the above operations.
1. Summary
9Opportunities
What is its purpose? Where
9History of TWI
should it be done? When 2. Results

should it be done? Who is best Production (one worker per day)

Machine Use (one machine per day)
Before Improvement After Improvement
9Basics of TWI & Case Studies
• Summary
Reject Rate

qualified to do it? How is ―the

Number of Operators
Other

3. Content

best way to do it?

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Step 3 - Develop the New Method Concrete Results from JM Training Why Aren’t Improvement Efforts
Improvement is not a matter of impression, Sustained?
Why? Eliminate results are obtainable and apparent. • There is a general lack of discipline & accountability
What? •Reduced cost in maintaining changed procedures.
•Reduced WIP • Many people who don’t buy in to a change, revert to
Where? old habits when trouble arises.
Combine
When? Rearrange •Reduced inventory • Supervisors are too busy ―chasing fires or
Who? •Increased throughput ―making the numbers to focus on sustaining
•Increased sales improvements. • Operators are not involved in the
How? Simplify process. • Even when people are involved and they
•Increased profits
want
improve
to they don’t have improvement skills.
•Continuous improvement

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6
Transforming Culture Revisited Opportunities Revisited
HYPOTHESIS
• Changing culture means changing behavior. • Have you focused on tools & solutions before
establishing your system or culture? THE (or least one of the) missing link(s)
• Behaviors change through practice &
in creating and sustaining Continuous
repetition, so we must give people a method
they can practice. • Have you skipped basic stabilization while Improvement is:
trying to establish flow and takt time? Training Within Industry (TWI)
• These skills must be practiced fully and on a
consistent basis to have lasting effect. •Job Relations
• Do your Continuous Improvement efforts
• Full organizational support is needed to seem to be missing some key element? •Job Instruction
encourage and foster the change. •Job Methods

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Opportunities Revisited
Toyota Training & Development Opportunities Revisited Everyday
Strategic & Incremental
Improvements (JM) with
Everywhere Stabilization (JI & JR)
Distinguishing Characteristics: • Have your supervisors/team leaders been
Everyone
(True Kaizen)
1. Begin from need given an effective and systematic way to deal Strategic
2. Make people before making cars 3. with worker problems? Improvements with
Leaders job is to develop subordinates Stabilization (JI & JR)

4. OJT is primary, Off-JT secondary • Does your company have an effective and
5. Bring gemba into classroom, extend classroom to systematic method for quickly training
gemba employees to do a job correctly, safely, and Strategic
Improvements
6. Aim training one or two levels above organizational conscientiously? Alone
need
7. Focus on:
• Have your supervisors/team leaders been
i. Problem-solving (scientific method) given an effective and systematic method for
ii. Role throughout career improving individual jobs?
(Information courtesy of John Shook) TIME

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Remember this Question? Results That Stick

When is Standardized Work
NOT “If companies would spend half the time
developing these essential skills (TWI) in the
Standardized Work? supervisor ranks that they spend on
When it is words on a page and not conducting Value Stream Mapping or Kaizen
behavior on the shop floor! Workshops, I am convinced that they would not
only achieve more impressive results, but the
TWI JR & JI help translate results would stick better as well.”
documentation into
- Art Smalley, author of Creating Level Pull
behavior on the shop floor!

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