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TWI Job Instruction Training:
The First Step to Initial Process Stability
ESCO Turbine Technologies-Syracuse
and the TOYOTA Connection
1
The Reality of Lean
Plans changed whenever a problem occurred.
People waited on ―events‖ for improvement.
Even when people wanted to improve they didn’t
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.‖
2
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.‖
3
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.
4
A Timeless Training Approach
1. The program is one of utter simplicity
2. It uses a blueprinted procedure that
requires a minimum of time
3. Adheres to the learn by doing principle
4. Built in multipliers to spread the training
5
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 learner’s 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
6
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.
7
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.
8
―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.
9
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.
10
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.
11
The JI 4-Step Method
Step 1 - Prepare the Worker
Step 2 - Present the Operation
Step 3 - Try-out Performance
Step 4 - Follow-up
12
Job Instruction Breakdown Sheet
No. __________
JOB INSTRUCTION BREAKDOWN SHEET
Operation: ____________________________________________________
Parts: ________________________________________________________
Tools & Materials: ______________________________________________
IMPORTANT STEPS KEY POINTS REASONS
Anything in a step that might—
A logical segment of the 1.Make or break the job
operation when something 2.Injure the worker
Reasons for each key point
happens to advance the work. 3.Make the work easier to do, i.e.
―knack‖, ―trick‖, special timing, bit
of special information
13
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
What the work.
Putting a new blade in hack saw.
Key Points Anything in a step that might—
• Make or break the job
How • 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
Why People learn better when they know why they do things.
14
Job Instruction Training Timetable
15
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.
16
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.
17
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.
18
High performance Results
Strategy Map
Customers Employees
Shareholders
Safety, Productivity,
Cost, Asset
Results
Profitable Growth Utilization
Lost Time Accidents
Targeted market segments Scrap
Throughput
Customer
Added Value Price Lead Time Delivery Instant, Flawless, Quality
Customer Service
0 Returns
Finished Product Low Short Span 0-5 Days Meet Specs
Innovation/Growth Customer Management Operational Excellence
Capability To Acquire,Develop & Reduce Rework by 50%
Internal
Integration of functions to
Launch New Products Provide seamless service
Continuous Improvement / Kaizen
Six Sigma / Synchronous Mfg.
Develop Supplier Base Capable of
Providing Supplies and Services Dimensional Capability
Speed to Market
Process Robustness
Human Capital Organization Capital - The ability to mobilize and sustain the process of strategy execution
Learning & Growth
Establish and maintain a
Enhance Strategic Build high performance
Skills/Talent Alignment Integration
Know how
Leadership customer focused
team based culture
Pipeline
Multi Skilled High Performance Strategic Planning
Leadership Pull in same direction
Responsive/Adaptive
Application of Technology Development Knowledge/people
Shared vision/Team Based Performance Management sharing
Self Management
TWI Customer Focus Communications Double Loop Learning
Solidification Modeling Casting
Rapid Prototyping
19
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
20
Quality Begins in the Wax Department
21
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.
22
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.
23
Human Capital Readiness Program
Gray-Syracuse Strategy Map
(Partial) 2 Define Competency Profile
Cells 1 2 8
.....
Skills Turbo Solar Smarts
Financial
.... - -
.... - -
High performance results
for our customers, employees
Radius Gauge
Welder
1
1
0
1
How Defined
Acid Tank 0 1
and stakeholders Saw 1 0
....
....
-
-
-
- Local experts built the model,
Profitable growth
Asset
Total Skills 16
1 = Skill required for this cell
11
creating TWI JI template
utilization
Human Capital
4 Development Program
Customer Human Capital Readiness Report
Customer 1200
Price Delivery Relations Quality Goal
Returns TWI Training Templates
960 100%
(84%)
720 75% • Each cell
Readiness
Internal 480 50% • Each skill
(40%)
240 25%
Operational Excellence
0
IV I II III IV I II
Reduce Rework 2002 2003
by 50%
Flexible Manufacturing
3 Assess Strategic Readiness How Assessed
Human Capital
Identify Level Explanation
Monthly and quarterly reviews
1 Strategic
Strategic
Mold Job Family
1 Not Trained conducted by supervisors,
Job 2 Future Training
Family
Assembly
3 In Training
inspectors, and trainers
# Required 30
4
5
Certified: Within Cell
Trainer: Certified All Cells
Goal
relative to TWI JI template
24
Competency Profile for Mold Assembly
2 Define Competency Profile
8
Cells 1 2
..... Small
Skills Turbo Solar Parts
.... - - -
Radius Gauge 1 1 0
Welder 0 1 1
Acid Tank 1 0 1
Saw 1 1 0
.... - - -
.... - - -
Total Skills 26 16 11
1 = Skill required for this cell
25
Track Progress
3 Assess Strategic Readiness
Level Explanation
1 Not Trained
2 Future Training
3 In Training
4 Certified: Within Cell Goal
5 Trainer: Certified All Cells
26
Development Plans to Close Gaps
4 Human Capital Development Program
TWI Training Templates
• Each Skill
• Each Cell
• Within Cells
• Within Departments
27
Retrain People to Use the New Best Way
No. ASSM -15
Rev.1
Job Instruction Breakdown Sheet (JI)
Title: trim flash and parting lines
Part: all
Tools and Materials: pattern, pick, air hose, paper towel
IMPORTANT STEPS KEY POINTS REASONS
STEP
NO.
1 remove flash/parting line 1.lightly with flat side of pick 1.prevent gouging pattern
2.one direction starting and stopping in same 2.prevent over trimming
spot 3.Safety
3.away from you 4.keep flash off piece
4.over paper towel
2 blow off pattern 1.air hose 1.free of debris
2.one piece at a time 2.prevent damage of pattern
3 inspect 1.visually 1.Scratching
2.Negatives
3.radius
4 place pattern back on tray 1.same way you took it off 1.dimensional
28
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.
29
Impact on Rework
Wax Department Assembly Initial Defects
4000
3500
3000
2500
Defects Found 2000 2002
1500 2003
1000 2004
500
0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct NovDec
Months
2003 vs. 2002 75% reduction
2004 vs. 2003 83% reduction
2004 vs. 2002 96% reduction
30
Impact on Readiness
Human Capital Readiness Report
1200
Goal
960 100%
(84%)
Readiness
720 75%
480 50%
240 (40%) 25%
0
IV I II III IV I II
2002 2003
31
Impact on Release Time of Molds
Average On-Time Release Shot Up
2002 - 73.0%
2003 - 89.5%
2004 - 98.6%
32
Variation is Minimized
Significant leveling of month to month
Variability of On-Time Release of Molds
WAX RELEASE
100
90
80
70
% ON TIME
2002
60 2003
2004
50
40
30
20
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
MONTHS
33
Other Outcomes
Training Time went from 2 mos. to 2 weeks
Cycle time reduction 64%
Inventory reduction 50%
On time delivery improvement 80%
34
Surprising Outcome
Significant Improvement in Performance Reviews
2003
1999 1999 Data
2003 Data
50 55 60 65 70 75 80 85 90 95
Score
35
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
36
Hand Tools used in Wax Dept
37
Dedicated Training Area in Wax
38
Metal End Hand Tools
39
Dedicated Metal End Training Area
40
Metal End Trainee and TWI Trainer
Teaching Tool
Use and
Technique for
Grinding
41
Metal end Training Results
Category Improvement
Casting configuration 44 %
Defect identification 67 %
Quick Check Basics 79 %
Quick Check Advanced 25 %
42
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.
43
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 Toyota’s
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
44
Lean Tools Without TWI
Output Event #3
What Standard could be
Event #2 No Maintenance
What Standard could be
Event #1 No Maintenance Things go back to where
they were when people
are not involved to sustain
Work Standard the changes.
Time
45
Lean + TWI = Continuous Improvement
Output Next
What the Standard becomes Improvement
TWI Taps the
Productive
JM to Gradually Improve Potential of
New Standard
JR & JI Underutilized
Sustain the Gain People
Improvement
Current Standard
Time
46
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
47
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
48
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
49
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