Weitere ähnliche Inhalte Mehr von Operational Excellence Consulting (20) Kürzlich hochgeladen (20) The Complete Training Within Industry (TWI) Programs: JI, JM, JR, JS & PS1. © Operational Excellence Consulting. All rights reserved.
Training Within Industry
TWI
Programs
JI . JM . JR . JS . PS
2. © Operational Excellence Consulting. All rights reserved. 2
What is TWI?
• TWI or Training Within Industry is a
Leadership Development Program designed
to provide supervisors and team leaders with the
ability to lead, instruct and improve the
methods of their jobs.
Introduction to TWI
NOTE: This is a PARTIAL PREVIEW. To
download the complete presentation, please
visit: http://www.oeconsulting.com.sg
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Benefits of TWI
• Get more done with less machines and manpower
• Improve quality, reduce scrap by achieving standard work across
workers and shifts
• Reduce safety incidents
• Decrease training time, especially for temporary workers
• Reduce labor hours
• Reduce grievances
• Transfer knowledge from a skilled workforce to an unskilled or green
workforce
Companies that have implemented TWI have reported
improvements of 25% and more in increased production,
reduced training time, reduced scrap and reduced labor-hours.
Introduction to TWI
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TWI – A Timeless Training Approach
1. A simple program
2. Uses a blueprinted
procedure
3. Learn by doing
4. Multipliers spread the
training
Introduction to TWI
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Basic Needs of Good Supervisors
SKILL
Instructing
Leading
Improving
Methods
Work
Responsibilities
KNOWLEDGE Safety
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Objective of Job Instruction (JI)
• Develop a well-trained
workforce resulting in
Less scrap and rework
Fewer accidents
Less tool and equipment
damage
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Results from JI Training
• Reduced training time
• Increased production
• Fewer accidents
• Less scrap
• Less rework
• Less tool and equipment damage
• Increased job satisfaction
• Improved quality
• Increased profits
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How Do You Develop Your People?
• Hire new talents
• Stand by an experienced person and observe
• Let them learn on their own
• Tell them
• Show them
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Workforce Instruction – Two
Ineffective Methods
Telling Showing
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Teaching Methods
• Telling
Explaining verbally
• Showing
Demonstrating how it is done
• Illustrating
Explaining with written material or
pictures
• Question & Answer
Asking about and discussing the
contents
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The 4-Step Job Instruction Method
1
2
3
4
Prepare the Worker
Present the Operation
Try-out Performance
Follow Up
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Job Instruction Card
JOB INSTRUCTION CARD
HOW TO INSTRUCT
STEP 1 – PREPARE THE WORKER
• Put the person at ease
• State the job
• Find out what the person already knows
• Get the person interested in learning the job
• Place the person in the correct position
STEP 2 – PRESENT THE OPERATION
• Tell, show and illustrate - one Important Step at a
Time
• Do it again – stress Key Points and Reasons
Instruct clearly, completely, and patiently giving
no more than they can master at one time
STEP 3 – TRY OUT PERFORMANCE
• Have the person do the job – stating
IMPORTANT STEPS – correct errors
• Have the person do the job again – explaining
KEY POINTS and REASONS
Make sure the person understands
Continue until YOU know THEY know
STEP 4 – FOLLOW UP
• Put the person on their own
• Who to go to for help
• Check frequently
• Encourage questions
• Taper off extra coaching and close follow-up
IF THE PERSON HASN’T LEARNED
THE INSTRUCTOR HASN’T TAUGHT
JOB INSTRUCTION CARD
How to Get Ready to Instruct
Before instructing people on how to do a job:
1. HAVE A TRAINING TIME TABLE
Determine who to train…
On what tasks…
By what date.
2. BREAK DOWN THE JOB
• List important steps
• Pick out key points and reasons
• Safety is always a key point
3. HAVE EVERYTHING READY
Have the right equipment, tools, materials
and supplies – everything needed to
instruct
4. ARRANGE THE WORK AREA
Just as in actual working conditions
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How to Get Ready to Instruct
• Make a Time Table for Training
• Break Down the Job
• Get Everything Ready
• Arrange the Worksite
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Job Breakdown
Important Steps Key Points Reasons
• Advance the work
• Change form, fit or
function
• Adds value
• Verb or noun
• Safety
• Makes or breaks the
job (Quality)
• Makes the work
easier to do (e.g.
“knack”, “trick”, etc.)
• Calibrates 5 senses
• Special information
• Always go with key
points
• Makes the job easier
to learn or remember
• Supports Quality,
Cost, Delivery &
Safety objectives
What How Why
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Job Breakdown Sheet
JOB BREAKDOWN SHEET
Operation :
Parts :
Tools & Materials :
Safety Equipment :
MAJOR STEPS KEY POINTS REASONS
What: A logical segment
of the operation when
something happens to
advance the work
How: Anything in a step
that might —
1. Make or break the job
2. Injure the worker
3. Make the work easier
Why: Reasons for the
key points
1.
2.
3.
4.
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Training Time Table
Considerations:
• Meeting current needs
WHO should be trained on WHICH jobs by WHAT date
• Promotions or transfers
• Turnover
• Poor performance
Excess rejects, injuries, damage to equipment, etc.
• Increase in production quotas
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Special Instruction Problems
• The Long Operation
How to use the 4-step method on an operation that
takes 3 hours or perhaps 3 days?
• The Noisy Environment
How to use the 4-step method in a shop where it is too
noisy?
• Putting over ‘Feel’
How to instruct a person in that important thing –
‘feel’?
Examples: Nut and bolt, micrometer, sewing, etc.?
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Where to Start JI?
• Pilot Area
Pick area or process or line of business that is having
difficulty due to turnover, training, vague work
standards or following of standards
• Conduct JI training session
Focus on developing job breakdowns that will address
the business issues in the area
Customer
Satisfaction
Quality Cost Time
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Introduction to Job Methods
• The Job Methods program was developed in
order to provide management with a tool
whereby supervisors could acquire skill in
improving methods
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Introduction to Job Methods
• Constant need to increase profitability and
productivity and with less resources
• Everyone has ideas on how to improve methods
• Most of the progress we enjoy today is the result
of improvements in production methods, e.g.
automobiles, mobile phones, notebooks, etc.
• JM is not a program to make people work harder
or faster
• Purpose of JM program is to make it easier for
us to improve our job methods
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Objective of Job Methods (JM)
• Make the best use of
the people, machines,
and materials now
available
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Results from JM Training
• Reduced cost
• Reduced WIP
• Reduced inventory
• Increased throughput
• Increased sales
• Increased profits
• Continuous improvement
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Job Methods Card
JOB METHODS CARD
HOW TO IMPROVE
Purpose: A practical plan to help you
produce greater quantities of quality products
in less time, by making the best use of
manpower, machines, and materials now
available.
STEP 1 – BREAK DOWN THE JOB
1. List all details of the job exactly as done by
the present method
2. Be sure details include all:
• Material handling
• Machine work
• Hand work
STEP 2 – QUESTION EVERY DETAIL
1. Use these types of questions:
• 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?
2. Also question the materials, machines,
produce design, layout, work place, safety,
house keeping
STEP 3 – DEVELOP THE NEW METHOD
1. Eliminate unnecessary details
2. Combine details when practical
3. Rearrange for better sequence
4. Simplify all necessary details
• Make the work easier and safer
• Pre-position materials, tools, and
equipment at the best places in the
proper work area
• Use gravity feed hoppers and drop
delivery chutes
• Let both hands do useful work
• Use jigs and fixtures instead of hands
for holding work
5. Work out your ideas with others
6. Write up your proposed new method
STEP 4 – APPLY THE METHOD
1. Sell your proposal to the boss
2. Sell the new method to the operators
3. Get final approval of all concerned on
safety, quality, quantity, cost
4. Put the new method to work. Use it until a
better way is developed.
5. Give proper credit where due
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The 4-Step Method for JM
1
2
3
4
Breakdown the Job
Question Every Detail
Develop the New Method
Apply the New Method
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Job Breakdown Sheet (JM)
.
Job Breakdown Sheet
PRODUCT: MADE BY: DATE:
OPERATIONS: DEPARTMENT:
REMARKS IDEAS
PRESENT/PROPOSED
METHOD DETAILS
Dis-
tance
TIME/TOLERANCE/
REJECTS/SAFETY
WHY
WHERE
WHEN
WHO
HOW
Write them down, don’t try to remember.
Eliminate
Combine
Rearrange
Simplify
28. © Operational Excellence Consulting. All rights reserved. 28
JM Improvement Proposal
Improvement Proposal Sheet
Submitted to:
Made by: Department:
Product/Part: Date:
Operations:
The following are proposed improvements on the above 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
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Resistance & Resentment
• Resistance to new ideas
Resistance to change is common
Do not let resistance interfere with improvements
• Resentment of criticism
People may interpret our search for a better method
as personal criticism
Provide explanation for your purpose
Focus on constructive criticism, not personal criticism
30. © Operational Excellence Consulting. All rights reserved. 30
Review of 4 Steps for JM
Step 1. Break down the job
List all detail
Step 2. Step 4.
Question Develop
Why? Eliminate
What?
Where? Combine
When? Rearrange
Who?
How? Simplify!
Step 4. Apply the new method
Sell – Approvals – Use – Credit
Eliminate!
Combine!
Rearrange!
32. © Operational Excellence Consulting. All rights reserved. 32
Supervisor’s Problems – Job Relations
• Constant need to meet output and quality targets
• Improving loyalty and cooperation
• Keeping people in top form
• Newly promoted supervisors may be more technically
inclined and less effective as a people manager
• To meet such challenges, special skill in leading is
necessary
• Skill of working with people has long been recognized as
a mark of good supervision
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What is Good Supervision?
• Good supervision means
that the supervisor gets the
people in his or her
department to do what he
wants done, when it should
be done, and the way he
wants it done because they
want to do it!
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Foundations for Good Relations
• Let each worker know how
he is getting along
• Give credit when due
• Tell people in advance
about changes that affect
them
• Make best use of each
person’s ability
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A supervisor gets results
through people
SUPERVISOR
Job Relations
Production
Cost
Safety
Quality
Maintenance
Delivery
Training
People must be
treated as individuals
Health
Background
Education
Others
Job
Family
Individual
• Let each worker
know how he is
getting along.
• Give credit when
due.
• Tell people in
advance about
changes that
affect them.
• Make best use of
each person’s
ability.
People
Foundations for good
relations
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Objective of Job Relations (JR)
• Build positive
employee relations by
effectively resolving
conflicts that arise
• Maintain positive
relations by
preventing problems
from happening
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Results from JR Training
• Better employee relations
• Improved morale
• Fewer grievances
• Improved attendance
• Less equipment damage
• Improved quality
• Increased production
• Reduced cost
38. © Operational Excellence Consulting. All rights reserved. 38
Job Relations Card
JOB RELATIONS CARD
A supervisor gets results
through people
FOUNDATIONS FOR GOOD
RELATIONS
1. Let each worker know how he is doing
• Figure out what you expect from him
• Point out ways to improve
2. Give credit when due
• Look for extra or unusual performance
• Tell him while “it’s hot”
3. Tell people in advance about changes
that will affect them
• Tell them WHY if possible
• Get them to accept change
4. Make best use of each person’s ability
• Look for ability not now being used
• Never stand in a person’s way
People Must Be Treated As Individuals
HOW TO HANDLE A PROBLEM
SET A GOAL
1. GET THE FACTS
- Review the record
- Find out what rules and customs apply
- Talk with individuals concerned
- Get opinions and feelings
Be sure to have the whole story
2. WEIGH AND DECIDE
- Fit the facts together
- Consider their bearing on each other
- What possible actions are there?
- Check practices and policies
- Consider objective and effect on individual,
group, and production.
Don’t jump to conclusions
3. TAKE ACTION
- Are you going to handle this yourself
- Do you need help in handling?
- Should you refer this to your supervisor?
- Watch the timing of your actions
Don’t shirk responsibility
4. CHECK RESULTS
- How soon will you follow up?
- How often will you need to check?
- Watch for changes in output, attitudes, and
relationships.
Did your action help production?
Have you achieved the set goal?
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How Problems Arise
• Observing changes in
people’s work or attitudes
• Seize up a situation before it
happens
• Problems “come to you” on
their own
• Problems you “run into”
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The 4-Step Method for JR
1
2
3
4
Get the Facts
Weigh and Decide
Take Action
Check Results
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How to get feelings and opinions
1. Don’t argue
2. Encourage him to talk about what is important
to him
3. Don’t interrupt
4. Don’t jump to conclusions
5. Don’t do all the talking yourself
6. Listen
42. © Operational Excellence Consulting. All rights reserved. 42
SUPERVISOR
Production
Cost
Safety
Quality
Maintenance
Delivery
Training
People
Manager
Union or shop
related parties
Other parties (engineers,
administrative staff, etc.
Internal and external
customers
Peer group from other
departments in the plant
Job Relations
JR – Key Interfaces
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Introduction to Job Safety
• 80% of all accidents result from human failures
• Prevention depends mainly on the right kind of
job safety instruction
Get workers to know the hazards of each job
operation
Instruct workers in safe job methods
Make sure workers follow job safety instructions
• Proper instruction is the key to safety
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Objective of Job Safety (JS)
• Engage employees in
identifying and
eliminating potential
safety hazards
• Break the chain of
events that lead to
incidents
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Break the Incident Chain
You Must Break The Chain
X XXUnsafe Acts or Conditions
To Prevent Incidents,
You Must Break the Chain!
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Heinrich’s Accident Pyramid
1 Major
injury
29 Minor
injuries
300 No-injury
accidents
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The 4-Step Method for JS
1
2
3
4
Spot the Causes of Danger
Decide on Countermeasures
Enforce Countermeasures
Check Results
49. © Operational Excellence Consulting. All rights reserved. 49
Job Safety Card
JOB SAFETY CARD
The meaning of safety is to consider measures and
take action BEFORE a safety incident. It is NOT to
handle the aftermath.
1. Spot the causes of danger
• Check the situation. Check the record. Talk to people.
• Consider both things and people.
• Always be aware.
• Foresee risks of incidents and injuries.
Dig down deep
2. Decide on countermeasures
• Fit the causes together; consider their bearings on
each other.
• Ask people who have detailed knowledge.
• Think of several countermeasures.
• Make sure of alignment with policies, regulations and
standards.
• Decide on back-up measures too.
Are you yourself the cause?
3. Enforce countermeasures
• Can you handle this yourself?
• Do you need support from your supervisor?
• Whose cooperation should you get?
Put into effect immediately
4. Check results
• Check and check again
• Was it carried out for certain?
• Were the causes eliminated?
Has any new causes arisen?
Safety Incidents Are Caused – Break the Chain
FIVE HAZARD SPOTS
1. Work area
2. Material handling
3. Machines
4. Tools
5. Improper clothing
HOW TO AVOID SAFETY HAZARDS
1. Remove hazard
2. Use protective equipment
3. Teach safe job method
PEOPLE CONSIDERATIONS
• Capabilities
• Mental and physical state
• Use of personal protective equipment
• Handling of tools
• Human relations
- Doesn’t Know
- Cannot Do
- Doesn’t Care
- Doesn’t Do
ENVIRONMENTAL CONSIDERATIONS
• Proper housekeeping
• Scrupulous Inspection and Maintenance
• Standard Operating Procedures
A Supervisor’s Department Is Only As Safe
As He Makes It
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Objective of Problem Solving (PS)
• Provide supervisors
with a systematic way
to solve problems in
order to achieve the
expected results
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What Is a Problem?
A supervisor has a problem when the work
assigned fails to produce the expected results
Standard – what should
be happening
Current situation – what is
actually happening
Gap = Problem
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The 4-Step Method for PS
1
2
3
4
Isolate the Problem
Prepare for Solution
Correct the Problem
Check and Evaluate Results
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Step 1: Isolate the Problem
State the Problem
Draw Conclusions
Explore the Cause
Give Proof or Evidence
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For People Problems
Don’t Know
Can’t Do
Don’t Care
Won’t Do
Faulty Instruction
Wrong Assignment
Personality Situation
Step 2: Prepare for Solution
56. © Operational Excellence Consulting. All rights reserved. 56
Step 3 — Correct the Problem
Mechanical Problem People Problem
Develop the new method
1. Eliminate unnecessary details
2. Combine details when
practical
3. Rearrange details for better
sequence
4. Simplify all necessary details
5. Work out your ideas with
others
6. Write up the proposed new
method
Flow Chart
Job Breakdown Sheet
Apply the new method
1. Sell your proposal to the boss
2. Sell the new method to the
operators
3. Get final approval of all
concerned on safety, quality,
quantity, cost, etc.
4. Put the new method to work;
use it until a better way is
developed
5. Give credit where credit is due
Present the operation
Tell, show and illustrate one
Important Step at a time
Do it again stressing Key Points
Do it again stating reasons for
Key Points
Instruct clearly, completely and
patiently but don’t give them
more information than they
can master at one time
Try-out performance
Have the person do the job—
correct errors
Have the person explain each
Important Step to you as they
do the job again
Have the person explain each
Key Point to you as they do
the job again
Have the person explain reasons
for Key Points to you as they
do the job again
Make sure the person
understands
Follow up
Stress quality and safety
Designate who the person goes
to for help
Encourage questions
Take action
Are you going to handle this
yourself?
Do you need help in handling?
Should you refer this to your
supervisor?
Watch the timing of your action
Explain and get agreement on
action
Take the action
Consider the person’s feelings
and attitude
Inform everyone involved
Don’t pass the buck
Step 4 — Check and Evaluate Results
Follow up to see that the change or correction has been made.
What improvement do the records show in Quality, Quantity, Safety, Cost?
Consider the Human angle. Note changes in attitudes and relationships.
Inform all those concerned of progress and results of the action or correction.
Look for ways to prevent a recurrence of this problem.
Did your action help production?
Step 3: Correct the Problem
Use JM for
mechanical
problem
Use JR for
people
problem
(Don’t care /
won’t do)
Use JI for
people
problem
(don’t know /
can’t do)
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