A Proven Approach to Workforce Development – TWI Job Instruction

Thomas Bouraoui -- Exopack Corporate Director of Quality & CI

2013 AIMCAL Web Coating & Handling Conference

Oct. 27-30, 2013

10/7/2013 2

Agenda

The Skills Gap Challenge Training Objectives TWI Job Instruction Training as a Production Tool Examples Summary

The Skills Gap Challenge

unemployment levels remain high however it continues to be difficult to consistently source strong manufacturing talent

The Skills Gap challenge

Desired Knowledge and Performance Level

Actual Knowledge and Performance Level

Education &

Training Performance Gap

companies are severely challenged to avoid the loss of “tribal knowledge” as an aging workforce retires

shortages in skilled production jobs are taking their toll on the ability to expand, innovate, and improve productivity efforts to find qualified replacements and develop the skills of current employees are falling short

the #1 skills deficiency among current employees is problem solving skills, making it difficult for current employees to adapt to changing needs

Source: adapted from Deloitte Consulting and Manufacturing Institute Study - 2011

The Skills Gap challenge

The Skills Gap challenge

How will we onboard new employees?

Baby Boomers are nearing retirement

How will we institutionalize tribal knowledge?

How will we maintain & increase skill versatility? How will our workforce transform?

Training Objectives

Training objectives

Training as an operating tool to solve production problems.

provide a simple, consistent, measurable, auditable and proven training process

commit to a process that will serve us well in the next 5 months, 5 years, and 5 decades

attract, develop and retain a flexible and highly skilled workforce with the necessary competencies

partner with the workforce to conscientiously use Standard Work, and to collaborate on improvements

promote life-long learning and career development

TWI Job Instruction

Background and History

TWI was one of the first emergency services to be organized after the fall of France on June 22, 1940 .

The purpose for TWI was to help industry convert from

peacetime production and achieve rapid increases to meet the overwhelming demands of wartime production.

Discontinued in 1945 as the service was disbanded and US manufacturers focused on getting product out of the door to fill a world wide demand for consumer products.

The U.S. Occupation Government brought TWI to Japan to help rebuild their industrial base to avoid mass starvation that the U.S. feared would further the cause of communism.

TWI Posters from the 1940’s

Development of TWI Job Instruction

Shortage of Lens Grinders for government arsenals and navy yards (Normally took 5 years to Master the “art”)

By focusing on the Major Steps and Key Points for each of 20 skills, it was possible reach the same skill level in 4 months that previously took 5 years.

Implementing TWI programs

Much trial and error led to a program standardization: 4 step method, applied to problems or critical tasks “learn by doing”, via guided practice standard delivery materials Five 2 hour sessions without a break internal multipliers spread the training

Development of TWI Job Instruction (JI)

JI helps implement standards

TWI Job Instruction is…

a streamlined method of instruction that is easy to do and easy to learn.

a method that applies to production areas and beyond

applicable to both new and experienced employees

a method that will increase productivity and competitiveness

a best-in-class best practice --- the most effective training system in the history of our country

First: identify critical tasks

Break them down using the Job Breakdown format.

The standard JI training technique

JI course delivery is standardized

All participants demo in front of peers… Focus on critical tasks & production problems

Training as a Production Tool (to solve Production Problems)

Entities using TWI include…

Autoliv, Nisco Nishikawa Toyota, Nissan Guardian Industries Advanced Energy, Aera Intel, IBM Hitachi, Toshiba, Sanyo La-Z-Boy, Herman Miller Genzyme, Cook Biotech W.L. Gore Medical Mayo Clinic, VM Medical Ctr. Medtronic Novo Nordisk, Abbott Kaiser Permanente

Mitsubishi Electric Northrup Grumman NASSCO, General Dynamics Avery Dennison ABB, Boeing, Terex Raytheon, Littlefuse Energizer Batteries Heinz / Quality Chef Clorox, Lego Fidelity Investments Gemba Academy, Simpler U Mich, U Chicago, Purdue Sandia National Laboratories

JI addresses variation caused by people

Inputs • Man / Woman

• Machine

• Material

• Methods

Success • Quality

• Cost

• Productivity

• Delivery time

• Safety / Environment

• Morale

Processes ( sources of variation )

JI reduces variability caused by humans

Source: IBM Semiconductor Manufacturing

Job Breakdown Sheets = Standard Work = countermeasures

Source: IBM presentation at TWI Summit

Examples

Example: JI based on “Learning by Doing” (role play and drill 4 step method w fdbck)

I hear &

I forget

I see &

I believe

I do &

I understand

I take care &

I improve

I master &

I innovate

Example: JBS used as CCP / Food Safety

1.3 verify Roll History ticket in

fo against……_____

1.4 load jumbo onto unwind

1.5 check off jumbo roll # on pr

evious opertn_____

Begin production of new WO

6.2 start machine and begin production

2.5 confirm paperwork (FG slit roll tally sheet,

Step # 6

6.1 conduct required quality c

hecks and paperworkStep # 5

5.1 sign off on checklist

Sign off Line Clearance

Remove splice and wind onto

new cores

4.2 jog web until splice passes core

4.3 cut off tail with splice and

dispose of it

4.4 attach new WO to core per w

ind instructions

roll doc area

3.5 do not mix rolls on pall

ets

Step # 4

4.1 place new cores onto re

wind arms or shafts

Step # 3

3.1 complete all docs in job jacket

+ place on pallet

Remove all of previous WO

from machine area

3.2 current job jacket on roll

doc pallet if applic.

3.3 move all current FG material to pall

et wrapping

3.4 wrap pallet of roll doc material before

moving to

Advance new WO thru

machine

2.2 remove current slit rolls; splice s

tays on m'ce

2.3 place core tags onto al

l rolls (roll doc & finished)

2.4 bag rolls (if required)

roll doc rolls w sticker explai

ning defect & WO)

Splice different WO's at

unwind

1.2 signoff on Startup Checklist (cop

y verified)

Step # 2

2.1 jog and stop splice just

before rewind nip 1.6 splice curr

ent WO & new WO w 2" brown tape

Step # 1

1.1 verify new WO jacket sample to new WO jumbo

MAJOR STEPS

KEY POINTSFinishing Line Clearance

Food Recalls

Example: Increased yield + output (printing)

Problems solved: Contamination

from unclean parts Failure to use

extra decks

Former condition: Sometimes used 150

lbs. of ink when only 40 required

Long changeovers

Example: JI creates better communicators

The JI method allowed trainers to communicate clearly. Trainees quickly learned to do new tasks safely, correctly, and conscientiously. (Purchasing agent learns to tap a thread).

Case study: Skills development program

Source: Exopack

In the beginning…

Case study: Skills development program

Source: Exopack

SME’s were certified for each department…

Skill levels were assessed per task for all employees…

Goals were set to progress people to higher skill levels…

Case study: Skills development program

Sou

rce:

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xopa

ck

Summary

Transforming your workforce…

– ,

Typical Emphasis

Desired Emphasis

All JI workshop participants agree,…

Job Instruction is: 1) Easier for instructor

2) Easier for learner

3) More effective

4) Easier to audit

5) Takes less time 6) An excellent tool to

help solve production problems related to Quality, Output, and Cost.

Bottom line…

▫ Reduced training time ▫ Increased production ▫ Fewer accidents ▫ Less scrap ▫ Less rework

• If you want to develop a well-trained workforce resulting in… ▫ less scrap and rework, ▫ fewer accidents, and ▫ less tool and equipment damage

▫ Less tool and equipment damage

▫ Increased job satisfaction ▫ Improved quality ▫ Increased profits

TWI Job instruction can help you achieve:

Where can I get more information ?

Toyota Talent (© 2007 J Liker, D Meier)

Training Within Industry (© 2005 Donald Dinero)

The Roots of Lean (Jim Huntzinger -- Google for a download)

Practitioners/Consultants (such as…The Bilas Group http://www.thebilasgroup.com/twi-learning-center/, TWI Partners, TWI Institute)

Thomas Bouraoui

“Proven Approaches to Workforce Development” An essential ingredient in being competitive is having a reliable system for developing skills. Deploying TWI Job Instruction can help bring novices up to speed, rebuild

workforces, solve production problems, and become the foundation for Standardized Work. TWI had a crucial role in World War II and the formation of the Toyota Production System and is being used today to achieve first time quality

and address pressing needs such as preparation for aging workforce retirements. The heart of an efficient training process is the transfer of critical knowledge in a minimalist format from trainer to employee.

Failure to Prepare is Preparing to Fail If you founded your house on the movable sand, And have failed to secure a firm hold on the land, Take advice from the Lord and His Biblical tale, If you fail to prepare, you’re preparing to fail. If you squander your time on the tricks of the trade, On discovering just how a shortcut is made, You’ve neglected the work and your skills are but frail. If you fail to prepare, you’re preparing to fail. Can you fathom a sailboat alone on the sea, And the storm and the waves dancing violently? Like a crew that’s untrained for the tempest and gale, If you fail to prepare, you’re preparing to fail. If a cross-country runner trains only a stint, And he practices simply by running a sprint, He will make it part way down the arduous trail. If you fail to prepare, you’re preparing to fail. Any seeds that are sown will not vanish or spoil, If they’re spread on the tilled and the fertilized soil. It’s a soil that’s prepared for the seeds in the pail. If you fail to prepare, you’re preparing to fail. If you want no excuses, no worries or frets, If you want peace of mind, ever void of regrets, Let the wisdom sequester you far from the wail. If you fail to prepare, you’re preparing to fail.

- Swen Nater

Failing to Prepare