standard work and twi - twi...

1

© 2013 IBM Corporation

Standard Work and TWI: The Power of Standards and TWI Job Instruction for Leaders

© 2013 IBM Corporation 2 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13

Welcome! Agenda:

§  TWI at IBM, then and now

§  LEAN System Implementation

§  Our TWI Journey for Leaders

§  Q & A

2


Knowledge Skills

Knowledge of work

Knowledge of responsibility

Job Methods

Job Relations

Job Instructions

Training Within Industry Program


TWI at IBM, 1940 to Present

§ TWI used extensively at IBM during WWII

§ Evidence of continuing use after the war…

§ Rediscovered in IBM’s Essex Junction, VT semiconductor manufacturing facility in 2005

§ Currently 3,500+ people trained in Job Instruction

§ Expanding to MFG Support Teams

IBM Schoolhouse, Endicott, NY

3


Tom Watson Sr. on TWI:

“The IBM On-The-Job Training Program, or so-called Training Within Industry Plan, was of inestimable help in turning inexperienced men and women into skilled machinists, assembles, inspectors, etc.”

“Supervisory training and Job Instruction applied in IBM factories proved to be highly

useful…”


IBM Poughkeepsie

Browning Automatic Rifle

M1 30 Cal. Carbine

Oerlikon 20mm Cannon

§  New plant…ground breaking to production in 9 months

§  6,000,000 guns in 18 months!

IBM War Production, Poughkeepsie, NY

4


Other “Lean” Activity at IBM in the 40’s


TWI as an IBM Consulting Service

5


Bromont, Canada Assembly and Module Test

Asia Pacific Bond, Assembly, and Test Vendors

Asia Pacific

Platform Partners

Burlington Vermont Mask House

Development and Production Semiconductor and Test

East Fishkill New York Development and Production

Semiconductor

Development and Production Packaging

IBM Systems & Technology Manufacturing Sites


IBM Product Range

6


Agenda:




§  Q & A


Remove waste and reduce variability

Continuous Improvement

Process

Process discipline(the road to get there)

The Power of Lean Transformation

…it’s that simple

$

Ability to see waste and identify variability

Continuous improvement allows

improved performance from a stable baseline

Teaming

Establish standards

7


Client Value

Culture & Commitment

Qua

lity

Team

wor

k

Del

iver

y

Cos

t

True North 100% Defect Free 100% Value Add 100% Delivery to Customer Requests People with a Passion to Improve

LEAN

SYSTEM

Basic Knowledge (Getting Started)

Basic Stability

Structured Problem Solving Plan-Do-Check-Adjust

Work Center Information & Support

End to End Production Flow


Lean 101 Background Reading Book Clubs

VSM Standard Work (includes Job Instructions) 5S

8 Step DMAIC FMEA

Visual Systems TPM

Quick Change-

Over

Leader Development

Cell Layout Flow / Pull Lean Planning

Deployment Knowledge Elements

Phase I Lean Toolset


LEAN - Post Fab Implementation Strategy

Distribution Center /

Customer

ISC

Bromont

Burlington

Fishkill

Supplier

Materials Flow

Pull System

Supermarket

Site Lean Projects

Sub

stra

te Starting

point RVSI

Starting point Pack & Ship

Starting point

MLC: Layer Crib

C4NP Post Test Reflow & Ship

8


Agenda:




§  Q & A


Remove waste and reduce variability


Process

Process discipline(the road to get there)

The Power of Lean Transformation

…it’s that simple

$

Ability to see waste and identify variability

Continuous improvement allows

improved performance from a stable baseline

Teaming

Establish standards

Of Standard Work and TWI (Training Within Industry)

JR JI

JM

9


There were a lot of people in line for that movie. About how many people were in line? _______ The store is far away from the house

How many miles? _______ Luxury cars are just too expensive.

How much is an expensive luxury car? _______ This desk is very old.

How old is an old desk? _______ Those boxes are extremely heavy. What is the weight of a heavy box? _______ The shop is far from my office.

How many blocks? ________ There are a lot errors happening.

How many errors? _______

An Exercise


An Effective and Clearly Defined Implementation Process is Key…

Print Standard Work Strategy

What Why Who Target

Date Date

Complete Notes Videotape Print Job Tasks Aids in seeing variation TL's

Attend Std Work Class Education on value of std work Trainers/TL's/Eng Reps/1st line

Attend TWI JI Class Training education Trainers/tl's/Eng Reps/1st line

Write Print JBS's, validate

accuracy Identifies stds that impact

QCD Trainers/tl's/Eng Reps/1st line

Attend TWI JI Mini classes Training education Toolset operators

Hold Std Work Kick-off Emphasizes importance of

stds and training 1st lines, TL's, LCT

TWI Trainer Refresher Practice 4 step method Toolset trainers, LCT

Post Visual Aids- Training

Matrix Allows team to track skills TL's

Post Visual Aids- JBS's at

tools For operators convenience

and the check process TL's

Enter JBS's into QMX Quality conformance TL's

Complete JBS training for

operators Transfer new stds info to

team Toolset operators

Check process Started Ensures process will work TL's/1st Lines/Upline

CI Process rolled out How are new stds are rolled

out? Team leads, toolset trainers

MPS's restructured Documentation clarity Eng Reps

10


Supporting Visual Aids TWI Job Instruction Breakdown Sheet

Operation:Parts:

Tools & Materials:Important Terms & Achronyms:

COMMON KEY POINTS* use Alt-Enter to start a new line within cell

Important StepA logical segment of the operation when something happens to advance the work.

"WHAT we do"

Key PointsAnything in the step that might:- Make or Break the job- Injure the worker - SAFETY IS ALWAYS A KEY POINT- Makes the work easier to do (knack, tricks, timing) "HOW we do it"

ReasonsReasons for the Key Points

"WHY we do it"

1

2

3

4

5

6

§  Training Matrix §  Indicates that standard work has been completed within an area and shows the status of training that has

taken place

§  JBS §  Represents the standard that the leader will check. §  Available to Employees for reference once they’ve been trained with TWI JI

High End KLA JI Training Matrix

D1 TeamSLF Load

SLF Unload

SLF Setup / Prev.

SLF Setup / Recipe SLF PSC

SLF PSC Tree 5xx Load

5xx Unload

Eddy 4/23/10 5/31/10 2/24/11 7/2/10 5/31/10 7/2/10 4/23/10 7/2/10Graham 4/23/11 5/31/10 2/24/11 7/2/10 5/31/10 7/2/10 4/23/10 7/2/10Magoon 4/23/11 5/31/10 2/24/11 7/2/10 5/31/10 7/2/10 4/23/10 7/2/10Nicasio 4/23/11 5/31/10 2/24/11 7/2/10 5/31/10 7/2/10 4/23/10 7/2/10Normand 4/23/10 5/31/10 2/24/11 7/2/10 5/31/10 7/2/10 4/23/10 7/2/10Nelson 1Q 2011 1Q 2011 1Q 2011 1Q 2011 1Q 2011 1Q 2011 2Q 2011 2Q 2011Grady 2Q 2011 2Q 2011 2Q 2011 2Q 2011 2Q 2011 2Q 2011Koepke 4/23/11 5/31/10 2/24/11 7/2/10 5/31/10 7/2/10 4/23/10 7/2/10

D2 TeamNadeau 4/23/10 5/31/10 2/24/11 7/2/10 5/31/10 7/2/10 4/23/10 7/2/10Peloubet 4/23/10 5/31/10 2/24/11 7/2/10 5/31/10 7/2/10 4/23/10 7/2/10Reen 2Q 2011 2Q 2011 2Q 2011 2Q 2011 2Q 2011 2Q 2011 4Q 2011 4Q 2011Brouillard 4/23/11 5/31/10 2/24/11 7/2/10 5/31/10 7/2/10 3Q 2011 3Q 2011Cox 2Q 2011 2Q 2011 2Q 2011 2Q 2011 2Q 2011 2Q 2011 4Q 2011 4Q 2011Sargent 4/23/11 5/31/10 2/24/11 7/2/10 5/31/10 7/2/10 3Q 2011 3Q 2011Scheider 4/23/10 5/31/10 2/24/11 7/2/10 5/31/10 7/2/10 4/23/10 7/2/10


In our teams own words…

“I can honestly say from a trainers view the results are amazing and are so simplified that it has made training easier and cut out variations which we had in the past”

“TWI JI works and has cut training time down from 6-12 months to as little as 2-4 weeks.”

Chad Normand – Mask House Team Member

11


Process Mapping

Data Collection

Identify wastes and opportunities for improvement

Conclusion / Next Step

Identify Role Champion

Role Population

Create Process Map

Gain Team Consensus

Determine Documentation and

Training Strategy

Standard Work

Check and Sustain

JBS JI Class

PDCA

Schedule / Train: JI

A B

C

Standard Work and

TWI Job Instruction

Process

For Leaders & Professionals

PDCA


Supply / Demand - Drilldown Chart

Sup/Dem Drilldown

Coverage Rally Board

Revenue Rally Board

Multi Run Report Edit Report Open Supporting

Area postings Post Findings Attend Quad Meeting

CDA changes As needed

FUN NSE

Process All Pn Info bqy

Query DB2 Tables

Hyperion Environment

CDA tool To enter updates Gated Shortfall Other Shortfall

Process All Pn Info bqy

Refer to EDIT Manual

All Other Key bqys

Demand Peg bqys

Parameter bqy

DB2 Environment

Process JSchick canned

Queries

Bat Gated Capsumdaily bqy

Fab Gated Capsumdaily bqy

Leadtime Driven All Pn Info bqy

Record Issue Never closed

All Pn Info bqy

Green = JBS complete Source Lotus JBS site

Blue = Reference Manual Source AFS/Community/Understanding CPE…

Red = CPE course Source Global Campus

Hyperion Environment – CPE114 & 210

DB2 Environment – CPE106 & 208

Edit Manual – CPE207

12


In our teams own words…

“ I have been working with support groups for a few years now and it is always exciting to see a team of analysts and support staff grin from ear to ear when they map out their everyday work processes, and all of a sudden they see in the map, or Job Breakdown Sheets the wasted touch points, reworks and resends, and waiting they have in their process...everyday”

“When professionals get together and share their processes, and then write standards, they eliminate a great deal of variability in the process; saving both time and money.”

- Patrick Horton Supply Chain LEAN Core Team Member


Case Studies for Professionals and Leaders

13


Mask House Business Ops Standard Work

© 2013 IBM Corporation 26 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13 5/9/13

14


TWI Job Instruction Breakdown Sheet - SoftwareOperation: WTSR Valuation

System / Software: BrioInformation Needed: System access, passwords

Important Terms & Achronyms:World Trade Shipping Request (WTSR)Intercompany Market Price (ICMP)

COMMON KEY POINTS * use Alt-Enter to start a new line within cell

Important StepA logical segment of the operation when something happens to advance the work.

"WHAT we do"

Key PointsAnything in the step that might:- Makes or Breaks the job- Fields, Screens, Sections - Makes the work easier to do (knack, tricks, timing) "HOW we do it"

ReasonsReasons for the Key Points

"WHY we do it"

1 Start WTSR evaluatiuon template 1) Transfer request to evaluation template 1) To ensure accurate information for legal / export / quality reasons.

2 Determine the valuation process utilized1) If lot has PN then use technology/layer to derive cost2) If no PN then run BRIO WTSR valuation query for each lot3) Complete template with appropriate lot value

1) Utilize standardized costs when applicable.2) Obtain each lot's tool and glass charges from the query.3) The correct value must be approved prior to shipping the part. The value also determines the fees charged for the shipment.

3 Set up PN in Boulder export database1) If lot does not have a PN then skip this step2) Determine correct export codes based on destination country3) Send setup request to Boulder team

1) Only PNs are tracked by Boulder.2) Incorrect export code declaration to customs can cause IBM to pay large fines and even lose its export license.3) PN shipments will not be approved until the PNs are set up in the Boulder database.

4 Obtain WTSR valuation approval1) Send standard request form to WTSR finance2) Track request to ensure completion w/in 24 hours3) Ensure approval was sent to original CC list

1) WTSR shipment will not be approved unless WTSR finance has approved the valuation before hand.2) Delays in the approval will cause delays in shipping.3) Folks on CC list need the information to process the WTSR shipping request.

© 2013 IBM Corporation 28 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13 28

Training – Output examples

15


Training – Output examples


Initial World Trade Shipping Valuation Process: �  Original process

� Time to complete each request (10 – 20 min)

� Varied input from requesters

� Multiple paths to get answers

� Many unclear and undocumented decision points

� Challenge with training

� Time to complete (5 – 10 min) - 50% improvement!

� Standardized and simplified input from requesters � Standard request form – paste to template

� Only required information

� Structured “smart” Excel template used for each request

� Clear and accessible documentation

� Greatly simplified training (TWI JI)

New Process:

16


Lessons Learned

� Process Map is a good way to visualize all work processes

� Utilize QMX to store and link all documentation

� Central place for all documentation material � JBS, Desk Procedures, Process Flows

� Used throughout MD for documenting standard work

� Forces us to review documentation on a periodic basis

� Requires significant work to cover all processes

� Agree on prioritization

� Identify target dates for completion

� Develop cross-training matrix and utilization plan


1st Line Manufacturing Managers

Standard Work, Training, and Optimization Initiative

17


Identified Problems and Opportunities:

1. Our managers do not have enough time to help employees solve problems §  Process Improvements §  Process inhibitors §  Checking sustainability

2.  When time is available, our managers don’t have the skills to find improvements and/or put actions in place that will sustain.

3.  There are currently no visuals to indicate that identified problems are resolved

4.  Communication and training can be clearer


Manufacturing Manager Standard Work

People Production Admin Tech Center Upline RequestsSeparations Top 15 Charts (11am & 4pm) Vacation Scheduling/Tracking Tech Center Meetings - Attend "Special" Dept MeetingsSTD/LTD - Return Actions Work Man's compRecognize - Verbal Daily Power Meeting Payroll Tech Center Meetings - Follow-ups Visitor Tours

Recognize - Reward 5S AuditsTime Cards - OT / Short term Dis/UPA Capacity Meetings Charts - Work-off/Capacity/Utilization

TrainingProductivity Improvement - CIP /A3's etc/Scrap/Strategy Deployment BCG's White Board Meetings maars charts updates

Daily Coverage - Staffing Tactical 9AM - Prep Security Training Critical Tool Responses Follow--ups (Floor observations)9AM - Meeting I9's Engineering Interaction Capacity and Deployment

People Development 12:30 pm Prep WST ( Work Station Assets) CIP Process Matrix Responsibilities - Morale

PBC 12:30pm Meeting Assets Tech Center Review MeetingsRandom(Power outage/Disaster/IT outages)

Compensation - Individual 4:30pm Prep Expense Reports

Customer Requests - Line visits/Metrics etc/Review Procedures &/or Audit

TBDM - LTS and Regs Ops Pitch Prep (D2) ITAR Special Requests (to improve production)

Mid-Year ReviewsCommunicate Changes to MFG Teams Read QMX Updates 1:1's with 2nd lines

Interviews - LTS Gemba Meetings About You Updates - Transfer 2nd line coveragePersonelle Issues Gemba walks Phone Calls!!!!

Determine R&R's for DEPTPC Requests - Track down lots, status, reporting follow-on Emails!!!!!

"Human Factor" - Floor Time Crossover (X2) Classes- ContractorCoaching & Mentoring Chasing Hold Lots Basic Blue ClassesDiscipline - Verbal Kaizen Events Computer Set-upDiscipline - Formal Lead Interaction System upgradesDiscipline - PBC (3)/Improvement Plan Tech Interaction Sametime responsesRetirements (Parties) EBI Interaction Credit Card Set-up new manager25th Anniversary Maintenance Interaction Compute set-up new managerTraining Matrix 5P Auditing Home Computer Set-upFunerals/Wakes/Hospital Visits BookClubsBaby Stuff Audits in General1:1's Buddy Checks Check the CheckerConflict Resolution Pilots (Gathering data on CI Items)Morale Events - Dept Battery ChecksMorale Events - Shift Engineering Contact (On Weekend)Morale Events - SiteBirthday's/Anniversary'sResource ActionsPromotionsBreaks and lunch tracking (as needed)

18


Manufacturing Standard Work Reflection §  Not enough time to do all required tasks

– Meeting vs. people and waste focused §  Are all of the current tasks necessary?

§  Are they optimal?

§  Where should they be done?

§  No Standardized training – Not enough time to train


Process Mapping

Data Collection

Identify wastes and opportunities for improvement

Conclusion / Next Step

Identify Role Champion

Role Population

Create Process Map

Gain Team Consensus

Determine Documentation and

Training Strategy

Standard Work

Check and Sustain

JBS JI Class

PDCA

Schedule / Train: JI

A B

C

Standard Work and

TWI Job Instruction

Process

For Leaders & Professionals

PDCA

19


Current Condition


Manager’s floor presence is greater then 50%, Standard work, training and Leader Standard Work established Managers document time away from floor to gain clarity of detractors & remove them.

Proposed Future State

20


Boots on Floor Team Feedback - Pilot -

+7%


Next Steps

Eliminate unnecessary tasks & Implement sustainable leader standard work at all levels

21

5/9/13 Template Documentation 41

First Line Mfg Manager Standard Work What to do How to do it Why do it Spend >50% of your time on mfg floor Update your daily calendar to reflect >50% on floor People management, continuous improvement and waste

elimination. If not scheduled, other task will replace

See each of your employee every day Go to tool sets and aisles their assigned. Each employee is important and deserving of your attention whom may require personnel help or problem identification or waste elimination coaching

Ask open ended leading questions. Can you tell me how your area is running? How do you know when it’s running well and when it isn’t?

If you could fix one problem in this area to make it run smoother what would it be?

Open-ended questions require a response with more depth and a lengthier response. Open-ended questions are also helpful in finding out more about a person or a situation,

Review Tool Status and follow up with support teams if needed

Go See Deployment Page

Gemba Boards

Less impact to operator and you see real time Ability to see all tools and how long in that state

If correct, problems will be made visible by operators

Monitor pace Deployment Page” To capture deltas to standard quickly and respond with actions and follow ups.

Spot Check Corrective Actions & Operator Standard work

One on one with employee To assure procedures and standard work are being followed. .

Record time off floor and send to John Leggett at end of day

Utilize Manager daily tracking sheet. To capture detractors from manager floor presence.

Look for opportunities to recognize extra effort and results

As soon as it occurs One on one or in group setting

To develop and foster behaviors and results that improves morale and fab metrics.

Perform Leader standard work checks (Cip, Scanners, Stockers, 5S, load/unload… )

Daily or weekly depending on standard work schedule To show and support the importance of standard work.

Con

tain

men

t Act

ions

:


Senior Mgr’s Floor Presence Check

Continuous Improvement Process

Scanner Check Gemba Process

Tier 1 Check FEOL

Clean Room Scrap Update

22



TEAM Project Mgr April 15th April 30th May 15th May 31th June 15th June 30th July 15th July 31th

D1 Leslie

D2 TBD

N1 Mike

N2 Mike

Overall Ron

Boots on the Floor

Any 1st line mgr <50% All 1st line mgrs >= 50% online time

Reason:

Reason:

Reason:

Reason:

Reason:

Reason:

Reason:

Reason:

Reason:

Reason:

Reason:

Reason:

Reason:

Reason:

Reason:

Reason:

Reason:

Reason:

Reason:

Reason:

Reason:

Reason:

Reason:

Reason:

Reason:

Reason:

Reason:

Reason:

Reason:

Reason:

Reason:

Reason:

R Y G

R Y G

R Y G

R Y G R Y G

R Y G

R Y G

R Y G R Y G

R Y G

R Y G

R Y G R Y G

R Y G

R Y G

R Y G R Y G

R Y G

R Y G

R Y G R Y G

R Y G

R Y G

R Y G R Y G R Y G

R Y G

R Y G

R Y G R Y G

R Y G

R Y G

Any 1st line mgr with consecutive periods below 50%

R G R G R G R G R G R G R G R G

R Y G

Owner: R. Plouffe

4/1/13

23


Closing Comments - Standards and TWI JI Implementation for all…

Lessons Learned: “Mapping Processes and using TWI Job instructions to implement standards eliminates

waste, reduces task time, and creates visuals to show a teams strengths and… prioritizes learning in a world where there is never enough time!”

Laura Murray - Lean Transformation Team Member §  Other LEAN tools, (Value Stream Maps and Structured Problem Solving) often point

to the need for standards and focused training for our professionals


Lessons Learned: §  Only implement standards that matter! §  Training by accident is not an acceptable option for professionals, engineers, and

our leadership team!

Without Leadership support and understanding the value of Standard work and TWI JI, teams will fail!

24


Q & A


Contact Info:

Laura Murray – IBM Lean Transformation Coach

[email protected]

(802) 769-4679

25


Backup Slides


§  Mission: World-class semiconductor manufacturing and development in support of the production of leading edge technologies for IBM and our OEM clients

§  Wafer size: 300 mm §  Multiple technology nodes: 130 nm, 90 nm, 65 nm, 45 nm §  Facility:

–  “One Fab” - Technology development and manufacturing –  140K ft2 of Fab clean room space (Class 1 Mini-environments) –  500 state-of-the-art manufacturing

and development tools

IBM’s 300 mm Semiconductor Manufacturing – Fishkill, NY

26


§  Mission: Provide world class semiconductor products through a diverse technology portfolio and manufacturing and engineering excellence.

§  Wafer Size: 200mm

§  Multiple Technology Nodes: +250nm, 180nm, 130nm, 90nm

§  Products: Microprocessors, Analog and Mixed Signal, Image Sensors, ASICs, Foundry

§  Facility: – Chip Manufacturing, Wafer Test, Mask House, Technology Development – 725 Acre campus, 30 buildings – 3.5 million square feet, 450,000 square feet of cleanroom space

IBM’s 200 mm Semiconductor Manufacturing – Burlington, VT


IBM’s Mask House Burlington, VT

Mission

q  Provides photomasks for all IBM semi-conductor wafer fabricators (200mm and 300mm)

§  Logic technology nodes from 500nm thru 22 nm

§  24 hour/day by 7 days/week production operations

q  Advanced photomask development and engineering

§  22 nm photomask Joint Development onsite in BTV with Toppan Printing Co.

q  World class photomask technical performance with better than competitive turn around times.

27


 Mission §  Module assembly and test services §  Ceramic substrate plating

 Roles §  Process development and qualification §  New product introductions §  Automated volume manufacturing §  Customer support

Bromont, Canada

standard work and twi - twi...

Documents