twi job instruction - cme manitobamb.cme-mec.ca/download.php?file=h34rnrnk.pdf · lean2012.com...

TWI Job Instruction Scott Curtis, Plant Manager, Albany

International

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Albany International

•Overview of Albany International:

•Global advanced textiles and materials processing company with 26 operations in 13 countries and approx. 5000 employees worldwide.

•2011 Net Sales > $ 815M

•Company has Two main segments • Paper Machine Clothing • Albany Engineered Composites

• The Homer monofilament plant is part of the Paper Machine

Clothing segment of the business • Supplies approx. 50% of the Global raw material

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Presentation Overview:

Learn how Albany International has implemented a sustainable TWI Job Instruction program, after overcoming some initial barriers to success.

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Albany International Training process prior to TWI:

• Training originated as mentoring with experienced personnel with little formal

documentation or evaluation

• What drove the need for more formalized training?

• Time to competence was too long

• Increased quality requirements and process complexity

• Structured “Operator School” developed (3-4 months in total)

• 4-6 weeks of formal training

• Two weeks of classroom – Theory of process, definitions, etc.

• Two weeks of hands on training

• Followed by 6-8 weeks of mentorship (paired with experienced

Operator)

• Qualified after completing a “Drivers Test”

• Formal documentation, procedures, work instructions, checklist, forms, etc.

followed with the implementation of ISO9000

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Albany International Introduction of TWI at Albany International:

• TWI at AI & AIMP

• The lazy path, the stupid path and the right path!

• Intro to the TWI Workbook by Graupp & Wrona

• Initial attempts – successes and failures

• No formal structure

• No fully committed resources

• Lack of clear direction – 11 plant going in 11 directions

• Basic concepts, easily understood

• Applying to more complex situations need guidance

• No Certified JI trainers

AIMP

GPPT

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TWI at AIMP Epiphany: We needed Help!

• Turning Point

• Business need – new classification with no training material

• Falling behind curve on Corporate mandate

• Commitment by management to dedicate internal resources

• SSBB put us in contact with CNYTDO and TWI Institute

• We needed specific practical experience!

• Grant through NYS to fund TWI training

• KEY POINT! – Get internal resources certified in TWI and or

bring in outside resources to lead you down the right path!

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Barriers to Success

– Insufficient priority given to TWI JI

– Critical elements of JI missing from initial In-House training

– Lack of communication

– Culture change was not managed

– Did not have any means of verifying effectiveness long term

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Barriers – Priority

• No defined goals

• Unrealistic expectations

– Responsibilities for trainers were not adjusted

– Responsibilities for trainees were not adjusted

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Management MADE it a Priority

•Dedicated 2-3 people to become experts •Time came from avoiding mistakes

•Effectiveness of the training

•Sought outside help with TWI

•400 hours with TWI expert

•Focused on a priority area

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Priority need

• New classification with 90 Procedures associated with job

• Where do we start?

• Developed a matrix of all procedures required for job

• Surveyed management and Setup Operators

• Management – Business Impact

• Operators – Level of exposure / self assess on competence

• Developed ranked list of priorities

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Barriers to Success and Sustainability






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Barriers-Missing Elements

• Timetables

• Special situations

– Long operations

– Different experience levels

– Noisy environments

– Feel

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JOB INSTRUCTION

HOW TO GET READY TO INSTRUCT

Before instructing people how to do a job:

1. MAKE A TIME TABLE FOR TRAINING

Who to Train

For which work….

By what date…

2. BREAK DOWN THE JOB

List Important Steps

Select Key Points

Safety Factors are always Key Points

3. GET EVERYTHING READY

The proper equipment , tools, material

and whatever needed to aid instruction

4. ARRANGE THE WORKSITE

Neatly, as in actual working conditions

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Filling In Missing Elements

• 10 hr courses

• 40 hr TTT course

• Mentoring

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Special Situations – Long Operations

• First Pass before official TWI training

– 3 skills in one document

– 18 Important steps

• (Step 17 divided into sub steps)

• 8 pages long

– Large graphics

• Intended to serve multiple purposes

• One pass through 1 ½ hrs – too long to follow TWI JI method.

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BEFORE – Meant to be used for training and reference

AFTER – meant for one on one JI training, many details obvious during demonstration

Long operation example Before and after training from TWI Institute

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Barriers - Communication

• No communication of JI to the entire plant

– Expected the trainers to communicate

– Clarity lost in translation

– Flavor of the month?

• Poor communication resulted in resource conflicts

– Machines

– Trainees

– Trainers

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Improved Communication

• Addressed the entire plant what TWI JI was and Why we are doing it

• Worked with the shift coaches and operators more to understand the training needs

• Planned training out 1-2 weeks before training would take place

• Involved the production planner to schedule machines for training in between product changes

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Visual board for JI

•Visible to entire plant

•Timetables for every shift and every JI

•If dates miss expectations corrective actions take place through our

Lean system

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Problem – Culture Change Barriers to culture change

• Individual’s self worth rooted in old culture

• “Force feeding” pushback

• Clinging to “easier” ways

• Other priorities

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Overcoming resistance to change & establishing new culture

•Make case for change - burning platforms

•Used outside mentor with a time constraint.

•Send clear message – this is THE new way

•Demonstrated commitment – dedicated resources/time

•Developed Leader standard work to support JI

•Successes drove culture change

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Barriers - Verifying Long Term Effectiveness

– Found that JI was not sustaining

– Insufficient follow up after training

• No process for verifying standard work

• No way to measure the effectiveness of the training

– Accuracy of the breakdowns

• No follow up for changes

• New Ideas

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Verifying Effectiveness Long Term

• Created the Audit Process • Process to check the effectiveness of the training • Accuracy of the JI’s • See if standard work was being done.

• Follow up on Audits with a corrective action if results were not

satisfactory

• Found that the audits are a great tool to draw out Ideas for best practices

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Audit #:

Assigned number to auditee Date of Audit: Date Audit performed

JIB Reference Code: Document # Rev(Ver): Description: Title of JI Comments from Auditor:

Area used for the auditor to write down notes while the employee performs the task.

(comment on anything missed or added compared to the JI during the audit)

Auditor: whoever is performing the audit Additional Training Needed? No / Yes recommend

retraining Method Change Needed? None / Immediate / Future Rev

Feedback from employee for suggested changes:

Problem:

If employee did not follow the JI(from

comments above):

Ask why? And record here in detail with

the reasons

New Method Proposed:

Used for employee to suggest a better way to

complete the task

Results if new method adopted:

Employees reasoning for the suggested changes and what the benefits would be

Problem:

If employee did not follow the JIB(from

comments above):

Ask why? And record here in detail with

the reasons

New Method Proposed:

Used for employee to suggest a better way to

complete the task

Results if new method adopted:

Employees reasoning for the suggested changes and what the benefits would be

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The impact of ISO9000 on training and doc structure:

• Formalized documentation, the good, the bad and the ugly

• As process and business complexity grew, so did number and

length of procedures

• Corrective Actions

• Average Work Area procedure is 6 pages, many in excess of

12 pages

• Close to 400 work area procedures

• Close to 900 documents in total; forms, charts and procedures!

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Parts: Spool of Finished Goods Author: Jennifer Pickert

Tools & Materials: Work Order

Reference Materials: “Sample collection frequency chart”

Vocabulary: N/A

JOB INSTRUCTION BREAKDOWN

# Important Step Key Points Reasons

1

Reference Work Order 1. Determine product group

2. Determine which direction spool

dereels

1. Sample Sequence

2. Customer request

2 Determine if sample is needed 1. Operator/QA

2. Cell board

1. Status of Testing

2. Determine when last sample

was taken

3 Determine how sample is processed Sample sequence per PAC-019

(Sample Collection Frequency Chart

1. Changes per product group

4

Prep spool for Tie-Off 1. Dereels Correct direction

2. No miswraps

3. Inner thread hole at 6 O’clock

4. Do not sample red tagged spools

Customer request

Prevent breaks

Detect empty Spool

Scrap material

5

Dereel line 1. 3-5 ends if possible

2. 4-5 ft for Tie Off /Lube or 8-12ft for

QA

3. Feel for rough lines

4. Do not step on or stretch sample

1. Easier/ Faster

2. Testing Requirements

3. Detect quality problems

4. Could damage sample

6 Tie- Off Loop with at least 3 twists

Pull snug against spool

Knot at 6 O’clock

1. Good knot

2. Won’t come loose

3. Customer request

Document #: PAP-180-1 Version: 2 Product Group: Monofilament Issue Date: 1/24/08

Plant: Homer Next Review: 7/24/08

Department: Extrusion Section 1 Page: 1 of 1

Sample / Tie Off Single End Spools

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Parts: Labeling Spools Author: Jennifer Pickert

Tools & Materials: Pin Gauge, Bar, Work Order

Reference Materials: PAP-180

Vocabulary: N/A

Document #: PAP-180-2 Version: 3 Product Group: Monofilament Issue Date: 2/21/08

Plant: Homer Next Review: 8/21/08

Department: Extrusion Section 1 Page: 1 of 1

JOB INSTRUCTION BREAKDOWN

# Important Step Key Points Reasons Before

we

begin

0

Select correct tools 1. Reference lot label

2. Pin size on PAC-180

3. Bar length fits spool type

1. Diameter size

2. Pin size varies by product

3. Better inspection

1 Inspect flanges 1. Smooth, clean, undamaged

2. Check for colored tags

3. Spool on side to check bottom flange.

4. If failed, stop-leave on side (applies to

all insp. steps)

1. Prevent quality complaints

2. Must not pack red or green

3. See better - prevent injury

4. Easy to see rejects

2 Inspect filament 1. Uniform appearance

2. Firm, scrap free, no extra tails

1. Appearance matters

2. Prevent snags and breaks

3 Verify level wind 1. One location

2. Reject if pin fits under bar anywhere

across

1. Quicker

2. Prevent quality complaints

4 Verify # of ends 1. Separate/count ends 1. Insure proper #

5 Repeat inspection on remaining spools

6 Stamp all good spools Accountability

Spool Inspection

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TWI at AIMP

Safety:

“0” Step safety brief was added to all JIBS

• The safety brief is done before actual JIB training begins

• All safety points are in red

• The safety points are in the brief as well as red in the JIB so they

are reminded to stress them during the training

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Path Forward •Process has created a tremendous amount of “pull” for new JIBS, challenge is to sort out which are truly needed versus a One Point Lessons

•Delivered (6) 10 hr classes at Albany international and now have 23 trainers

•2600 JI training hours conducted last year •6028 JI training sessions conducted last year

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0

5

10

15

20

25

Q4 '06 Q1 '07 Q2 '07 Q3 '07 Q4 '07 Q1 '08 Q2 '08 Q3 '08 Q4 '08

Human Error –Setup Operations

Started JI

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JI retraining on Winding

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Key Points to Remember

•Get some outside help or guidance (experience in TWI) •Get commitment to dedicated resources •Follow the proven methodology – no short cuts •Training timetable is critical •Audit process is critical • This process will result in PULL!

“Operators are actually reading the procedures now! I have been

getting feedback on them and document change requests. This rarely happened before with our lengthy procedures.”

“I have operators asking me almost every day when I am going to train them. It is a really positive thing considering I thought it would be the opposite with some push back and attitudes”

Requires a Culture Change!

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Questions & Answers

Maximum: 10 minutes


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Closing slide

• Scott Curtis

• [email protected]

Please remain in the room to do the session evaluation

mailto:[email protected]

twi job instruction - cme manitobamb.cme-mec.ca/download.php?file=h34rnrnk.pdf · lean2012.com...

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