Standard Work and TWI - TWI Summittwisummit.com/wp-content/uploads/2013/05/MURRAY-Standard-Wor… · Bond, Assembly, and Test Vendors Asia Pacific Platform Partners ... Of Standard
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“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
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"
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§ 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
“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.”
“ 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
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.
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.
Eliminate unnecessary tasks & Implement sustainable leader standard work at all levels
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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.
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men
t Act
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5/9/13 Template Documentation 42
Senior Mgr’s Floor Presence Check
Continuous Improvement Process
Scanner Check Gemba Process
Tier 1 Check FEOL
Clean Room Scrap Update
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5/9/13 Template Documentation 43
5/9/13 Template Documentation 44
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
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Any 1st line mgr with consecutive periods below 50%
§ Mission: World-class semiconductor manufacturing and development in support of the production of leading edge technologies for IBM and our OEM clients
– “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