TWI Case Study · 1. Standardized work is established 2. Everyone follows the standard work or ‘one best way’ 3. Std work used to spot abnormal conditions Manpower 1. People are

TWI Case Study

Vinyl ManufacturingYear Two of OpEx Implementation

Copyright 2004

The Bilas Group, LLC www.thebilasgroup.com (440) 933-9818 [email protected]

Project Background

• Operational Excellence was 16 months • 6 Plants had launched lean• 5 plants are on their own• Current Focus of Operational Excellence

– Changeover Reduction– On Time Shipping Improvement– Inventory Reduction

• Declining market

Copyright 2004


Issues Identified

• Impact on the bottom-line difficult to see• Kaizen events aren’t seen impacting plant

controllable operating expenses• Kaizens must be covered with OT during high

demand• Two kaizens a month may be too much• Sustaining gains difficult

– Training of new methods– Daily management

Copyright 2004


Overview of the 5 Stages of the Lean Implementation Framework

• Stability – A consistent and predictable process• Flow – A process that flows smoothly without interruption• Takt – Production is synchronized to the demand of the customer • Pull – Having the right materials, at the right time, in the right quantity

and nothing more to satisfy the customer• Level Production – Level production on the basis of volume, mix and

sequence for the most efficient use of productive resources

Stability Flow Takt Pull LevelProduction

Copyright 2004


Stability Phase – Description of What Ideal Looks Like• Stability Defined – Predictable and consistent

processes delivering quality products on time every time

• Description of a Ideal Future State– Standard work has been created and is being

followed for all jobs– People are trained to perform standard work in all

jobs in their work areas– Raw materials are provided in a timely manner and

at the proper quality level– Equipment performs at a high level of reliability– The schedule is consistently met

Copyright 2004


Stability Phase – Required Organizational Capabilities• Standard work and visual controls at all levels

expose and resolve variances between expected versus actual outcomes in all facets of the process

• Maintenance processes provide basic reliability of equipment

• Capable leaders– Able to motivate their people to perform to standard– Able to train their people on jobs – Able to conduct basic problem solving to eliminate

minor problems in the operation

Copyright 2004


Evaluating Your Plant on StabilityMethods

1. Standardized work is established

2. Everyone follows the standard work or ‘one best way’

3. Std work used to spot abnormal conditions

Manpower1. People are trained on std work2. Leaders and workers are

motivated to follow std wk in their jobs

3. Everyone is involved in daily problem solving

Machines1. Operating conditions are

established for critical equipment

2. Operators are trained on maintaining equipment

3. System in place to predict and prevent failures

Materials1. The correct materials are

available when needed2. Material is of the correct

quality3. The right material is produced

on time every time

Copyright 2004


Useful Tools to Develop Stability

Methods1. Standardized work 2. 6S/Visual controls3. Check sheets and lists4. TWI – JI/JR/JM5. Lean Management Systems

Manpower1. Standardized work/Visual

controls2. TWI – JI/JR/JM3. Problem Solving Tools –

5 Whys, PDCA, 7 quality tools

Machines1. 6S2. Autonomous Maintenance3. Problem Solving - 5 Whys4. TWI – JI/JR/JM

Materials1. Basic problem solving –

PDCA, 5 whys, 7 quality tools2. Schedule Attainment3. Pull systems

Copyright 2004


Developing a Training Capability

• Target audience would be supervisors, team leaders, and operators

• Use the TWI JI training method• Base effort on improving business

metrics• Evaluate effectiveness at end of year• Pick one plant to pilot JI

Copyright 2004


Business Metrics of Target PlantTerre Haute Average Changeover Time

1.81

1.77

1.73

1.70

1.54

1.89

1.45

1.70

0.75

0.95

1.15

1.35

1.55

1.75

1.95

JAN,

2007

FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

Cha

ngeo

ver

Tim

e (H

ours

)

Target Actual

Terre Haute On Time Shipping Percent

91.0

%

91.6

%

92.1

%

92.7

%

90.6

%

84.3

%

90.8

%

89.9

%

80.0%

82.0%

84.0%

86.0%

88.0%

90.0%

92.0%

94.0%

JAN,

2007


OT

S (%

)

Target Actual

• Focus on Changeover Reduction

• Improved Delivery• Reduced Inventory• Success would be

moving these metrics

Copyright 2004


Agenda for a Weeklong Event• Conduct JI training for 2 hours every morning• Analyze gaps in performance for the plant and in the

target area• Identify the processes that deliver the current results• Select the fundamental skills and critical core tasks

essential for delivering a quality product/service• Analyze the tasks and eliminate any waste• Create visual controls and error proofing devices to

reduce training needs• Record the new tasks – standardized work• Develop the training for the tasks – job breakdowns• Train the organization – timetable for training

Copyright 2004


Agenda for the Week –Standard Work Kaizen with JI

Monday Tuesday Wednesday Thursday Friday

JI Trng-2 hrs JI Trng-2 hrs JI Trng-2 hrs JI Trng-2 hrs JI Trng-2 hrs

AM

Problem Analysis of Target AreaDevelop High Level Process Map

JI Task Assignments Trng – Job Design Principles

Training –Visual Controls Prioritize Visual Controls

Training –Error-proofing Prioritize Tasks for Error-proofing

Prepare for Report Out Report Out

PM

Identify tasks Designate tasks for Visual Controls, Error-proofing or JI Prioritize JI Tasks

Standard Work Review Develop Job Breakdowns

Implement visual controls Continue Job Breakdowns

Implement Error-proofingContinue Job Breakdowns Create Training and Implementation Plan

Copyright 2004


Analyze Gaps In Performance

• On time shipping, changeover and unplanned downtime were affected by pigment weigh up operations

• Pigment room had significant absenteeism and long term disability issues

• Pigment weigh up was usually an entry level job filled often by temporary workers

Copyright 2004


Pigment Weigh Up Process

Review Schedule Pick Materials Weigh Materials Stage Materials

Print SchedulePrint Schedule

Read ScheduleRead

Schedule

Get BOM for Product

Get BOM for Product

Plan Pick Sequence

Plan Pick Sequence

Pick Materials(Repeat for

Each Ingredient)

Pick Materials(Repeat for

Each Ingredient)

Prep BagsPrep Bags

Weigh MaterialsWeigh

Materials

Build CartBuild Cart

Complete PaperworkComplete Paperwork

Do SAP Transactions

Do SAP Transactions

Return MaterialsReturn

Materials

Copyright 2004


Select Fundamental Skills and Critical Core Tasks• Identify routine versus non routine work• Focus on repetitive routine work, easiest

jobs/tasks to more difficult• Critical tasks require high degree of

accuracy– High impact– Require standardized work – Different methods might result in different

results

Copyright 2004


Critical TasksReview

Schedule Pick Materials Weigh Materials Stage Materials

Print Schedule

Print Schedule

Read Schedule

Get BOM for Product

Get BOM for Product

Plan Pick SequencePlan Pick Sequence

Pick Materials

(Repeat as needed)

Prep Bags

Weigh Materials

Build Cart


Do SAP Transaction

s

Do SAP Transaction

s


Materials

Copyright 2004


Analyze the Tasks

• Reduce or eliminate waste• Identify visual controls that help control

the process• Build in error proofing techniques• Simplify, Simplify, Simplify

Copyright 2004


Opportunities for ImprovementReview

Schedule Pick Materials Weigh Materials Stage Materials

Print Schedule

Read Schedule

Get BOM for Product

Plan Pick SequencePlan Pick Sequence

Pick Materials

(Repeat as needed)

Prep Bags

Weigh Materials

Build Cart


Do SAP Transactions


Materials

Copyright 2004


Create Standardized Work Sheets and Job Breakdowns• Standardized work sheets or procedures

capture the steps involved in the task– Sequence of tasks or steps– Time required to do the task– Standard work in process

• Job breakdowns are for training– Important Steps– Key points – Reasons why

• Standardized work sheets and job breakdowns serve two different purposes

Copyright 2004


The Relationship Between Standardized Work and JI

Standardized Work

Analysis Tool

Eliminate Waste

Best Method

Job Instruction Training

Teaching

Skilled Employees

Consistent Performance and Results

Task Redesign

Baseline for Continuous Improvement

Other Knowledge Required for Job

Adapted from Liker and Meier, Toyota Talent, p.118.

Copyright 2004


Create a Training Plan

• Use what you currently are using• Timetable for Training handy tool

– Quickly identifies the tasks and people – Can be done in minutes– Execution can begin immediately

• Timetable for training example at another facility

Copyright 2004


Business Metrics for Target PlantTerre Haute Average Changeover Time

1.81

1.77

1.73

1.70

1.66

1.62

1.58

1.54

1.50

1.46

1.43

1.39

1.54

1.89

1.45

1.70

1.55 1.

60

1.22 1.

27

1.24

1.62

1.61

1.72

0.75

0.95

1.15

1.35

1.55

1.75

1.95

JAN,

2007


Cha

ngeo

ver

Tim

e (H

ours

)

Target Actual

Terre Haute On Time Shipping Percent

91.0

%

91.6

%

92.1

%

92.7

%

93.2

%

93.8

%

94.3

%

94.8

%

95.4

%

95.9

%

96.5

%

97.0

%

90.6

%

84.3

%

90.8

%

89.9

%

88.0

%

84.9

%

96.6

% 98.4

%

96.4

%

92.6

% 94.9

%

83.5

%

75.0%

80.0%

85.0%

90.0%

95.0%

100.0%

JAN,

2007


OT

S (%

)

Target Actual

• Achieved stability first, then improvement

• JI was only a part of the effort – must be integrated into improvement program

• Requires leadership

Copyright 2004


Other Benefits of Implementing JI

• Sent the message that we heard them• Tool for analyzing and improving, then

training on procedures• Inclusion of supervisors and team

leaders into the improvement plan• Ability to sustain improvements• Flexibility of labor

Questions?

TWI Case Study · 1. Standardized work is established 2. Everyone follows the standard work or ‘one best way’ 3. Std work used to spot abnormal conditions Manpower 1. People are

Documents