WEILER TWI LEARNING OUTCOMES Production Trainers Job Instruction Training GPI Gain Sharing Process Improvement
WEILER TWI LEARNING OUTCOMES
Production Trainers
Job Instruction Training
GPI
Gain Sharing Process
Improvement
Weiler Corporation
Weiler Corporation is nestled in the village of Cresco, Monroe County, Pennsylvania. Located in the foothills of the Pocono Mountains.
Weiler Corporation
Cresco PA
Weiler Continues to grow
2007 addition of 27,000 Sq. Ft.
Office Building with state of the art
Conference and Presentation
Capabilities.
240,000 Sq. Ft.
Manufacturing,
Research & Development
and Distribution Facility
Weiler Products
Coated
Abrasives
Nylox
Brushes
Maintenance
Products
Power
Brushes
Weiler Corporation
• Privately-held company (3rd generation)
• Weiler employs over 500 co-workers with manufacturing
operations in PA, Brazil, and also a owns and operates a
WOFE plant in China. Approximately 90% of the products
manufactured by Weiler are processed in the PA facility.
• Weiler maintains sales offices in Mexico and Brazil
• We are a Manufacturer and Provider of Surface Conditioning
Accessories.
• Weiler serves the Industrial, Retail and Catalog Markets and
has its own direct National and International Sales Forces.
• Weiler manufactures more than 80% of the products that it
sells.
Building a Competitive Advantage
• Reinvestment – Weiler invests heavily back into its’ co-workers, processes and
infrastructure.
• Technology and People – Weiler employs more than twenty technical staff professionals
related to the products, processes and equipment.
– Weiler designs its’ own equipment and product, but also
purchases both as well.
arch for a Grassroots Solution
T.W.I. Weilerized into G.P.I.
GainSharing Process Improvement
– Joel Avila
C I Champion
Search for a Grassroots Solution
• J.M. (Job Methods) – J.M. gives the people the tools to identify opportunities for
improvement, and the ability to find a solution. Without this training, you are only uncovering a fraction of the opportunities in your business.
• J.I. (Job Instruction) – The best system I have seen for process training development. A
consistent method to implement the process improvements found with J.M., and an efficient way to quickly make new co-workers
productive.
Your Most Powerful Resource
Reinvesting in the workforce • Everyone wants that knockout punch but…..
– Big productivity gains usually begin with small ideas.
– Cumulative small process changes make a big
difference in long term success.
– Create a sustainable program to promote continuous
improvement as your organization and business
changes.
GPI Examples
11
A) Dispense glue on phenolic
plate before each order.
B) Confirm glue
weight & toss out
sample.
PRESENT METHOD
CURRENT METHOD
PROPOSED METHOD
Suggestion: Use Cardboard
SAVINGS
Wasted
Plates per
Year
Cost of Using
Phenolic and
Aluminum Plates
per Year
Cost of Using
Cardboard Plates @
$0.125 per piece
Savings per
Year
19,992 $6,256.71 $2,499.00 $3,757.71
Job Methods Presentation – 1. Present Method – 2. Proposed Method – 3. Proposal
SUPPORTING PICTURES
PROPOSAL
OLD
METHOD
NEW
METHOD
Job Methods Training in Action
• 400 +co-workers trained since 12/08/2003.
• Continue the training program for all co-workers with more than Six
Months of service.
• Created a follow-up team consisting of the
– VP of Global Operations
– Plant Manager
– Design Engineering Manager
– Industrial Engineering Manager
– Training Coordinator
– Maintenance Manager
Job Methods Training in Action
• 550 projects completed.
• 47 projects found not feasible.
• $400,000 of First Year Savings each
year .
Weiler Critical Issues • Weiler Production Trainers seek
Consistency of Training between Shifts.
• Weiler Corporation seeks to develop Standard Documented Training Aids.
• Weiler Growth hinges on the development of Internally Trained Co-workers.
How Do we Develop People?
Research in occupational training
shows that individuals retain about:
• 10 % of what they read
• 20 % of what they hear
• 30% of what they see
• 50% of what they hear and use
• 70% of what they say
• 90% of what they do
Job Instruction Training is designed to
teach people how to do a particular job by:
• Hearing (what to do)
• Seeing (how it is done)
• Using (what was learned)
• Saying (what was learned)
• Doing (the task)
REPEATEDLY !!
• KATHY TITUS
• JOE PIRICZKY
• BONNIE BRUCH
• TERRI GRUVER
• TRAVIS NIETZ
• DEB SCHICK
• JON VAIL
• TREENA WILLIAMS
• BARBARA WALKO
• PETRA RODRIGUEZ
• MARK LYSOMIRSKI
• CHRISTINE HAWK
• MARY ANN MARTOCCIO
Job Instruction Training Team
Trainer Teams by Department
• Tiger Disk – Joe and Petra
• Crimp – Chris, Treena, Bonnie, Mark
and Kathy
• Knot – Deb, Barb, Mary Ann
• Shipping/Receiving – Terri, Travis
• Customer Service – Jon
Step 1: PREPARE
WORKER
Step 4: FOLLOW UP
Step 3: TRY OUT
PERFORMANCE
Step 2: PRESENT
OPERATION
Plan
DoCheck
Action
Major Steps
Key Points
Reasons
The Four Steps of TJI
WEILER DEVELOPED
JOB INSTRUCTION BREAKDOWNS
AND JOINED THEM WITH WORK
INSTRUCTIONS
Current Documentation
• ISO 9001 SOP’s
• Job Safety Analyses
• Work Instructions
which include detailed
set-up information
• Job Knowledge Matrix
• Cross Training Matrix
Proposed Documentation
• ISO 9001 SOP’s
• Job Safety Analyses
• Job Instruction
Breakdowns/Work Instructions
• Job Knowledge Matrix
• Cross Training Matrix
Weiler Manufacturing
Documentation
1. Identify the Key Activities that are performed in an area
2. Prioritize these by importance
3. For each Key Activity, identify a team of individuals who
will develop the standard work
4. Observe the current process, identify differences between
associates and opportunities to streamline
Steps to Creating Standard Work
Steps to Creating Standard Work
5. Use the TWI Job Breakdown to document
6. Obtain consensus on “best practices”
7. Train co-workers in the new standard work
8. Monitor use of standard work for effectiveness, issues,
and compliance
Mechanics of JIB/WI
• Creation of JIB/WI
• Arrival of Consensus for JIB/WI
• Approval of JIB/WI
• Use of JIB/WI
• Audit to JIB/WI
• Improvement/Revision of JIB/WI
Process Steps for the creation
and implementation of a JI
Identify Critical Training
Area
Observe process & writes JIB
Sends JIB to Other
Trainers for consensus
Send JIB to Shift
Advisors and JI
Champion for
Approval
Trainers train all
Workers to the
Approved JIB
Trainers & Advisors
audit Trained
Personnel
TREENA AND DEB IDENTIFY
WEILER RESULTS
FROM JI/WI PROJECT
33
NOTCHER/CHAMFER MACHINE
34
NOTCHER/CHAMFER MACHINE
35
NOTCHER/CHAMFER MACHINE
36
NOTCHER/CHAMFER MACHINE
37
NOTCHER/CHAMFER MACHINE
38
NOTCHER/CHAMFER MACHINE
39
NOTCHER/CHAMFER MACHINE
40
NOTCHER/CHAMFER MACHINE
41
NOTCHER/CHAMFER MACHINE
42
NOTCHER/CHAMFER MACHINE
43
NOTCHER/CHAMFER MACHINE
44
NOTCHER/CHAMFER MACHINE
45
NOTCHER/CHAMFER MACHINE
46
NOTCHER/CHAMFER MACHINE
47
NOTCHER/CHAMFER MACHINE
48
Job Instruction
49
Job Instruction Breakdown Sheet
50
51
Work Instruction
52
Work Instruction
53
Work Instruction
54
Work Instruction
55
Work Instruction
56
Challenges / Advantages
CHALLENGES:
• Getting co-workers to “buy in”.
ADVANTAGES:
• Co-workers on all 3 shifts are trained the same way.
• All un-necessary information was taken out. This
made finding the information you need easier.
• The same format is used for all departments;
making cross training more efficient.
57
Challenges / Advantages
We worked together to develop work instructions,
enhancing and developing further how we work as
a team.
The addition of pictures was a big help.
The trainee will know exactly what they are
looking at.