A3 Problem Solving

We provide training in the A3 Problem Solving Process and in A3 Report writing itself. 

The 6 Steps to the A3 Problem Solving Process are:

1. Identify the Problem
2. Define the Problem
3. Investigate the Problem
4. Analyze the Problem (Determine the Root Cause)
5. Solve the Problem (Implement the Countermeasure)
6. Confirm the Problem is Solved

The 6 Steps become the 6 parts displayed on the A3 Report.  

This A3 Training is done in an applied workshop format, where the participants define and solve real problems using actual data and analytical tools such as cause-effect diagrams, pareto charts, process control charts, histograms, scatter plots, 5 whys, brainstorming, etc all for the purpose of permanently solving the defined problem.

The A3 Workshop is excellent for involving your people in techniques and a structure for solving real problems in a way they stay solved!  Quite often we conduct this workshop on shifts to involve those who work various schedules and might not normally be working on improvement activities.  The A3 Workshop is also a great way to change the organization’s culture in a very positive way.

Workshop Design:  We can design and deliver this A3 Workshop to fit your specific needs.  Please contact us for a formal proposal.

No related posts.

Related posts brought to you by Yet Another Related Posts Plugin.

Lean Environment

a) Excess materials

b) Pollution/emissions (air, soil, water)

c) Scrap & non-product output

d) Hazardous wastes

e) Packaging Supplies waste

f) Energy consumption (electricity, gas, water)

There are a series of 6 one-day workshops you and your company team actively participate in:

1.  Environmental Principles & Waste

2. Mass Balance, Measures, and Input/Output Process Mapping

3. Value Stream Mapping the Current State

4. Value Stream Mapping your Future State

5. 6S & Environmental Yellow Tagging (making environmental waste visible)

6. Project ID and Kaizen Ranking

After the above work is completed, on-site implementation begins.  This can take the form of either Major Kaizen Events or Six-Sigma DMAIC Projects, whichever is most appropriate.   JCM can assist with facilitating either/both, and can provide the on-site training for Kaizen or Six Sigma DMAIC as well if necessary (although is is preferable to use your own company-certified Kaizen Facilitators or 6-Sigma Green/Black Belts).

JCM Work Designs/The Lean Sigma Team can design and conduct a this workshop to meet your specific needs.  Please contact us for a formal proposal.

No related posts.

Related posts brought to you by Yet Another Related Posts Plugin.

1.  The TTT candidate must first complete the TWI Training as a participant, attending all 10 hours of the training (JI, JR, or JM) and making their demo presentation.

2.  The TTT candidate then is mentored by JCM in a series of Monday thru Friday 4-hour sessions, usually in the mornings, that match the TWI training delivery sessions M-F.

3.  The TTT candidate then, that very afternoon, actually delivers the TWI training (either JI, JR, or JM) with a full class of 10 company participants.  JCM provides specific feedback and coaching each day, tapering off the coaching as the trainer gains confidence.

4.  Upon successful completion of that week, being mentored/coached and delivering the TWI training, the candidate is officially “graduated” as a Certified TWI Trainer by JCM Work Designs/The Lean Sigma Team.

JCM Work Designs/The Lean Sigma Team can design and conduct this workshop to meet your specific needs.  Please contact us for a formal proposal.

Also see TWI JR, JI, and JM Descriptions

No related posts.

Related posts brought to you by Yet Another Related Posts Plugin.

The Lean White Belt requires:

11 days of lean training by JCM Work Designs

22 topics with homework

Working as a lean team on projects from time-to-time

The Lean Green Belt requires:

The Lean White Belt (or equivalent)

5 additional days of training by JCM Work Designs

A Major Kaizen Lean Green Belt Project + Lean Training (fully documented)

Working ½ time on lean projects

The Lean Black Belt requires:

The Lean Green Belt (or equivalent)

Score of 700+ on the LBB Assessment

A Personal Portfolio of Lean project….. “proof”

Working full time on lean projects for 5+ years

Also see Lean White Belt,  Lean Green Belt, and Lean Black Belt Certification

No related posts.

Related posts brought to you by Yet Another Related Posts Plugin.

Dictionary Definition  

Empower – to give people power or authority; to enable; permit  

“em” – to cause to be; make

“power” – strength or force; might; the ability to do or act; authority, right, control, influence

“ment” – the act or state or fact of; the condition of being; the product or result of

How others have defined “empowerment”:

Empowerment is a leadership process for enabling the individuals in an organization to engage in activities for and by themselves by authorizing and investing power in them so that they can unleash energy into the organization.

The development and use of personal power and the support of the development and use of power in others to meet business requirements.  

Empowered people freely initiate improvement at thepoint and time of opportunity because they:

• know what to do
• want to do it
• have the ability to do it
• have the authority and opportunity to do it

and as a result accept responsibility for their actions and business success.  

Empowerment is improving the ability to meet customer requirements by individuals themselves choosing to develop and use their personal power within an environment that supports and enables growth.  

Empowerment is “zapping” people with responsibility, authority, identity, energy and power; not “sapping” people by taking power away.

Empowerment is a leadership process of “lifting people into their better selves.

Empowerment is clearly aligned with Theory Y Assumptions (and corresponding behaviors) toward people–NOT Theory X Assumptions.

Empowerment IS…. Empowerment IS NOT….

Standing Tall ………….Working in a subordinate posture

Maximum discretionary effort applied….. Minimal compliance with procedures

Engaging heart, head and hands …..Acting as a hired-hand

Responsibility, Capability, Accountability …..Words on a wall or plaque somewhere

Theory Y- based …..Theory X-based

Unconditional Positive Regard …..Conditional

Giving autonomy to people & groups …..Making “command decisions”

Enabling people to be & do their best …..Giving orders

Expressing feelings and facts openly ……Holding back feelings

Facilitating learning …..Keeping own ideas “close to the vest”

Stimulating independence & interdependence …..Exercising authority over people & groups

Listening with the intent to understand …..Asserting your own point of view

Delegating ….Coercing

Offering feedback & receiving it …..Instructing & giving advice

Encouraging self-evaluation …..Evaluating others

Being a self-manager….. Managing the performance of others

Continuous learning….. Remaining stagnant in learning

Empowerment Principles

The Technical Systems Work Better when:

• Teams are aligned so that people are responsible for finished products and services or complete processes instead of specific steps in the process or particular pieces of equipment.

• People are multi-skilled, understand the technology and are aware of how their work affects the quality of the end product.

• Variances are identified and problem-solved at the point where they occur by the people closest to and knowledgeable of the work.

People Work Better when:

• They have opportunities to satisfy important personal needs through the work itself.

• They have input into decisions which affect them directly.

• They are appropriately reinforced.

• They are free to use their experience and judgement.

• They belong to groups which can provide social support, help clarify important values, encourage effective performance and facilitate the effectiveness of interdependent tasks.

• Unnecessary social differences are eliminated.

Teams Work Better when:

• Team members can identify with the product/service produced, the customer and the business.

• Team members cooperate and work together in order to complete their tasks effectively.

• Teams have the authority and capability (knowledge, skills, resources) to meet commitments.

• Team size and physical boundaries make it easy to communicate and be flexible in adapting to changing situations.

• Teams get accurate and timely information about their performance (from internal & external sources).

Organizations Work Better when:

• Organization boundaries:

— are at the completion of a process or product transformation,

— create a business focus, and

— reflect the physical boundaries.

• Cooperation is maximized across boundaries between units, functions and levels.

• The organization detects and responds to changes in its external environment.

• Agreed-upon purpose, values and principles exist to guide behaviors.

• The organization is based on an integrated, systemic design so that leadership, structure and policies support the desired organizational behaviors.

• Design is specific to the organization and includes provision for on-going self-analysis and redesign as needed.

• Leadership is shared.

• The organizational structure is flexible.

• Administrative policies and procedures are few in number.

Characteristics of Empowered Individuals

1. There is strong self awareness and self confidence.

2. There is a strong personal vision of excellence.

3. There is a strong alignment of personal and organization values . . . “walks the talk.”

4. The individual is more intrinsically motivated than extrinsically.

5. There is a high level of knowledge and competence in the areas the individual is working.

6. The individual views the world from a systems perspective. . . “the big picture” and how things are linked and integrated.

7. The individual strives for “what is right” and not “who is right.”

8. There is a high degree of integrity and ethical behavior.

9. “Plays to win vs. playing not to lose.”

10. The individual thinks and acts in creative ways.

11. The individual feels a sense of pride in what he or she does for a living, in the organization, and in the company.

12. The individual creates an environment which aids others in empowering themselves.

13. There is willingness to make personal sacrifice and challenge current paradigms.

14. The individual acts to bring order out of chaos.

15. The individual assumes personal accountability for his/her actions.

Characteristics of Empowered Managers and Supervisors

1. Managers and supervisors provide clear direction and objectives for the organization. Business information is openly shared at all levels in the organization.

2. Managers and supervisors help individuals understand how their contributions fit into the larger whole.

3. Managers and supervisors listen effectively for and care about individuals’ needs, goals and aspirations.

4. Managers and supervisors assess capabilities and provide opportunities and resources for developing capabilities in a way that stretches individuals beyond their current capabilities.

5. Within defined boundaries and expectations, managers and supervisors “let go” and expect individuals to exercise their own personal power and take responsibility for their actions.

6. Managers and supervisors reward and recognize people who behave in an empowered way (e.g. rewarding the learning that comes from mistakes).

7. Managers and supervisors assist in removing conditions that lead to powerlessness (e.g., barriers to effective teamwork).

8. Managers and supervisors behave in a way that is consistent with individual empowerment behaviors.

Characteristics of an Empowered Environment forWork Systems Redesign

1. There is alignment of personal and company objectives. As a result, people understand their objectives, perceive them as significant pieces of work which contribute to the larger whole, and are committed to achieve them.

2. Personal capabilities (social, technical, and improvement) are kept on the leading edge. The organization expects individuals to be “stretched.”

3. There is a high level of individual and team self management which is consistent with established principles, boundaries and direction.

4. The work environment supports the development of the desired characteristics of empowered individuals.

5. The environment expects people to play a participative role in the design of their work, setting direction, and resolving problems.

6. Work is accomplished through effective interdependent teams within and across organizations.

7. All organization members demonstrate leadership characteristics.

8. Communications processes exist which provide people the information they want and need in

order to perform and improve the work.

9. Teams adhere to principles, procedures, systems and practices in a disciplined way.

Empowerment As Viewed by the Customer

1. The organization’s products and services provide a competitive advantage for its customers.

2. The organization is the supplier of choice by all of its customers.

3. Organization members exhibit a high level of energy in meeting business requirements.

4. Individuals not only understand their customer’s requirements, but also those of the customer’s customer.

5. Pride in workmanship is clearly built-into the products.

6. The company’s face-to-face contact person…the one who engages directly with the customer ….is empowered to act without asking for permission or seeking approval from a higher authority.

Empowerment Workshop Series:

Empowerment is a very broad-based organizational concept.  It can and should be designed into the organization as a HR Strategy.  Many organizational processes will need to be redefined to achieve good empowerment.  It is a lofty objective.  Toyota calls this “Respect for People”.  It is definitely a strategic competency any organization should aspire to…..and can achieve. 

JCM Work Designs/The Lean Sigma Team can design and conduct a this workshop series to meet your specific needs.  Please contact us for a formal proposal.

No related posts.

Related posts brought to you by Yet Another Related Posts Plugin.

Mixed Model Flows

Lean implementation can be more straightforward in dedicated parts of your value stream – those places where only one product is made and where one-piece flow cells (1à) are appropriate.

But what if your value stream produces more than one product? What if it produces many products in any given month, or week? MMF is the solution you may have been looking for.

What is MMF? Simply stated: Mixed Model Flow is making value flow by taking out the waste in your value stream so that multiple products can be made in the same value stream each time period.

This is accomplished by making the MMF part perform AS IF it were a dedicated asset. Each product “flows” at the rate of customer demand, even though multiple products are made there.

HOW DO YOU DO THIS?

There are a series of steps.

First, you must understand what kind of business you’re in. The basic question here is are you in a MTS (Make To Stock) or a MTO (Make to Order) business? Make To Stock means you will have some sort of Finished Goods Inventory (FGI) at the end of your MMF. Make To Order means your product will dovetail directly into a “customer process” at the end of your MMF line.

Second, you need to spend time understanding (really understanding) your product families. A product family is a combination of products that share similar processes. In your MMF value stream there are most likely a number of products. For example, some Circuit Card Assembly operations have as many as 250-1500 different products. But this doesn’t mean they will have that many product families. Generally speaking, when you look closely at your products and the common processes they travel through, you’ll end up with a small set of product families….somewhere in the range of 7-12 is common.

Third, you start getting a bit more technical. You have to figure out what the Takt Time is for the product family. That’s right, the product family! What is the average rate of customer demand for the family of products? This TT becomes important in setting up and in staffing the MMF line.

Fourth, you will need to begin defining Value for each product family from the Customers’ perspective. What are their expectations? Where is the value being created in your current flow? Where is the non-value added cost being incurred (the waste)? Also included here is the work of creating a Current State Value Stream Map of your MMF. What does it look like? How does it work? What are the outcomes in terms of VAT (Value Added Time) and Lead Time?

Fifth, where in your MMF can you achieve 1-piece flow for each product family? This is where you can create CELLS in your MMF.

Sixth, where you can’t flow, where will you install pull systems? Basically this means where will you put supermarkets and FIFO lanes? These are essentially inventory buffers between the shared resource part and the 1à flow parts of your MMF value stream. There’s quite a bit of hard work required here, since Supermarkets will have to be sized appropriately, located in the right spots, Kanban cards (Withdrawal & Production) created, procedures changed, etc. in order to make this happen. The same for FIFO Lanes.

At this point you’re ready to tie this thinking together on your Future State Value Stream Map. You can “flow where you can” and “pull where you can’t flow” on a Future State map. Of course, this doesn’t mean you’ve physically accomplished “flow & pull” yet, but at least you have the concept on paper of where and how it’ll be achieved in the future.

Seventh, you need to determine how often you want to make each product family. That’s right, each product family! This will be your production interval. This is important because it determines your product family mix, your lot sizes and the frequency of changeovers in your MMF Value Stream.

Eighth, you will want to be working on SMED/Quick Changeover in your MMF. This is where you build the capability to rapidly and efficiently switch between one running product and the next running product to achieve true Mixed Model Flow.

Ninth, you need to balance the operator work in the MMF. When completed, this becomes the Standard Work based on actual customer demand for the products in each Family. You also need to check machine capacity compared to this customer demand to be sure you have adequate capability to meet the demand in the interval you’ve chosen.

Tenth, you will have to figure out where to schedule the MMF. The key is one point and only one point in the whole Value Stream is to be scheduled. Once that point is selected, you “pull” up to that point and “fast flow” from that point to the customer. Typically this schedule point is found immediately after the shared resource asset in your MMF Value Stream.

Eleventh, you are now ready to “go live” with your MMF Value Stream and basically test & debug it’s operation. There will be a number of fine tuning elements to make it work, but this is normal.

Twelfth, once up and running in your MMF, you now have the opportunity (continuous opportunities) to improve it’s operation.

The only advice we can give you is to be bold and get started with your MMF. Following the process described above will insure you are successful. Virtually all of the Lean Tools are available for use in MMFs. And the results beat the old “batch & que, push scheduling system” that’s in place today for your shared resources.

Good luck!

PS: JCM Work Designs’ 5-day Mixed Model Flow Workshop Agenda is listed here for your information. This is how we teach, and you learn & apply the MMF methodology to your own business enterprise.

I. Review Lean Value Streams

II. MMF Through Shared Resources

III. ID Product Families in MMFs

IV. Map the Current State MMF VS

V. Dedicated Assets & Shared Assets in MMFs

VI. Mapping the Future State MMF VS

VII. Takt Times for EACH Product Family

VIII. AWCTs & Machine Capacities

IX. Determining the Interval

X. SMED/QCO for the Shared Assets

XI. Balancing the Work in the MMF

XII. Use of FIFO Lanes

XIII. Installing Supermarkets

XIV. Balancing the Product Mix

XV. Standardizing the Work

XVI. ID’ing and Scheduling the Pacemaker

XVII. Determining Pitch, the Interval, and using a Heijunka Box

XVIII. The MMF Finished Goods Supermarket

XIX. Using the Lean Toolbox

XX. Implementation Planning

XXI. Continuously Improving the MMF

JCM Work Designs/The Lean Sigma Team can design and conduct a this workshop to meet your specific needs.  Please contact us for a formal proposal.

No related posts.

Related posts brought to you by Yet Another Related Posts Plugin.

Lean Tools → Objectives

This is a simple listing of the various Lean Tools and their associated objectives….which you must know in order to use the tool effectively.

8 Wastes (Muda) See → & Eliminate Muda in all its forms

Value Stream Mapping→ Use as a roadmap for change

Kaizen → Rapid, focused, improvement

Hoshin → Align efforts w/measureable results

Lean Metrics → Establish a baseline & SET/ACHIEVE goals

5S Parlor Factory → Organize the workplace

Visual Controls → See the process, self-manage it & continuously improve it

One-Piece (1→ ) Flow Cells → Establish process flow without waste

Cell Teams → Enable extraordinary performance

GEMBA → Go-And-See Management

Kanbans & Supermarkets → Pull scheduling (across the Value Stream) and control the inventories (RMI, WIP, FG)

Lean Materials Handling → Control the schedule & the inventory (w/water spiders & milk runs)

Quick ChangeOver (SMED) → Reduce the batch sizes and mix-model produce to actual customer demand

Total Productive Maintenance → Improve reliability of equipment

Standardize Work (STW) → Improve the work & eliminate operator-to- operator variability

Layout for Flow → Improve the facility

Zero-Defect Quality → Achieve zero-defects & improve quality (mistake proof & failsafe)

Value Stream Leaders → Achieve the future state

Mighty Toyota → Learn from the world’s best

No related posts.

Related posts brought to you by Yet Another Related Posts Plugin.

TWI - Job Relations

Workshop Overview

TWI (Training Within Industry) is often referred to as the “Roots of Lean”. TWI Job Relations (JR) is specifically designed to help the first level supervisor with his/her responsibility for leading people by:

a) effectively and positively dealing with relationship problems between him/her and the employee,

b) preventing these problems from developing in the first place by maintaining positive employee relationships.

Supervisor is broadly defined as “anyone in charge of people and/or who directs the work of others.”  Many job titles fall into this definition of supervisor.

Since Job Relations is focused on working with people, descriptions of what happens to people are the materials for this program. There are 5 “textbook” problems, each of which is used at a specific point for a particular learning emphasis. Most of the 10 hours of workshop time are spent on handing the supervisors’ own problems, which they bring in for group discussion. Actual employee names are kept anonymous, of course.

Learning Objectives

A supervisor gets results through people. The supervisor learns to follow this 4-step method in working with people in resolving specific problems:

1. Get the Facts (review the record, find out what rules and customs apply, talk with the individuals concerned, get opinions and feelings…be sure you have all the facts).

2. Weigh and Decide (fit the facts together, consider their bearings on each other, list the possible actions, check policies and practices, consider the objective and the effect on the individual, the group, and on production….don’t jump to conclusions).

3. Take Action (handle this yourself, get help from your boss if necessary, watch the timing of your action….don’t pass the buck).

4. Check Results (follow up…how soon?, how often?, watch for changes in output, attitudes, and relationships….did your action help?)

The supervisor also learns how to avoid job relation problems by:

1. Letting each worker know how he/she is getting along (figure out what you expect of the person, point out ways to improve).

2. Giving credit when credit is due (look for extra or unusual performance, tell the person while the data/information is “hot”).

3. Telling people in advance about changes that will affect them (tell them why, work with them to accept the change).

4. Making the best use of each person’s ability (look for abilities not now being used, never stand in a person’s way).

Program Agenda

TWI Job Relations is a 5-Day Workshop, conducted with 2 hours per day for 5 consecutive days of classroom learning time, coupled with during-the-workday applications time for each participant.

Day 1:

Five Needs of Good Supervisors

Chart on Supervisory Responsibility

Foundations for Good Relations

Chart on the Individual

The “Adam Adams” Problem (case study)

How Problems Arise

The Four Step Method for Job Relations

Day 2:

The importance of GETTING THE FACTS

The “Amanda” Problem (case study)

2-3 Volunteer Demonstrations – Job Relations

(emphasis on Step 1: Get the Facts)

Day 3:

The importance of WEIGH AND DECIDE

The “Andy” Problem (case study)

2-3 Volunteer Demonstrations – Job Relations

(emphasis on Step 2: Weigh and Decide)

Day 4:

The importance of TAKE ACTION

The “Amy” Problem (case study)

2-3 Volunteer Demonstrations – Job Relations

(emphasis on Step 3: Take Action)

Day 5:

The importance of CHECK RESULTS

The “Norman” Problem (case study)

2-3 Volunteer Demonstrations – Job Relations

(emphasis on Step 4: Check Results)

Summary and Conclusions

Who Sould Attend

The TWI Job Relations Workshop is for those individuals whose work is to supervise and direct the work of others. This includes operations supervisors as well as staff and administration supervisors. Job titles could include:

• Supervisor
• Foreman
• Group Leader
• Team Leader
• Lead Hand
• Manager
• Director
• Etc.

Prerequisites

Be in a job that requires you to supervise and direct the work of others.

JCM Work Designs/The Lean Sigma Team can design and conduct this workshop to meet your specific needs.  Please contact us for a formal proposal.

Also see TWI Training Within Industry

No related posts.

Related posts brought to you by Yet Another Related Posts Plugin.

TWI - Jobs Instruction Workshop

Workshop Overview

TWI (Training Within Industry) is often referred to as the “Roots of Lean”.  TWI Job Instruction (JI) is specifically designed to help the supervisor with his/her responsibility for providing proper training and assuring this training is effective in helping people do their jobs correctly and efficiently. The objective of JI is to help supervisors develop a well-trained work force. 

Supervisor is broadly defined as “anyone in charge of people and/or who directs the work of others.”  Many job titles fall into this definition of supervisor.

Learning Objective:

Job Instruction is a way to get a person to quickly remember to do a job correctly, safely, and conscientiously.

The supervisor learns to follow this 4-step method in actually instructing people in doing their jobs:

1. Prepare the Worker (put the person at ease, get the person interested in learning this job, find out what they already know, state the job, put the person in the correct position to do the job).

2. Present the operation (tell and demonstrate the job one important step at a time, repeat the operation stressing key points).

3. Try out the performance (have the person do the job and correct any errors on the spot, have the person explain each important step as they do the job again, have the person explain each key point as they do the job a third time, continue until you know they know the job).

4. Follow up (put the person on their own, designate who to ask for help, check on the person frequently, taper off coaching and close the follow-up).

Program Agenda:

TWI Job Instruction is a 5-Day Workshop, conducted with 2 hours per day for 5 consecutive days of classroom learning time, coupled with during the workday applications time for each participant.

Day 1: Five Needs of Good Supervisors

Demonstration of Faulty Instruction (Telling Alone, Showing Alone)

Demonstration of Correct Instruction

Four Steps for Job Instruction

Day 2: Volunteer Instruction Demonstration – Job Breakdowns

Breakdown of the Fire Underwriter’s Knot (simulation exercise)

Breakdown of a Sample Job

Get Everything Ready, Arrange the Worksite

Day 3: Training Timetables – Example – Trainee Practice

Two Practice Instruction Demonstrations and Comments/Feedback

Breakdown Practice of Demonstration Jobs

Day 4: Explanation of Training Timetable by Trainees

Four Practice Instruction Demonstrations and Comments/Feedback

Breakdown Practice of Demonstration Jobs

Special Instruction Problems (and how to handle them)

Day 5: Three Practice Instruction Demonstrations and Comments/Feedback

Breakdown Practice of Demonstration Jobs

Summary and Conclusions

Who Sould Attend:

The TWI Job Instruction Workshop is for those individuals whose work is to supervise and direct the work of others. This includes operations supervisors as well as staff and administration supervisors. Job titles could include:

• Supervisor
• Foreman
• Group Leader
• Team Leader
• Lead Hand
• Manager
• Director
• Etc.

Prerequisites

Be in a job that requires you to supervise and direct the work of others…appropriate for both production and office supervision and management.

JCM Work Designs/The Lean Sigma Team can design and conduct this workshop to meet your specific needs.  Please contact us for a formal proposal.

Also see TWI Training Within Industry

No related posts.

Related posts brought to you by Yet Another Related Posts Plugin.

TWI - Jobs Method Training - Value Proposition

TWI (Training Within Industry) is often referred to as the “Roots of Lean”.  TWI Job Methods (JM) is specifically designed to help the first level supervisor with his/her responsibility for improving processes and the workplace. The objective of JM is to help supervisors develop improvement proposals and implement them to get improved results.

Supervisor is broadly defined as “anyone in charge of people and/or who directs the work of others.”  Many job titles fall into this definition of supervisor.

Overview:

Job Methods is a practical plan to help supervisors produce greater quantities of quality products in less time by making the best use of the people, machines, and materials currently available to them.
The supervisor learns to follow this 4-step method in working with his/her people to improve their processes:

Step 1: Breakdown the job (specify all job details)

Step 2: Question every detail (5W + 1H applied to everything in the process)

Step 3: Develop the new method (Eliminate–>Combine–>Rearrange–>Simplify)

Step 4: Immediately apply the new method

Content:

TWI Job Methods is a 5-Day Workshop, conducted with 2 hours per day for 5 consecutive days of classroom learning time, coupled with during the workday applications time for each participant.

Day 1:

Definition of a Supervisor

Five Needs of Supervisors

Supervisor’s Role in Job Improvement

Demonstration Job: Current Design

Demonstration Job: New Design

4 Steps to Job Methods Improvement

The Job Breakdown Sheet

Job Methods Improvement Proposal Sheet

Day 2:

Demonstration Job #1

Use of the Proposal Sheet

Day 3:

Demonstration Jobs #2, #3, #4

Proposal Sheets for Job #1

Day 4:

Demonstration Jobs #5, #6, #7

Proposal Sheets for Jobs #2, #3, #4

Day 5:

Demonstration Jobs #8, #9, #10

Proposal Sheets for Jobs #5, #6, #7

Review of the JM 4 Steps and the 4 Get Ready Points

Who JM is for:

The TWI Job Methods Workshop is for those individuals whose work is to supervise and direct the work of others. This includes operations supervisors as well as staff and administration supervisors. Job titles could include:

• Supervisor
• Foreman
• Group Leader
• Team Leader
• Lead Hand
• Manager
• Director
• Etc.

Prerequisites

Be in a job that requires you to supervise and direct the work of others.

JCM Work Designs/The Lean Sigma Team can design and conduct this workshop to meet your specific needs.  Please contact us for a formal proposal.

Also see TWI Training Within Industry

No related posts.

Related posts brought to you by Yet Another Related Posts Plugin.