GENERATE FAST-PACED IMPROVEMENTS WITH … · Jishuken/ ‘Kaizen Blitz ... Discover standard work

GENERATE FAST-PACED IMPROVEMENTSWITH AUTONOMOUS SHOP-FLOOR TEAMS…

…and TWI

June 2012

Denis Becker Global MBB Support Manager, Certified TWI-JI & JR Trainer

Bridget WardLean Sigma Change Expert, Certified TWI-JI trainer

GEMALTO?

Digital Security

€ 2 billion revenue 2011

Innovation: 13 R&D centers worldwide

Global footprint: 18 production centers 30 personalization facilities

Experienced team: 10,000 employees 43 countries

16/01/2019 2© Denis Becker

http://aws.amazon.com/

OVERVIEW

316/01/2019 © Denis Becker

1st Journey: Autonomous teams deliver world-class results

2nd Journey: Building autonomous teams with TWI

Stabilise & scale up fast

Catch & solve problems fast

Support or abort: Coach the teams

International deployment

+ some case studies & video clips

4© Denis Becker16/01/2019

1st JOURNEY: AUTONOMOUS TEAMS (USA 2001-4)

Operator run “mini-businesses” deliver world-class performance• 100% On Time Delivery• Customer defects 1PPM• +35% Productivity• -75% Cost of Non Quality• 90%+ employee satisfaction

Autonomous & responsible for• Plant layout• Working hours• Team performance appraisal• Cell cost management• Project selection & completion• Co-recruitment

WHY DO IT AGAIN?

5

Flow: “An ideal organisation is one in which each worker’s potentialities find room for expression... Getting employees to give their best... is first and foremost a way to make it possible for them to grow as individuals...”

(Csikzentmihalyi 2003)


CHALLENGE: IMPROVING THE SPEED OF IMPROVEMENT

BUILD ROUTINES: BUT WHICH ONES? ... AND HOW?

Dynamic capability: “the firm’s ability to integrate, build and re-configure internal and external competences to address rapidly changing environments”

(Boojihawon 2007, Teece 1997)

CI capability: “the ability of an organization to gain strategic advantage by extending involvement in innovation to a significant proportion of its members”

(Bessant & Francis 1999)

WHY CI DOES NOT WORK


Std work: Building on sand ...stabilise processes & scale up fast

Expert bottleneck & ‘burst’ improvement ...solve problems fast

Fuzzy direction & weak support ...get daily leader support & coaching

FAST-PACED IMPROVEMENT. NATURAL TEAMS...

IMPROVING THE SPEED OF IMPROVEMENT

Layout hinders team formation & learning

...catch problems in real-time & learn

“The American quality movement had a brief brush with Quality Circles... The results were dismal... It was one more good idea gone bad. What was missing? Basically all of the fundamentals of the Toyota way were missing...

(Liker & Meier ‘The Topyota Way Fieldbook’ 2006)

Maintain Standards

Improve standards

Innovate

Autonomous Teams


Maintain Standards

Improve standards

Innovate SENIOR MANAGERS

MANAGERS/ SUPERVISORS

OPERATORS

Classical Lean Maturity (Imai)

Suggestion schemes (incl. doing)Quality CirclesJishuken/ ‘Kaizen Blitz’

COMMAND & CONTROL(Theory X)

EMPOWERMENT(Theory Y)

BEYOND QUALITY CIRCLES:SHIFT THE PARADIGM

Managers -define direction (True North/ Target condition)- re-inject energy (coach/ motivate)- define next ‘big move’

VISIONOperators run “mini-business”Supervisors coach & improve system

• Unleash font-line creativity• Enable team support & innovation

US War Production Board 1939: 4 step routines to develop supervisors We use the ‘5 Needs’ model to build autonomous teams

© Denis Becker16/01/2019 8

Instructing

ImprovingMethods

Leading

Responsibilities

Work

Know

ledg

e

SkillsSafety

JOB INSTRUCTION JOB RELATIONS JOB METHODS

1 PREPARE THE WORKERGet the person interested in learning the job

GET THE FACTSGet opinions and feelings

BREAK DOWN THE JOBList all details as done in the Current Method

2 PRESENT THE OPERATION (3x)Don’t give more info than they can master at a time

WEIGH AND DECIDEWhat possible actions are there?

QUESTION EVERY DETAILWhy, What, Where, When, Who, How

3 TRY-OUT PERFORMANCE (4x)Make sure the person understands

TAKE ACTIONDon’t pass the buck

DEVELOP THE NEW METHODEliminate, Combine, Rearrange, Simplify

4 FOLLOW UPCheck on the person frequently

CHECK RESULTSDid your action help production?

APPLY THE NEW METHODUse it until a better way is developed

2nd JOURNEY: BUILD TEAMS WITH TWI


BUILD AUTONOMY WITH TWI

RUN MACHINES

RUN PROCESS

IMPROVE PROCESS

RUN MINI-BUSINESS

CREATE AUTO-PROCESSCOACH JOB INSTRUCTION

COACH FAST-PACED JM & PROBLEM SOLVING

RUN PROCESSSUPERVISE OPERATORS

LET GOIMPROVE SYSTEM

TWI-JI

TWI-JM

TWI-JR

DEVELOP KOWLEDGE OF THE WORK & KNOWLEDGE OF RESPONSIBILITIES IN PARALLEL


INTEGRATE TWI, VISUALISATION & SUPPORT

Visual layout & cell metrics

A3 & TWI Job Methods

TWI JobInstruction

Progress is visualised

Follow up & coach

Cell team manages cell

MANAGERSUPPORT

IMPROVE PROCESSSTABLE TEAM

LAYOUT SUPPORTS

TEAM FORMATION


STABILISE & SCALE UP FASTWITH TWI JOB INSTRUCTION

TWI-JI FIXES BROKEN INPUTSImprovement, not just training...

MAKE OR BREAK THE JOB (OR THE MACHINE) • Prevent manual process or setting errors that cause rejects & rework• Prevent machine stops with standard repairs, settings, setups/ cleaning• Improve customer service experience

INJURE THE WORKER• Discover and manage risks & improve ergonomics

EASIER TO DO• Save processing / setup time to release capacity & increase throughput

KEY POINTS FOCUS ON KEY INPUTS (5-10%)

TWI-JI SQUEEZES OUT VARIATION

We know: ‘Variation is the enemy’ (HOPP): PDCA (DMAIC) + SDCA CU

STO

MER

VAL

UE

CO

ST R

EDU

CTIO

N

Strategic Improvements Alone

Strategic Improvement of Stabilized Processes

Strategic & Incremental Improvement of Standardized Processes

TIME


CRITICAL INPUTS OUTPUTS

STABILISE FAST

RO

UTI

NES FAST-

PACED IMPROVE-

MENT

CATCH PROBLEMS

SOLVE PROBLEMS

SUPPORT & COACH

1 2 3 4 5 6 7 8 9 101112131415161718192021222324252627

PRINT SETUP TIMETWI-JI

completeBefore Long & variable

setups

Before Project over-production

After JInoover-production

OVER-PRODUCTION

US$100k annual hard savings

Capacity freed for new volume

CONSISTENT & HIGH-SPEED JI

13

TWI-JI is show & tell, passing on JI Breakdowns is not enough (this is ‘telling alone’!)

Problem solving always requires JI

Fast pace through daily routine: team instructors dedicate JI time every day

JI Breakdown ‘author’

Instructor 1

Instructor 2

Instructor …

TWI JI written at source

(in operator’s words)

Validate JIB:Train one person

Amend JIB

Forward to TWI Senior Trainer

with name of trainee

JIB reviewby Senior trainer

Recommendations / coaching JI Instructor

Train work-force

Number and place on QMS

Validate Key points with functional experts

Change control

QMS + One-point lessons & Step 4

“follow-up”

INSTRUCTORS CASCADE JIBS INSTRUCTOR X-TRAINING PLAN



STABILISE FAST

RO

UTI

NES FAST-

PACED IMPROVE-

MENT

CATCH PROBLEMS

SOLVE PROBLEMS

SUPPORT & COACH

CATCH & SOLVE PROBLEMS FASTWITH TWI JOB METHODS


CATCH PROBLEMS (& BRIGHT SPOTS)

Purpose: give cell team the tools to improve their process autonomously every metric must lead directly to action (under team control, ‘normal performance’ is clear)

CELL BOARD

IMPROVE PROCESS

Problem identificationJob Instruction Training Plan & Tracker

A3 & JM Problem Solving Story

Key inputs / metrics during ‘control stage’

Status, Trend, Priority



STABILISE FAST

RO

UTI

NES FAST-

PACED IMPROVE-

MENT

CATCH PROBLEMS

SOLVE PROBLEMS

SUPPORT & COACH


STABILISE FAST

RO

UTI

NES FAST-

PACED IMPROVE-

MENT

CATCH PROBLEMS

SOLVE PROBLEMS

SUPPORT & COACH

FAST-PACED PROBLEM SOLVING

1616/01/2019

• Discover standard work• Ownership• Stabilising/ Fine-tuning/ Stop

• Three core skills• Catch problems• Solve problems (A3 & TWI-JM)• Stabilise the process... (TWI-JI)... FAST-PACED!

• Team problem solving-1h/wk• Goal: autonomous teams• 1h/ wk with coaching support

• Problem solving board• line-side

© Denis Becker

Operators ‘only run’ machines

FALSE BRIDGE

Autonomous teams improve process every

day

FALSE BRIDGE

SUPPORT OR ABORT: COACH THE TEAMS


TEAM & SUPPORT STRUCTURE

1816/01/2019

• Natural teams: plant / cell layout!

• 1 TWI-JI Instructor per operator team• Operators & team leaders• Tracks JI plan & on HR system (Career path)• Routine: 1 hour a day

• 1 Senior Trainer per shift• Trains & coaches instructors• Ensures integrity of JI system

• Tipping point: critical mass? • JI is key method for cell teams• Train more than instructors needed

PLAN

T ---

SERV

ICE

CEN

TRE

SENIOR TRAINER

INSTRUC-TOR …

TEAM …

TEAM 2

INSTRUC-TOR 2

TEAM 1

INSTRUC-TOR 1

BU MBB

1 team = 4-6 operators

STEERING TEAM

© Denis Becker


STABILISE FAST

RO

UTI

NES FAST-

PACED IMPROVE-

MENT

CATCH PROBLEMS

SOLVE PROBLEMS

SUPPORT & COACH

BUILD MOMENTUM TO FAST PACEChallenge and support every day

Managers must support the transition...

Visual Progress

Follow up & coach

CELL BOARD

IMPROVE PROCESS

TEAM MANAGES CELL

... challenge & coach!Daily follow-up generates daily progress, weekly follow-up generates...

... spot lack of progress & issues in Gemba & on cell board.Catch opportunities to reward progress.



STABILISE FAST

RO

UTI

NES FAST-

PACED IMPROVE-

MENT

CATCH PROBLEMS

SOLVE PROBLEMS

SUPPORT & COACH

Current roll-out 9 major centres+ smaller centres

20

© Denis Becker16/01/2019

INTERNATIONALDEPLOYMENT

INTERNATIONAL “ROLLOUT PACK” & COACHINGThis is a shop-floor improvement program local rollout in 8 languages Plant Senior trainings & global expert coaching

Program guide, coaching & training materialsStandard dialogs, pocket cards & coaching checklistsBoards, visual mgmt/ templates


IMPORTANT STEPS

“First, let’s determine the Important Steps…”

Repeat for each step.

1. “Please start (continue) doing the job in silence.”2. “Stop right there. What have you done?” 3. “Has the job advanced?”4. “Is this an Important Step?”5. Write it down; have participants write it down.

“首先，让我们决定重要步骤”

重要步骤

“首先静心地开始（继续）操作这项工作。”

“停下来，你做了什么?”“这工作是否必须被做？”

重复每一步骤

“这是否是重要步骤 ?”“写下来，让参与者写下里”

Documents

GENERATE FAST-PACED IMPROVEMENTS WITH … · Jishuken/ ‘Kaizen Blitz ... Discover standard work