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Reorganizing for FlowGet Ready Steps

TWI Summit 2020

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Years of Experiments with TWI skills

about 2005 2015

… and research

about 2010 2020

2017

Connecting Lean and TWI skills2

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Three Years of Coaching

+ =Principles of FlowPut Processes in Sequence

Synchronize Processes Balance Work Content

Balance Work Pace

TWI skillsJob InstructionJob RelationsJob Methods

The objective is to achieve flow = Ohno’s “River System”

Company was experienced in LeanFocus shifted to creating flow and applying TWI skills

+ 380% Productivity

Increase

2016 – 12.7 million2019 – 48+ million

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Flow can exist as different typesThe size of a factory is often an indicator whether it is a high-volume production operation or specialty production operation.The common factor is they all have systems.It is possible to have mixed flows in sections of the process.

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Flow Types can vary in a Sequence

Recycle trimmings

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Basic Lean Strategy• Flow at organization level requires stability at department level

before you can connect the departments via kanban.• Flow at the department level requires stability at the process level,

balanced work content and balanced cycle time to synchronize processes.• Problem solve at the process level.• Remove unnecessary activities.• Balance work content.• Synchronize processes• Balance work pace.

• Remove excess buffer stock• Define kanban requirements

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Continuous Improvement Sequence

General application sequence

for applying the TWI skills

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General format for using the TWI skills

2017 version

Ohno’s 儲ける Industrial Engineering “The industrial engineering of making money.”

Carte blanc to experiment on how to use the TWI skills.

The factory had more than 50 production lines. From metal

and plastic to electronic to assembly, test, and packaging.

3 years of experiments yields 380%

productivity gain

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Typical Problem Solving

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Whole Organization

This does not show the external suppliers to each area

There are mapping options where you can include

external suppliers.

Start with a draft

high level map

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Finding the System Problem

Work on weak areas first.

In any system, there is always one area that is most likely to cause delivery issues to the customer.

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TWI is the Foundation for Lean

Toyota Production System

Training Within Industry

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We Don’t Know, What We Don’t Know

Shingo was an Outsider

1955 - 1980

…in spite of all the pedigrees back to one of the original experts.

Lean knowledge

base

… about Lean

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Origins of the TWI Programs

Training Within Industry was specifically developed for training people that organize the work of others.

Designed for people in

Leadership Positions

Applies the Multiplier Principle

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Ohno’s Objective was to Create Flow

From a system with disruptions and obstacles

…to a system that flowed smoothly

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Lean or TPS is a countermeasure

Step by step you improve the production system towards flow

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How the Toyota experts

think

It is a habit.

They mastered the process by practice of the

TWI skills

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TWI Programs

Transferable Skills

Specialized Knowledge

Every Organization is Different

Common Needs

17,000 facilities About 2 million people trained

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Copied from white board during a coaching session

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Taiichi Ohno’s secret of how he built the Toyota Production System - Lean

Developer of Toyota’s Production

System (LEAN)

Ohno Studied FordThen added the TWI Skills

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Lean Thinking evolved over time

Rationalization evolved into thinking of the whole factory as a single machine to be synchronized

Principles of Flow1. Put Processes in Sequence 2. Synchronize Processes 3. Balance Work Content 4. Balance Work Pace

Rationalization

1. Productivity of critical skills2. Reduce skill required3. Reduce variation4. Reduce transport

(Systems Thinking)

By 1920, there were examples of factories around the world that had been reorganized for flow.

Taiichi Ohno saw his first factory reorganized for flow in the 1930’s

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Building the Production System

+ =Principles of Flow

1. Put Processes in Sequence 2. Synchronize Processes 3. Balance Work Content 4. Balance Work Pace

TWI skillsJob InstructionJob RelationsJob Methods

The objective is to achieve flow = Ohno’s “River System”

The Flow Principles are the foundation for all the lean tools.Every lean tool is a containment action to get closer to ideal flow.

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Why Lean was DevelopedNeed for lean was driven by

Toyota’s low productivity

Stop Doing ListToyota needed far more than incremental savings

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Ohno’s Application Sequence

Ohno’s 儲ける Industrial Engineering “The industrial engineering of making money.”

What was different about Ohno’s TWI implementation?

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The original 5-S was 3-S

It originated as part of a checklist in Job Methods

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Ohno’s Wastes List Expands

These were for helping people discover the symptoms to disruptions in flow

Lean is not about getting rid of waste, it is about creating flow

Easy for them to be accidently successful

without knowing why.

Makes it easy to look like an expert.

4 – Wastes 1973

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To effectively and efficiently deliver the product or service to the customer.Lean is not about working harder or faster.

Part of Lean is removing ‘Unnecessary Activity’

Spending Money and Adding CostsPoor Layouts

Piling up work

Work-Arounds(people adapting to quality

and machine issues)

Unpacking –unwrapping parts

Baby-Sitting Machines

Poor part presentation

Loading tray to move to next operation

Looking for part (in the pile or bin)

Walking

Rework - Sorting Repacking

Adding Value

Transforming Step

(7 - Wastes)

How your effort is spent:Part of Job Methods was to challenge the necessity of a detail

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12 Step Sequence for ImprovementsStep 1 - List Activities in the Flow SequenceStep 2 - Weighing Options – strategic approachStep 3 - Understand Root Cause of Problem Step 4 - Weighing the Facts and Deciding Next Step Step 5 - Create Work Standard - Job Breakdown, create a ‘one best way’ from the variety of ways people now do the job.

“Without a standard, there can be no improvement.” Taiichi Ohno

Step 6 - Train People and Observe ResultsStep 7 - Improve the Standard – challenge every Important Step and Key Point. Step 8 - Idea Development – ECRS (Eliminate, Combine, Rearrange, Simplify)Step 9 - Weighing Possible Solutions to Make a Decision – Choose ideasStep 10 - Design Experiments – Test your ideasStep 11 - Evaluate – Did the experiment meet your objectives? Step 12 - Choose the Next Problem

Several Organizations were instrumental in experimenting with non-standard application

of the TWI skills.

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Step 1 - List Activities in the Flow Sequence

Mapping at the process level

JI – gathering time table data

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Step 2 - Weighing Options to Make a Decision

Choose a problem to solve based on the current facts. Solving a problem that will make a difference in the system performance.Solving a problem that will make the work easier and safer for the operator.Create a standard to improve quality and productivity.

Can I start changing things now?

Option 1: System Constraint Option 2: Productivity Issue (quality too)Option 3: Reverse Sequence Option 4: “Low Hanging Fruit”

JR– Weig

h

and Decide

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Step 3 - Understand Root Cause of Problem

• For problems that have been around a while, the solution not usually obvious.

• This is because the problem description is a symptom, not a root cause.

• 5-Whys is a process for peeling back the layers to uncover the root cause of the problem.

JR – Getting the Facts

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Step 4 - Weighing the Facts and Deciding the Next Step

Is it People or Process?

JR – Weigh

and Decide

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Step 5 - Create Work Standard

“Without a standard, there can be no improvement.” 標準のないところに改善はない

- Taiichi Ohno

Job Instruction is a critical skill every engineer needs to master.

JI – Create Job

Breakdown

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Getting to Standard Work

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Step 6 - Train People and Observe Results

Three Questions

Test for the need of Job Instruction

Do you have a process?(a Job Breakdown Sheet)

Do you follow the process?

Is the process capable?

Teaching the “One Best Way”

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Step 7 - Improve the Standard

“Preparation, Setup, Process, Put Away” and other external factors

Disrupt the Status Quo

Making an improvement requires you to be not satisfied with the current process results.

JM – Challenge

the Standard

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Understand and Challenge

You cannot effectively challenge an activity unless you understand it.

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Step 8 - Idea Development

The challenge process should trigger all sorts of ideas.Make sure you develop multiple ideas, at least three different possible solutions; ECRS (Eliminate, Combine, Rearrange, Simplify) is a suggested improvement sequence.

Will the suggested solution help flow? Will it make the job easier or safer? The first round of ideas are really guesses, even if you are an expert.

JR and JM – develop ideas to make it better for everyone

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Improvement SequenceIt is normal to get many ideas as you review the process flows. Choosing which ones to work on first can be a challenge.1. People first

• Defining responsibilities (JI)• Defining the skills for the task (JI)

• This is the first step to establish Standard Work2. Process – Methods (including layouts)

• Use the job breakdown to define the current method• Improve the method when you need better results

3. Machines• Use the job breakdown to define what the machine needs to do to get the desired

outcome.• Improve the method when you need better results, or to design automation.

4. Product (design)• Much of the cost of production and the quality of the product starts in design. Use JI

to better define the needs, then JM to challenge initial solutions.

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Do NOT focus on speeding up the processEliminate quality problems first – rework, sorting, adjustment, etc. Remove NVA (non value adding) activities that look like work, but only keep people busy. Remove unnecessary activities – “Is it necessary?”, if so “What is its purpose?”Touch it once… if you pick up a part you should be adding value, not just picking it up and putting it down.Simplify the process – make it easier for the operator

Making these improvements will speed up how many good products are completed each hour (or reduce the number of people required).

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Step 9 - Weighing Possible Solutions to Make a Decision

You may go through many iterations of challenge, idea development, experiments, evaluation… more ideas

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There is a difference…

ThinkingSweating

‘Speeding up’ the line is limited to human strength

There is no limit on our creativity

101 floors built in 11 months

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Step 10 - Design ExperimentsDon’t rush out to implement the idea without validating whether it works like you thought it would. When you design an experiment to validate an idea, it includes the expected outcome.

You must be able to state, “If we do ‘X’, then we expect ‘Y’ to happen.”

Unexpected results give you the opportunity to learn.How many tests, how long, what support is needed, etc.

Scientific Thinking

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Iterative Experiments

The first experiment. Second experiment, flow was a bit smoother, but did not satisfy them.

Third experiment yielded a better layout.

The McDonald brothers experiment to develop their system before building any equipment.

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Step 11 - EvaluateDid the experiment meet your objectives?

If yes, develop a new standard (Step 5), train everyone to the new standard (Step 6), then implement the improvement.

If not, what did you learn? Do you need to return to Step 8 – Idea Development?Or return to Step 7 – Challenge?Or even return to Step 3 (root cause - 5-Whys), then challenge process again.

Follow Up

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Step 12 - Choose the Next Problem

Return to Step 1 and review your list of issues to be resolved. (Make sure you keep it updated.)

“Grow people to build adaptive production systems

that create value.”

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Simplified Improvement Sequence

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Once you master the thinking patterns, just follow the sequence.

Remove unnecessary activities, solve problems,

make the job easier.

Daily Practice = Mastery

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