Prepared by : Hossam Abdel-samea

Work force optimization through Multi-Skilled workers

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AgendaIntroduction Definition of

Multi-Skilling

The Skills Demand of the

toyota Production System

Relation between JIT and Multi-skilled Workers

Who needs to get Multi-Skilled?

The Need for Multi-Skilling

Types of Multi-Skilling

Techniques of Multi-Skilling

Skill Matrix Case study Advantages of Multi-skilling

Disadvantages of Multi Skilling

Research Reports Conclusion

introduction• In the late 1930s, hostilities with china have developed into a full-

scale war. Expanding heavy industries badly need additional workforce, while military conscription took many experienced operatives and engineers out of their factories

• Tadashi seike went on to define a skilled worker “as a person with skills sufficient to provide him with enough income to support his family under piece rate system”

• kan ichi yamaguchi , an engineer with the ministry of railways ,many from July 1936 of training of skilled labor in the west .he toured Europe and north America around the summer of 1935 and then stayed in Germany from July 1936 through the start of march in the following year for observing worker training. (study of the skilled worker issue)

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Definition of Multi-Skilling

• Multiskilling is a workforce strategy that has been shown to reduce indirect labor costs, improve productivity, and reduce turnover.

• A multi-skilled workforce is one in which the workers possess a range of skills that allow them to participate in more than one work process

• The success of multiskilling greatly relies on the foreman’s ability to assign workers to appropriate tasks and to compose crews effectively. The foreman assigns tasks to workers according to their knowledge, capabilities, and experience on former projects.

• Multi Skilling= Core Skill + Other Trained Skill(s)

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The Skills Demand of the Toyota Production System

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• According to Toyota, the TPS requires ‘multi-skilling’ because workers have to rotate jobs and undertake various responsibilities.

• An individual worker may be required to operate and master different kinds of machines, to be responsible for the quality of his own work,

• Further, the flexible use of the workforce makes ‘multi-skilling’ even more important.

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Relation between JIT and Multi-skilled Workers

1. Just in Time system (JIT)• JIT is a Japanese management philosophy which has been

applied in practice since the early 1970s in many Japanese manufacturing organizations.

• It was first developed and perfected within the Toyota manufacturing plants by Taiichi Ohno as a means of meeting consumer demands with minimum delays (1986)

• In a JIT environment materials are purchased and produced as and when it is needed. The whole idea is based on the phrase provide the goods just in time as promised when the order is placed by the customer

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• The opposite of the JIT production is known as JIC (Just in case) system where it produces goods for inventory with the intention of having goods just in case a customer places an immediate order.

2. Work Culture for JIT organization• JIT not only appreciates quality improvement concepts; but also

concentrates on existing culture, habits, norms and values of employees because people commitments, involvement and promotion of open decision-making are essential for quality improvement

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• Some essential elements of work culture under JIT are briefly outlined as follows:

1) Flexible workforce 2) Cross training 3) Long-term employment

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Who Needs to get Multi-Skilled? • Multi-skilling is not so-much about a particular level or category

of employees. It is about a mind-set. It is about skill sets and you would agree therefore that it is fairly level agnostic.

• most experts do believe that being multi-skilled is level-agnostic.

• The non-technical staff can be trained in support functions to save an organization considerable cost.

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The Need for Multi-Skilling• In an effort to retrenchment, reduce hiring and increase efficiency,

organizations are seeking a multi-skilled workforce, which can directly impact the company’s bottom line.

• from the perspective of the company , company need not depend on a particular person for doing a specialized job in which he is an expert.

• From the perspective of the employee, multi-tasking would allow them to become diversified and maintain high levels of motivation and enthusiasm

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Types of Multi-Skilling

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Cordery (1995) classified multi-skilling into 4 types

1- Vertical Multi-skilling: • The extent to which supervisory or administrative support tasks are

learned by individuals.2- Horizontal Multi-skilling: • This is learning skills from another discipline or function within an

organization.3- Depth Multi-skilling: • This is the acquisition and application of more complex, specific

skills within the same trade or discipline.

4- Multi-skilled Teams: • A multi-skilled team is a group of individuals who collectively have

a range of skills. The intent being to have a team, which is competent in all of the skills required to complete a job.

• There are two main types of Multi-Skilled team:-A. Traditional single skilled individuals:- collected into one team

and managed by one supervisor B. A team of multi-skilled individuals:-

The intent is to have a team where the strengths and specialties are combined, which increases the range of skills available to tackle certain issues

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Techniques of Multi-Skilling1. Coaching 2. Job-Shadowing3. Job-Rotation4. Mentoring5. Temping6. Learning by doing7. Self-Learning

1- Coaching• Coaching is a corrective measure for inadequate performance. Survey

by the International Coach Federation shows that more than 4,000 companies use a coach for their executives.

• Procedure of Coaching1) Understand the participant’s job, the knowledge, skills, and attitudes,

and resources required to meet the desired expectation2) Meet the participant and mutually agree on the objective that has to

be achieved3) Mutually arrive at a plan and schedule4) At the job, show the participant how to achieve the objectives,

observe the performance and then provide feedback5) Repeat step 4 until performance improves

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2- Job Shadowing• Job shadowing is actually one of the most common of all training

techniques for new employees. • Job shadowing is a career exploration activity that offers an

opportunity to spend time with a professional currently working in a person’s career field of interest.

• Job shadowing can commence at one of two points in the job training process.

A. Assign the new hire to an established employee on the first day. B. Implement the job shadowing after a period of orientation in a

classroom setting has taken place. With this application, the job shadowing allows the new hire to already have some background into the workings of the company.

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3- Job Rotation• Rotation involves a series of assignments to different positions or

departments for a specified period. At the end of the cycle the accumulated evaluations will be used.

• This approach allows the manger to operate in diverse roles and understand the different issues that crop up. If someone is to be a corporate leader, they must have this type of training .

• A recent study indicated that the single most significant factor that leads to leader’s achievement was the variety of experiences in different departments, business units, cities, and countries.

• It is the process of preparing employees at a lower level to replace someone at the next higher level.

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Benefits of Job Rotation1) Identification of Knowledge, skills, and attitudes required.2) It determines the areas where improvement is required.3) It provides the employees with opportunities to increase knowledge,

skills, and abilities by working in different departments, business units and functions.

4) Assessment of the employees who have the ability and efficiency for filling the position.

Skill MatrixWhat is Skill Matrix?• Skill matrix is a table that shows skills of individuals in a team and

any gaps between the skills of employees and the job roles they have.

Why Skill Matrix1) It is a simple visual tool to aid in the management, control &

monitoring of skill levels                                                     2) It displays all tasks & skills required to work in an area or team.      

                                 3) It displays all current team members. For each team member it

displays current competency/ability levels for each task                

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3 -Practitioner • Can carry out the skill/task/work instruction/package safely.                  

                               • To the correct quality standards at first time                                         

        • To 1.5 times the standard cycle time i.e. is still not up to speed.

2 -Learner:- Being taught the skill, task and work instruction

4 -Developer • Can improve the skill, task and work instruction • To the correct quality standards at first time.                               • Work to the standard cycle time.

1 -Untrained:- no experience of skill, task and work instruction

Skill Description

5 -Coach Someone who has the skill level of a Developer, but can train & develop

others in carrying out

• Can improve the skill, task and work instruction • To the correct quality standards at first time.                               • Work to the standard cycle time.

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Case study • This particular study to ARMA factories groups, especially in

ARMA filling industries factory (AFI)• It's on implementation of job-rotation technique in order to

achieve multi-skilled workers• In this study, data were collected for 5 operation technician for

tinplate plant

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1- The performance of employees on the tinplate machines

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Code Name pressessquare cans

manufacturingcircular cans

manufacturing

1305Muhamed Abo

El-fetoh

2455 Mahmoud Saad

2530Abdel-baset mohamed

3395 Mansor Mohey

3110 Yasser Zaky

2. Personnel training plan on the tinplate machines

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Code Name pressessquare cans

manufacturingcircular cans

manufacturing

1305Muhamed Abo

El-fetoh1 Month Zero Zero

2455 Mahmoud Saad 1 Year 3 Months Zero

2530Abdel-baset mohamed

Zero 3 Months 1 Year

3395 Mansor Mohey Zero 3 Months 1 Year

3110 Yasser Zaky 1 Year 1 Month Zero

Advantages of Multi-Skilling1) Flexibility2) Communication3) Positive effects on innovation4) Employment security5) Competitive market

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Disadvantages of Multi Skilling1) Possible reduction in productivity during the training period.2) Increased supervisory time is required until the employee is up to

speed.3) Competence assessments may be more detailed than in traditional

systems.4) New jobs, environment and learning can unnerve employees.5) Employees fear not living up to expectations.

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Conclusion• Multi-skilling is particularly suited to the cost-reduction strategy

because it operates a continuous production system, within which it is very difficult to divide jobs into individual units. The more knowledgeable workers are about the whole process, the more proficient they become.

• from the perspective of the company , company need not depend on a particular person for doing a specialized job in which he is an expert.

• From the perspective of the employee, multi-tasking would allow them to become diversified and maintain high levels of motivation and enthusiasm

• One of the most important elements required for success JIT are multi-skilled workers

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Any Question

Thank You

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