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
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OVERVIEW
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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
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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?
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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)
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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
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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
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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
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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
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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
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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
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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
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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
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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
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CRITICAL INPUTS OUTPUTS
STABILISE FAST
RO
UTI
NES FAST-
PACED IMPROVE-
MENT
CATCH PROBLEMS
SOLVE PROBLEMS
SUPPORT & COACH
CATCH & SOLVE PROBLEMS FASTWITH TWI JOB METHODS
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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
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CRITICAL INPUTS OUTPUTS
STABILISE FAST
RO
UTI
NES FAST-
PACED IMPROVE-
MENT
CATCH PROBLEMS
SOLVE PROBLEMS
SUPPORT & COACH
CRITICAL INPUTS OUTPUTS
STABILISE FAST
RO
UTI
NES FAST-
PACED IMPROVE-
MENT
CATCH PROBLEMS
SOLVE PROBLEMS
SUPPORT & COACH
FAST-PACED PROBLEM SOLVING
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• 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
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TEAM & SUPPORT STRUCTURE
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• 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
CRITICAL INPUTS OUTPUTS
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.
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CRITICAL INPUTS OUTPUTS
STABILISE FAST
RO
UTI
NES FAST-
PACED IMPROVE-
MENT
CATCH PROBLEMS
SOLVE PROBLEMS
SUPPORT & COACH
Current roll-out 9 major centres+ smaller centres
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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
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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”