TWI: Problem Solving - A Comprehensive Approach to TWI Implementation
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Transcript of TWI: Problem Solving - A Comprehensive Approach to TWI Implementation
TWI: Problem Solving - A Comprehensive Approach to
TWI Implementation
TWI WebinarNovember 17, 2009
Patrick GrauppTWI Senior Master Trainer
TWI Problem Solving: Two Views
• Compared to Toyota Problem Solving– How do the two programs compare?– Answer: Come from the same roots
• The central focus of TWI-PS– Finding the “root cause” of the problem– Using JM, JI & JR as tools for solving the problem– Additional analysis tools and techniques
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A Little Background
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• TWI Service was closed down September, 1945
• Lowell Mellen, TWI Representative from Cleveland, formed TWI, Inc.
• TWI, Inc. won contract to deliver TWI programs in Japan and began training in spring of 1951
• TWI, Inc. created Problem Solving Training in 1956 at request of Japanese government
How Important Was TWI in Japan?
“It is readily apparent to anyone who has been in close contact with Japanese Business and Industry that the Japanese are many, many years behind the West in their thinking about the problems of Organization and Management. In fact, many times it appears that they have done no thinking at all, at least, not logically.”
TWI, Inc. Final Report, 1956, page 31
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The Need for Problem Solving“This means that at all Supervisory levels below
the very Top there is a reluctance to accept Responsibility for anything… so there is a constant crisis in waiting for someone to make a decision or come up with the answer to anything. The final result is that the average Japanese Supervisor is a very, very frustrated individual who hardly knows which way to turn.”
TWI, Inc. Final Report, 1956, page 32www.TWI-Institute.org
The Shoe is on the Other Foot
“When G.M. collapsed last year and turned to the government for an emergency bailout, its century-old way of conducting business was laid bare, with all its flaws in plain sight. Decisions were made, if at all, at a glacial pace, bogged down by endless committees, reports and reviews that astonished members of President Obama’s auto task force.”
New York Times, November 12, 2009
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David Meier on Toyota PS
• Lean success is low because we typically go straight to the “answer”
• What’s missing is long term vision and strategy in solving problems
• Everyone jumps to the tactical: how to apply lean tools
• They skip the strategy for execution: our approach to things based on principles
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Comparison of Two MethodsToyota Problem Solving Steps1. Clarify the Problem2. Break Down the Problem3. Target Setting4. Root Cause Analysis5. Develop Countermeasures6. See Countermeasures Through7. Monitor Both Results and
Process8. Standardize Successful
Processes
TWI Problem Solving Steps1. Isolate the Problem
– State the problem– Give proof or evidence– Explore the cause– Draw conclusions
2. Prepare for Solution– JM, JI, JR Steps 1 & 2
3. Correct the Problem– JM, JI, JR Steps 3 & 4
4. Check and Evaluate Results
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Basic Needs of Good Supervisors
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Work
Responsibilities
KNOWLEDGE SKILL
Instructing
ImprovingMethods
Leading
Safety
Supervisor's Responsibilities
• What supervisors are responsible for:– Quality– Production– Cost
• How they achieve those responsibilities:– Knowledge of work– Knowledge of
responsibilities– Skill in instructing– Skill in leading– Skill in improving
methods– Safety component to all
the above needs
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What is a Problem?
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A supervisor has a problem when the work assigned fails to produce the expected results.
Standard—what should be happening
Current Situation—what is actually happening
Gap = Problem
Step 1 — Isolate the Problem1. State the problem
– Pick up current problems• Problems up to now• New problems breaking out• Approaching problems
– Look for and find problems• Anticipate and foresee problems• Discussion and review of records
– Prioritize• Importance, necessity, emergency level
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Step 1 — Isolate the Problem
2. Give proof or evidence of the problem– View with an open mind– Talk with people, review records– Facts, circumstances, figures, etc. that directly
show the problem– From the Mechanical angle: schedules, rework &
scrap, equipment breakdown, accidents, etc.– From the People angle: productivity, knowledge
& skill, safety, interest, job satisfaction, etc.
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Step 1 — Isolate the Problem
3. Explore the cause– Causes for each and every piece of evidence– Avoid subjective conclusions or preconceptions– From the Mechanical angle: method, layout, tools,
equipment, environment, standards, etc.– From the People angle: job assignment, faulty
instruction, human relations, personality, etc.– Piece together cause-and-effect relationships– Dig down deep
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Chain of Causation
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Problem EvidenceCauses
Direct Indirect Core/Root
Customers complaining about late deliveries.
On-time delivery stands at 87%.
Packaging delays creating a bottle-neck of finished product.
Delivery of packaging product is frequently delayed from printer.
Films from art department are being held up waiting for confirmations.
Need corporate approvals for correct usage of all company logo marks.
Poor communication between corporate marketing and plants.
Chain of Causation vs. 5 Why’s
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Problem EvidenceCauses
Direct Indirect Core/Root
Customers complaining about late deliveries.
On-time delivery stands at 87%.
Packaging delays creating a bottle-neck of finished product.
Delivery of packaging product is frequently delayed from printer.
Films from art department are being held up waiting for confirmations.
Need corporate approvals for correct usage of all company logo marks.
Poor communication between corporate marketing and plants.
123
4 5
Step 1 — Isolate the Problem
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4. Draw conclusions– Think over the causes — if these causes are
removed, will we still see the evidence?– What are the problem points (root causes)?
1. Is the problem Mechanical?2. Is the problem People?3. Is it both?
– Decide on a plan of solution
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Problem Analysis Sheet
Pro
blem
Pro
of o
r Evi
denc
e
Mechanical Angle People Angle Behind schedule by Productivity is Rework is up by Work habits are Scrap is up by Job interest is Tool breakage is up by General attitude is Machine time is down by Work quality is Accident rate is up by Complaints are Set-up time is Attendance is Paperwork increased by Job satisfaction is
— Why? Where? When? Who is responsible? —
Cau
ses
The above problems are caused by… The above problems are caused by… Job method Incorrect job assignment
Layout Insufficient skill and experience
Tools, fixtures, gages, etc. Faulty instruction and
follow-up
Machines and equipment Poor human relations
Materials and parts Personality situation Product design Basic wants threatened Housekeeping & working conditions Health and physical
fitness
Unsafe conditions Unsafe acts
This problem concerns: QUALITY? COST? QUANTITY? SAFETY? PEOPLE?
Con
clus
ion Problem Points
(Core/Root Causes)
Mechanical People
Things/Places Don’t know
Can’t do Don’t care Won’t do
Name:____________________ Date:_____________________
Problem Point Evaluation
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C
oncl
usio
n Problem Points (Core/Root Causes)
Mechanical People
Things/Places Don’t know
Can’t do Don’t care Won’t do
• Mechanical Problems—use JM to solve• People Problems:
– Don’t know/ Can’t do—use JI to solve– Don’t care/ Won’t do—use JR to solve
Conclusions for Step 1
• Step 1 is the most important step• Follows Root Cause Analysis pattern• Looks for Proof or Evidence of the problem to
identify true causes• Further refines analysis of problem to include
Mechanical and People angles• Uses this analysis to help set up plan for
solution
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Step 2 — Prepare for Solution
Determine Objective
Mechanical Problem People Problem
Job Method · Layout · Tools · Materials · Equipment · Design ·
Environment Don’t know
Can’t do Don’t care Won’t do
Method Improvement Knowledge and Skill
Development Attitude and Behavior
Correction
Analyze
(1) Overall situation
Flow chart Flow diagram Question overall job
(2 ) Specific Situation
Work Method — Method Breakdown
Layout — Discuss with operators
Question every detail
Why is it necessary? What is its purpose? Where should it be done? When should it be done? Who is best qualified to do it? How is the ‘best way’ to do it?
Get ready to instruct
1. Prepare yourself
Make a plan for training Break down job for instruction
List Important Steps List Key Points
2. Prepare the workplace
Correct equipment, tools and materials
Have workplace set up properly
3. Prepare the learner
Put the person at ease State the job Find out what the person
already knows Get the person interested in
learning the job Explain tools, equipment,
and safety gear Place the person in the
correct position
Get the facts
Review the record Find out what rules and
customs apply Talk with individuals
concerned Get opinions and feelings Be sure you have the whole
story
Weigh and decide Fit the facts together Consider their bearings on
each other What possible actions are
there? Check practices and policies Consider objective and effect
on individual, group and production
Don’t jump to conclusions
For Mechanical Problems
• First, analyze the overall job or situation– Cast a “wide net”– Use Flow Charts and Flow Diagrams to list and
map the routing and location of parts, materials, data, etc.
• Next, analyze the specific job or situation– Breakdown the job method by listing all details– Question all details to locate problem sources
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Job Methods Breakdown Sheet
Name:_____________________________ Department:__________________ Date:_____________
Parts No.:__________________________ Parts Names:____________________________________
Operation No.:______________________ Operation Name:_________________________________
No. Current Method Details Ideas (Write down immediately)
Proposed Method Details
Types of Questions to Ask
• WHY is it necessary?• WHAT is it’s purpose?• WHERE should it be done?• WHEN should it be done?• WHO is best qualified to do it?• HOW is the ‘best way’ to do it?
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Three Parts of a Job1. MAKE READY
This is the time and effect spent in getting things ready. Also the placement of materials or parts.
2. DOThis is the work that actually accomplishes the desired main objective and adds value.
3. PUT AWAYThis includes all details necessary to complete the job after the DO operation.
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Which Do We Question First?
• We question the DO details first because if they are unnecessary then there is no need to question the rest of the operation
• The greatest opportunity for improvement lies in the MAKE READY and PUT AWAY details
• The movement of materials without any value added is either MAKE READY or PUT AWAY
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For People Problems
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Don’t KnowCan’t Do
Don’t CareWon’t Do
Faulty InstructionWrong Assignment
Personality Situation
Faulty Instruction
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Insufficient InstructionIncorrect InstructionInefficient Instruction
No Instruction
Little or no preparation of:Instructor
Work PlaceLearner
Use Job Instruction to Remedy• Make a Timetable for
training• Breakdown the job
– Important Steps– Key Points
• Prepare the workplace• Prepare the learner
– Put at ease– State the job– Find what they know– Get interested– Place in correct position
No. __________
JOB INSTRUCTION BREAKDOWN SHEET
Operation: Glost Kiln Operator Cycle _
Parts: None _
Tools & Materials: Kiln Gloves
_IMPORTANT STEPS KEY POINTS REASONS
A logical segment of the operation when something happens to advance the work.
Anything in a step that might—1.Make or break the job2.Injure the worker3.Make the work easier to do, i.e. “knack”, “trick”, special timing, bit of special information
Reasons for the key points
1.Discharge GK #3 1.Use kiln gloves2.Pull at correct time
1.Burn hazard2.Kiln control
2.Charge GK #3 1.Fix downed ware2.Do not slam transfer
1.Defect prevention2.Defect prevention
3.Record car data
4.Check kiln temperatures
1.Call Ceramic Tech if 50°F delta in zones 1.Proper kiln control
5.Charge GK #3 1.Fix downed ware2.Do not slam transfer
1.Defect prevention2.Defect prevention
6.Discharge GK #3 1.Use kiln gloves2.Pull at correct time
1.Burn hazard2.Kiln control
7.Record car data
8.Check kiln temperatures
1.Call Ceramic Tech if 50°F delta in zones 1.Proper kiln control
Personality Situation
• Get the facts– Be sure you have the whole story
• Weigh and decide– What possible actions are there?– What will the results of the action be?– Question the psychological effect– Don’t hurt the person’s pride– Leave a way open for the individual to “save face”
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Job Relations Problem Solving Sheet
Decide on Possible Actions
No. Possible Actions Facts Used
Pra
ctic
es
& P
olic
ies
Obj
ectiv
e
Indi
vidu
al
Gro
up
Pro
duct
ion
Objective:
Facts:
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Step 3 — Correct the Problem
Mechanical Problem People Problem
Develop the new method
1. Eliminate unnecessary details 2. Combine details when
practical 3. Rearrange details for better
sequence 4. Simplify all necessary details 5. Work out your ideas with
others 6. Write up the proposed new
method Flow Chart Job Breakdown Sheet
Apply the new method
1. Sell your proposal to the boss 2. Sell the new method to the
operators 3. Get final approval of all
concerned on safety, quality, quantity, cost, etc.
4. Put the new method to work; use it until a better way is developed
5. Give credit where credit is due
Present the operation
Tell, show and illustrate one
Important Step at a time Do it again stressing Key Points Do it again stating reasons for
Key Points Instruct clearly, completely and
patiently but don’t give them more information than they can master at one time
Try-out performance
Have the person do the job—
correct errors Have the person explain each
Important Step to you as they do the job again
Have the person explain each Key Point to you as they do the job again
Have the person explain reasons for Key Points to you as they do the job again
Make sure the person understands
Follow up
Stress quality and safety Designate who the person goes
to for help Encourage questions
Take action
Are you going to handle this
yourself?
Do you need help in handling?
Should you refer this to your supervisor?
Watch the timing of your action
Explain and get agreement on action
Take the action
Consider the person’s feelings and attitude
Inform everyone involved
Don’t pass the buck
Step 4 — Check and Evaluate Results
Follow up to see that the change or correction has been made. What improvement do the records show in Quality, Quantity, Safety, Cost? Consider the Human angle. Note changes in attitudes and relationships. Inform all those concerned of progress and results of the action or correction. Look for ways to prevent a recurrence of this problem.
Did your action help production?
Step 4 — Check & Evaluate Results
• As soon as possible or practical to learn if the correction has been made
• Keep alert of the Human Angle—watch for Resistance or Resentment
• Look for signs of a new problem created by this correction
• Evaluate results by consulting records• Look for way of preventing recurrence
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How Do They Compare?Toyota Problem Solving Steps• Focus on principles/values
that should be targeted when resolving a problem
• Determine root cause so we know the correct target for countermeasure
• Use brainstorming and consensus building to develop countermeasures
• Focus on speedy action and persistent follow through
TWI Problem Solving Steps• Focus on proof or evidence
of a problem that needs to be fixed
• Determine root cause and evaluate correct course of action: Mechanical or People
• Use TWI methods of JM, JI and JR to prepare a solution and correct the problem
• Focus on thorough use of the TWI methods
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Integrating the TWI Methods
• Good review of the TWI methods• Gives renewed meaning to TWI methods with
the focus on problem solving• Allows front line supervisors the ability to
solve their everyday problems using the TWI skills they possess
• Can be used as an introduction to the TWI methods
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The TWI Workbook: Essential Skills for SupervisorsShingo Research and Professional Publication Prize 2007Patrick Graupp and Robert J. Wrona www.productivitypress.com
For additional information please contact 315-412-0303
[email protected]@twi-institute.org