Tag: TWI

Standard Work

What is the Job Relations Training?

Job Relations Training (JR) is the third program of the Training within Industry group.  It teaches supervisors how to evaluate and take proper actions to handle and to prevent people’s problems.  The focus is to train workers to solve personal problems with other coworkers. The process seeks to be analytical minus emotions. Also, the emphasis is on treating people as individuals and understanding people on all levels.  This class is divided into two parts, the foundation for good relations and how to handle a problem.  The outline below is taken from the JR card.

Foundation for Good Job Relations

People must be treated as individuals

  • Let each employee know how he is getting along
    • Find out and communicate the expectations you have. 
    • Point out ways to improve.
  • Give credit when due
    • Recognize extra or unusual performance, as soon as possible, while it is still fresh.
  • Tell an employee in advance about changes that will affect him.
    • If it is possible, start explaining WHY.  
    • Get people to accept the change. 
  • Make the best use of each person’s ability
    • Look for ability not now being used. 
    • Never stand in an employee’s way.

How to Handle a Problem

  1. Get the facts – Be sure you have the whole story!
    • Review the record
    • Find out what rules and plant policies apply
    • Talk with individuals concerned
    • Get opinions and feelings
  2. Weigh and Decide – Do not jump at conclusions!
    • Fit the facts together
    • Consider their bearing on each other
    • What possible actions are there?
    • Consider objective and effect on individuals, 
  3. Take Action – Do not pass the buck!
    • Are you going to handle this yourself?  
    • Do you need help? Should you refer this to your supervisor?
    • Watch the timing of your action and how will affect production, attitudes and relations.
  4. Check Results – Did your action help production?
    • How soon will you do a follow-up?
    • How often do you need to check?
    • Watch for changes in output, attitudes, and relationships.

The objective of this program is to build positive relationships between employees. It does so by resolving conflicts that arise in the workplace following a standard procedure. The foundation is the principle of treating each person as individuals. Also, it seeks to prevent problems from happening as a way to maintain a positive environment.

This module was the precursor of one of the continuous improvement or lean tenets, respect the people.  It presents honest, on-time, and effective communication as a way to prevent problems.  Other ideas that we know today as part of lean thinking are team development, making decisions based on facts, and reflecting on the result of your actions.  Let me remind you that this was written in the US in the early ’40s by the War Manpower Commission.  It is time that we put these ideas into practice again. You can read the original reference materials with this link.

Job Relations Training Summary Card
Job Relations Card
Standard Work

What is the Job Methods Training Program?

Job Methods Training (JM) is the second program of the Training within Industry group.  It teaches supervisors the procedure to improve how to do the job continuously.  It focuses on improvements to get more quality products in less time with the effective use of the resources available.   Supervisors and employees learn how to improve processes by breaking them down into smaller steps questioning each one as a way to generate improvement ideas.  

JM teaches four steps to improve the job, break down the job, question every detail, develop a new method for performing the job, and then apply it.  See the program summary taken from the JM card, at the end of the post.

The first step of the Job Methods Training is to break down the Job

  • Use the Job Breakdown sheet to list each step and detail of the job as it’s currently performed. 
  • Be sure to include all aspects of material handling, machine work, and work performed by hand.

Question every detail

  • Review the list of job steps and details and question each one. 
  • Ask questions using the 5W’s and 1H
    • Why is this necessary?
    • What’s the purpose?
    • Where’s the best place to do it?
    • When is the best time to do it?
    • Who’s the worker that’s most qualified/most appropriate to do it?
    • How is the best way to do it?
  • Also, question every other detail related to the job task, like materials, equipment, workplace layout, process flow, and housekeeping.  

Develop new job methods to perform the job

  • Eliminate unnecessary steps and details
  • Combine steps to reduce waste when it is possible
  • Put steps into the best sequence (order)
  • Simplify all details possible, like motion, layout, tools, and handling.
  • Work out and review your ideas with other workers
  • Write up a proposal

Apply the new method

  • Begin the process of getting change approved and implemented
  • Get approval based on considerations related to safety, quality, quantity, and cost
  • Implement change
  • Make sure people involved in proposing change get due credit or recognition.

If all this sounds familiar, is because it is.  You heard this before when we talk about how to create Standard Work to solve problems.  Once you prove the new method accomplishes the purpose of getting more quality products in less time using effectively the resources available, it is time to create the new standard.

Job Methods training program
Standard Work

What is Job Instruction Training?

One of the responsibilities of every leader is to develop themself and develop their team.   Job instruction training is a huge part of each person’s development. One of the dilemmas of every supervisor is how to facilitate effective training.  Is all the relevant information included?  Is the teaching method adequate?  Did the trainee learn the most important aspects of the work?

What is Job Instruction Training

The Job Instruction Training teaches supervisors how to train employees to do a job correctly and safely, while it can hit the performance objectives. With this method, the supervisor will learn how to prepare the training to make sure the learning experience accomplishes its purpose.  Also, it will learn how to train the team to perform necessary job skills, with an emphasis on how to do the job correctly and safely, reaching the desire productivity level on the new skill(s) as quickly as possible, and reducing waste.

You can think about this program as a “train the trainer” type.  The class is divided into two stages, how to get ready to train and how to conduct the training.   The following is a summary or outline of what each one includes as per the JI card.

How to get ready to train  

  1. Create a training timetable
    • Determine the skills your workers need to perform the task under study. 
      • Assess which workers already possess each skill.
      • Create a timetable detailing by what date you want each employee to learn those skills. 
  2. Break down the job into important steps and key points
  3. Have everything ready
    • Prepare equipment, materials, and supplies for training
      • Get all training materials ready in advance and check you have everything you need.
  4. Arrange the workplace
    • Have the workplace arranged the way workers should keep it. 

How to Conduct the Training

  1. Prepare the worker
    • Make the employee feel comfortable.
    • Talk about the job and see what the employee knows about it already.
    • Get the person interested in the job.
    • Make sure the worker is in the correct position (sitting, standing, etc.) to learn the job.
  2. Present the Job/Operation 
    • Tell, show, and illustrate one important step at a time.
    • Stress each key point and reason; instruct clearly, completely, and patiently, but do not give more information than the person can master.
      • Tell the worker how many steps there are in the job. 
      • Demonstrate the job, step-by-step.
    • At the end, demonstrate the entire job again.  This time, while performing each step, say what the step is but also mention any key point for that step.
    • Do this for each step in the job.
    • Demonstrate the entire job again. This time show every step and state each step, key point, and reason.
    • Pay attention to the worker. 
  3. Try out Performance 
    • Once you believe the worker is ready, let the worker try to perform the task.
    • Have the employee do the job, step-by-step
    • Correct any errors as they come up
    • Have the employee do the job again, this time with worker also stating each important step, key point, and reason.
    • Make sure the worker understands the job and steps
    • Continue until you’re sure he/she knows. 
    • Have the worker complete the task on his/her own. 
  4. Follow Up
    • Release worker from training, make sure he/she knows who to go to for help
    • Check in often, see how things are going, observe performance, encourage questions.
    • Stop periodic follow-up only when you are100% convinced the worker has mastered the job skill.

Job Instruction Training and PDCA

It is not a coincidence that each section has four steps. They go through a plan-do-see approach or PDCA.  The chart below illustrates this point.   

PDCA and Job Instruction training
Job Instruction Program and PDCA

This procedure provides a structure for the training program.  This standard is clear and simple, as it should be, and you can use it in any industry.  If you want to learn more about this, you can read the original session outline and training material from the War Manpower Commission. Try it, and make this procedure your standard for designing and facilitating training.

Job Instruction Card
Job Instruction Card
Tools

What is and how do you use the Job Breakdown Sheet?


Use the Job Breakdown Sheet to breakdown the job into steps

What is this?

The Job Breakdown Sheet is used as part of the Job Instruction program to breakdown the job into the smaller steps that make it up.   By doing this, we make it easier to understand and learn each step at a time.  The form provides space to analyze each step (what you do) by explaining the key points (how you do it) and the reasons (why you do it that way).

Job Breakdown Sheet example

Let’s use one example to explain better how to use the sheet.  The process or operation that I will use as an example is how to cook a sunny-side egg.  

The top of the form contains the heading, which is general information. This information describes the process and what you need to do the job.  You will need to list all ingredients, materials, equipment, and tools need to cook two eggs.   

The breakdown section has the job steps, those that advance the work, change or transform the materials or ingredients, or adds value. Use action verbs or phrases to start the description of each step. For each one, add the corresponding Key Points and Reasons.

The Key Points explain how to do the steps along with critical information that will help to avoid injuries, ensure the quality of the product, or make the job easier. To add this information, use adjectives or adverbs. The section called Reason explains why the step exists. When you take time to explain to people why it is critical to do something, they understand the job better and are more inclined to follow the instruction. The Why section is meaningful because it is used to support safety, quality, delivery, or cost objectives.

Please, see below the breakdown example. You can use it as a reference to breakdown one of your jobs.

Job Breakdown Sheet for how to cook sunny-side eggs

Standard Work

Standard work, what you need to know about the job before you create it?

One of our responsibilities as leaders is to keep our team and customers safe.  These days that means that we have to incorporate the CDC guidance for cleaning and disinfecting public areas and workplaces. How can we make sure that our staff follows the instructions?  How do we redesign our processes to ensure the appropriate distancing?  To ensure effective procedures, you will need to create standard work to ensure understanding and execution, as well as communication and training.

In my post Standardization and problems, how to create standard work to reduce problems?,  I mentioned the general steps to create standard work.  The first step is to understand the process for which we will develop the standard work. Although maybe you want to go straight to creating the standard, the right way to do it is to improve the process first.  Why?  Because if you currently have problems, it is because the process needs improvements. The following are the three steps to understand the process.

  1. Identify and learn the process
  2. Understand the job sequence
  3. Find out the process parameters

Identify and learn the process

Ask what is the purpose of this process, what is supposed to accomplish?  What is the value for the customer?  Does the current pandemic affect what the customer wants?  It is important to have a clear understanding of what you want to accomplish with this process, what is the target condition you expect from it.

Go to the place where value is created, where the action happens, what in lean we call the gemba.  Study the process without going into specifics, take a general look at the flow of materials and people.  If you would like to minimize the areas on which employees and customers cross each other, drawing a spaghetti chart will help you to visualize those patterns.  You can use the same tool to see how the information or materials travel through the process.  Identify where the flow stops, look for waste, such as waiting, delays, excess inventory, and others. Respectfully ask your team about those areas, how they feel, what they think?  Take note to remember those key points that you will use while understanding the job sequence.

Understand the Job Sequence

Armed with general knowledge about the process, break the job down into smaller logical steps.  We use the template called “Job Breakdown Sheet” to document this part.  This sheet is from the Job Instruction program, which is part of the leadership development program Training Within Industry.  

A step is a logical segment of the operation when something happens to advance the job.  The job advances when it changes form, fit, function, or adds value.  For each step, you will fill out what, how, and why.  What is the section where the step description goes.  

Key points are important pieces of information that can make or break the job.  On this section, you listed what is important to ensure safety, achieve quality, or make the job easier.  Include the best practices to perform the step as part of the key points.  The last section is to explain the why for each key point.  It is easier to remember a step, if you know why it is important.  Also, this is a good place to explain why the best practices are important, how they are aligned with safety, quality, delivery and safety objectives.

Find out the process parameters

After you learned the work sequence, it is time to add more information that will help to develop the new job method.  One of the components of standard work is the rate at which products must be produced to meet customer demand.  To get this number, you need to know the customer demand.  Another piece of information that you need to gather at this time is cycle time, how much it takes to complete the job sequence.

In my next posts, I will explain more about the tools I mentioned here, the spaghetti chart and the Job Breakdown Sheet.