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TWI Program: Job Methods (JM) Training

TWI Program: Job Methods (JM) Training Presentation

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TWI Program: Job Methods (JM) Training

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  1. TWI Program: Job Methods C:\Users\Allan BigMac\Documents\000 OEC\Logo\The Logo Company\FINAL\OperationalExD24aR02bP01ZL\TRANSPARENT.png C:\Users\Allan BigMac\Documents\000 OEC\Logo\The Logo Company\FINAL\OperationalExD24aR02bP01ZL\TRANSPARENT.png © Operational Excellence Consulting. All rights reserved.

  2. NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: https://www.oeconsulting.com.sg NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: https://www.oeconsulting.com.sg Learning Objectives • Improve job methods based on the 4-Step Process for JM • Apply the Job Breakdown Sheet to analyze the current method and develop the new method • Utilize the JM Improvement Proposal Sheet to communicate and gain buy in to the new method 2 © Operational Excellence Consulting. All rights reserved.

  3. Outline • Introduction to TWI - JM • Eliminate, Combine, Rearrange & Simplify • Definition of a Supervisor • Principles Under Simplify • 5 Basic Needs of Supervisors • JM Improvement Proposal Sheet • Demonstration Job: Current Design & New Design • Step 4 – Apply the New Method • 4 Steps for Job Methods Improvement • Examples of Ideas for Improvement • Step 1 – Breakdown the Job • Practice Demonstrations – Job Breakdown for Current & Proposed Methods • Job Breakdown Sheet (JM) • Step 2 – Question Every Detail • Resistance & Resentment • 5W’s & 1H • Review of 4 Steps for JM • Step 3 – Develop the New Method • Summary 3 © Operational Excellence Consulting. All rights reserved.

  4. Program Benefits • Positively reinforces the role of the supervisor regarding operations improvement • Gives the supervisor practical tasks and tools to use • Provides learning for the supervisor in a friendly, supportive environment • Enables immediate application of the supervisor’s ideas • Involves the supervisor with the workforce in collaborative solutions 4 © Operational Excellence Consulting. All rights reserved.

  5. Who is a Supervisor? • A supervisor is defined as anyone who is in a position of supervision or who directs the work of others Who is considered a supervisor in TWI? • A supervisor, team leader, manager or instructor/trainer 5 © Operational Excellence Consulting. All rights reserved.

  6. 5 Needs Model for Good Supervisors Instructing Work Improving Methods SKILL KNOWLEDGE Responsibilities Leading 6 © Operational Excellence Consulting. All rights reserved.

  7. Introduction to Job Methods • The Job Methods program was developed in order to provide management with a tool whereby supervisors could acquire skill in improving methods 7 © Operational Excellence Consulting. All rights reserved.

  8. Introduction to Job Methods • Constant need to increase profitability and productivity and with less resources • Everyone has ideas on how to improve methods • Most of the progress we enjoy today is the result of improvements in production methods, e.g. automobiles, mobile phones, notebooks, etc. • JM is not a program to make people work harder or faster • Purpose of JM program is to make it easier for us to improve our job methods (by working smarter!) 8 © Operational Excellence Consulting. All rights reserved.

  9. Objective of Job Methods (JM) • Make the best use of the people, machines, and materials now available • JM is not about investing large amounts of money on new technologies, infrastructure, etc. 9 © Operational Excellence Consulting. All rights reserved.

  10. Results from JM Training • Reduced cost • Reduced WIP • Reduced inventory • Increased throughput • Increased sales • Increased profits • Continuous improvement 10 © Operational Excellence Consulting. All rights reserved.

  11. Job Demonstration • Job demonstration - Current method • Job in production typically fall into three broad categories: ▪ Material handling ▪ Machine work ▪ Hand work The focus is not the method that we will employ and not the specifics of the job. It is the method for improvement that we will focus on. 11 © Operational Excellence Consulting. All rights reserved.

  12. Job Demonstration • Demonstration of the present method ▪ Process ▪ Layout ▪ Material handling ▪ Machine work ▪ Manual work • Demonstration of the proposed method • Results obtained 12 © Operational Excellence Consulting. All rights reserved.

  13. Job Methods Card STEP 3–DEVELOP THE NEW METHOD 1. ELIMINATE unnecessary details 2. COMBINE details when practical 3. REARRANGE for better sequence 4. SIMPLIFY all necessary details To make the job easier and safer to do: − Put materials, tools, and equipment into the best position and within convenient reach for the operator − Use gravity feed hoppers or drop delivery chutes whenever possible − Make effective use of both hands − Use jigs and fixtures instead of hands 5. Work out your ideas WITH OTHERS 6. WRITE UP the proposed new method JOB METHODS HOW TO IMPROVE A practical plan to help you produce greater quantities of quality products in less time, by making the best use of Manpower, Machines, and Materials now available. STEP 1 – BREAK DOWN THE JOB 1. List all details of the job exactly as done by the current method 2. Be sure details include everything: − Material handling − Machine work − Hand work STEP 2 – QUESTION EVERY DETAIL 1. Use these types of questions: 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? Howis the ‘best way’ to do it? 2. Question the following at the same time: Materials, Machines, Equipment, Tools, Produce Design, Workplace Layout, Movement, Safety, Housekeeping STEP 4 – APPLY THE 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 13 © Operational Excellence Consulting. All rights reserved.

  14. The 4-Step Method for JM 1 Breakdown the Job 2 Question Every Detail 3 Develop the New Method 4 Apply the New Method 14 © Operational Excellence Consulting. All rights reserved.

  15. Step 1: Breakdown The Job Step 1 – Breakdown The Job • List all details of the job exactly as done by the Current Method • Be sure details include all: ▪ Material handling ▪ Machine work ▪ Hand work • Systematic way to get all the facts about any job method quickly and accurately 15 © Operational Excellence Consulting. All rights reserved.

  16. Step 1: Breakdown The Job Class Exercise How many buttons are there on a Shirt? 16 © Operational Excellence Consulting. All rights reserved.

  17. Step 1: Breakdown The Job Job Breakdown Sheet (JM) Job Breakdown Sheet PRODUCT: OPERATIONS: MADE BY: DEPARTMENT: DATE: REMARKS IDEAS WHY-WHAT Rearrange PRESENT/PROPOSED METHOD DETAILS METHOD DETAILS WHERE Eliminate Combine CURRENT/PROPOSED Simplify WHEN TIME/TOLERANCE/ REJECTS/SAFETY tance WHO HOW WHY Write them down, don’t try to remember. Dis- 17 © Operational Excellence Consulting. All rights reserved.

  18. Step 1: Breakdown The Job Job Breakdown – Difference Between JI & JM • JI ▪ In Job Instruction, only the important steps are listed. A step may include several details. ▪ Many steps are obvious and need not be listed. • JM ▪ In Job Methods, on the other hand, all details must be listed. ▪ Nothing can be omitted when studying the method of production. 18 © Operational Excellence Consulting. All rights reserved.

  19. Step 2: Question Every Detail Step 2 - Question Every Detail The Five Ws and One H 1. Why is it necessary? 2. What is its purpose? 3. Where should it be done? 4. When should it be done? 5. Who is best qualified to do it? 6. How is “the best way” to do it? Note the order of 5Ws & 1H 19 © Operational Excellence Consulting. All rights reserved.

  20. Step 2: Question Every Detail 2.1 WHY is it necessary? • We ask this question first for each detail • To distinguish necessary details from the unnecessary • This is a most important question ▪ It provides the information that leads to big improvements if we find many unnecessary details • Often the hardest to get answered properly • Therefore we have a check question to make sure we get sound and reasonable answers 20 © Operational Excellence Consulting. All rights reserved.

  21. Step 2: Question Every Detail 2.2 WHAT is its purpose? • We want to find out if the detail has a useful purpose or adds quality to the product • 'What is its purpose?' is a check question on 'Why is it necessary?' • Beware of taking action on flash ideas for improvements ▪ Hold these ideas, but note the answers on the Breakdown Sheet 21 © Operational Excellence Consulting. All rights reserved.

  22. Step 3: Develop The New Method Step 3 - Develop the New Method Step 2: QUESTION Step 3: DEVELOP Why? What? Eliminate Where? When? Who? Combine Rearrange Simplify How? 22 © Operational Excellence Consulting. All rights reserved.

  23. Step 3: Develop The New Method Principles under SIMPLIFY 1/2 Principles under SIMPLIFY Pre-position materials, tools, etc. Description To put into the best position for easiest pick up, ahead of time. In racks or holders. … Pen Desk Set … Tools in rack Proper work area Convenient reaching area … Varies with arm length Gravity feed hoppers Using gravity to bring parts to the best place in the work area … Kitchen match dispenser … Magazine-feed furnace 23 © Operational Excellence Consulting. All rights reserved.

  24. Step 4: Apply The New Method Step 4 – Apply The New Method 1. Sell your idea to your boss 2. Sell your idea to the operators 3. Get final approval of all concerned on safety, quality, quantity and cost 4. Put the new method to work – use it until a better way is developed 5. Give credit where credit is due Continue to improve the new method 24 © Operational Excellence Consulting. All rights reserved.

  25. Step 4: Apply The New Method Activity: Develop Improvement Proposal 1. Refer to your Current and New Methods breakdown sheets. Improvement Proposal Sheet Submitted to: Made by: Product/Part: Operations: The following are proposed improvements on the above operations. 1. Summary Department: Date: 2. Develop the Improvement Proposal Sheet. 2. Results Production (one worker per day) Machine Use (one machine per day) Reject Rate Number of Operators Other 3. Content Before Improvement After Improvement 3. Present the Improvement Proposal Sheet to the class. 25 © Operational Excellence Consulting. All rights reserved. NOTE: Explain exactly how this improvement was made. If necessary, attach present and proposed breakdown sheets, diagrams, and any other related items.

  26. Resistance & Resentment • Resistance to new ideas ▪ Resistance to change is common ▪ Do not let resistance interfere with improvements • Resentment of criticism ▪ People may interpret our search for a better method as personal criticism ▪ Provide explanation for your purpose ▪ Focus on constructive criticism, not personal criticism 26 © Operational Excellence Consulting. All rights reserved.

  27. Summary • “Learning by doing” is the only way to gain confidence • Job Methods improvements is a regular part of the supervisor’s daily job • Personal advantage to supervisors who make good improvements regularly • Highly valuable to have proposals carefully worked out with everybody concerned before turning them in for final approval 27 © Operational Excellence Consulting. All rights reserved.

  28. TRANSPARENT.png Logo Fb / Logo Fb Png / How the hyperconnected are X Logo (Twitter | 01) - PNG Logo Women In Wilmington for Networking Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. Based in Singapore, the firm’s mission is to create business value for organizations through innovative design and operational excellence management training and consulting solutions. For more information, please visit www.oeconsulting.com.sg 28 © Operational Excellence Consulting. All rights reserved.

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