Developing Lean Leaders with TWI
John Berger
VP of Quality and PI
Overview
•
What is Fiserv?
•
What is TWI?
•
How to Implement?
About
Fiserv
• Fiserv provides financial services technology solutions to financial
institutions and businesses worldwide
• More than 16,000 clients trust Fiserv to help them achieve their goals for
growth and efficiency
• Financial institutions • Retail establishments
• Telecommunications and utility companies • Healthcare and insurance providers
• Payroll companies • Government
About Fiserv
Output Solutions
Card Manufacturing & Personalization Prepaid Debit Credit Contactless EMV ID Cards Transaction DocumentPrinting & Mailing
Statements Checks/EOBs Business Documents Tax Forms Electronic Document Delivery eArchive eStatement ePresentment Marketing Solutions Acquisition, Activation & Retention Programs Campaign Strategy Commercial Print Database Analytics
Fiserv Output Solutions –
National Presence
St. Paul, MN
Secure card Indianapolis, IN Secure card & print
Hartford, CT
Technology Center
Nashville, TN
Secure card manufacturing
Houston, TX
Headquarters Print & Card
Seattle, WA Print St. Louis, MO Marketing Solutions Austin, TX EDD Walnut, CA Print
Fiserv Output Solutions –
Scale
During 2013…
• Mailed nearly 1 billion first class envelopes
• Manufactured, personalized and mailed over 250 million cards
• Mailed over 700 million printed statements
• Quality ratings nearly 100%
Overview
•
What is Fiserv?
•
What is TWI?
•
How to Implement?
What is TWI?
•
Training Within Industry
• “To help industry to help itself to
get out more materials than have ever been thought possible, and at constantly accelerating speed.” •
Developed During WWII
• Trained “Rosie the Riveter” and
millions like her.
• Dropped in US after WWII when permanent workers returned to their jobs.
•
Used extensively by Toyota
• Seen as the Basis of Lean
• Standardization sustains process improvements
1995: My First Exposure to TWI
•
The Source
• Chanhassen, Minnesota
• Highly-tenured workforce
• ISO:9001 certified facility
• No global exposure •
The Product
• High accuracy microprocessor-based pressure transmitter
• Over 30 operations • Ball bonding • TIG welding • Pressure test • Thermal cycle • Safety certification •
The Destination
• Singapore (12 time zones away)
• Newly-hired workforce
• Newly-constructed facility
• No product experience
Technology Transfer Plan
•
Prepare: Stabilize the current processes
• Rewrite procedures using What, How, Why
• Convert all equipment to 240V/50Hz
• Document all special fixtures
•
Train: Conduct training with TWI-JI
• Bring operators to MN (in January!)• Train operators on current production line
• Build buffer stock and pack equipment
•
Transfer: Move equipment 12,000 miles
• Fly back to Singapore (in March!)• Assemble and certify equipment
• Train operators how to improve processes
What? Why?
Technology Transfer Results
•
Successful move
• All equipment survived shipping
• All equipment survived “smoke test” • All equipment certified to produce
•
Successful technology transfer
• All operators qualified to produce• New operators trained to produce
• New engineers trained to support
•
Successful ongoing operation
• No unusual quality issues• No emergency support calls
Lessons Learned
•
Without good documentation, there is no way to
capture knowledge
of the best way to do a given task
•
Without good training, there is no way to
convey this
knowledge
to others performing the same task
•
Documentation and training are the foundation of a
successful operation and quality system
Overview
•
What is Fiserv?
•
What is TWI?
•
How to Implement?
FOS Goal:
Replace Typical Training with TWI
Current State:
Existing Associate No organized retraining when processes change
TWI Program:
Start with Documentation
via the Job Instruction Form
No. __________
JOB INSTRUCTION BREAKDOWN SHEET
Operation: ____________________________________________________ Parts: ________________________________________________________ Tools & Materials: ______________________________________________
REASONS KEY POINTS
IMPORTANT STEPS
Reasons for each key point Anything in a step that might—
1.Make or break the job 2.Injure the worker
3.Make the work easier to do, i.e. “knack,” “trick,” special timing, bit of special information
A logical segment of the operation when something happens to advance the work.
WHY
HOW
Select and Develop Trainers
Within Operations
Training Manager
OJD Trainer OJD Trainer
OJD Trainer OJD Trainer
OJD Trainer OJD Trainer
OJD Trainer OJD Trainer
OJD Trainer OJD Trainer
•
OJD Trainers
• Posted positions
• Report to current Manager & dotted line to Training Manager •
Duties
• #1 Priority = Training
• #2 Priority = Regular work •
Training
• Classroom training in TWI-JI •
Success Metrics
• # of JIs documented
• # of people trained
Conduct Training
on the Job Instruction Process
•PREPARE THE
WORKER
•PRESENT THE
OPERATION
•TRY-OUT
PERFORMANCE
•FOLLOW-UP
• Put the trainee at ease • State the job
• Find out what they know • Get them interested • Place them in position
• Trainer: Tell, show, and illustrate one Important Step at a time • Do it again stressing the Key Points
• Do it again stressing Reasons for key points
• Trainee: Do the job – correct errors
• Have them explain each Important Step as they do it
• Have them explain each Key Point as they do it • Repeat process until you’re sure they understand
• Put them on their own • Check on them frequently • Encourage questions
Track Training
by Associate and Skill
Associate- Operation
Jim Ed Sue Bob Trung Omar
Print Emboss Insert Meter Ship Warehouse QA
•
Visible to Plant Floor
• Helps supervisor staff operations
• Immediate feedback to associates
• Source of associate pride •
Easy to Maintain
• Update records after training
• Trainer sign and date records •
Drives Cross-Training
• Encourages broad learning
• Allows more to be “trainers”
•
Adapts to Process Changes
• Tracks process revisions
• Requires associate retraining
Colors Indicate Training Status
Blue = Trainer for Operation
Green = Trained to Latest Revision Yellow = Trained to a Past Revision Red = Untrained to Operation
Essential Commitment
by Operations
•
Your Commitment to Training:
• Do not assign untrained resources to perform production tasks
• Provide people resources
• Provide time for trainers to train
• Continual support and enrichment of TWI Training Program
• Provide impactful feedback on TWI Program and training documents
• Encourage continuous improvements to:
• Procedures
• Performance
• Documentation
• Ensure that standard training procedures are followed as outlined – in all
Roles and Responsibilities
VP – QPIT – John Berger Communicate Program Goals and Guidelines
Evaluate and Improve Program
Communicate and Reward Success Metrics
Audit Program for Compliance
VP – Operations Support Program
Audit Program for Compliance
Approve Ideas for Implementation
Operations Directors
Managers, Supervisors, and Coordinators
Support Program Resources
Commit Resource Time to Program
Audit Program for Compliance
Approve Ideas for Implementation
Training Manager Train Operations Trainers and provide Coaching Support/Enrichment
Creation of Standardized JI Documentation
Communicate Program Progress
Track Program Process
Audit Program for Compliance
Evaluate Program Resources
Capture Success Metrics
Evaluate Ideas Across Shifts and Functions
Trainer Learn to Train the JI Instruction Method
Train Associates
Serve as a Resource for JI Documentation Creation –How/Why
Audit Program for Compliance through Follow Up
Results
Objective – Key Metrics • Productivity
• Faster learning basic processes
• Quicker to achieve standard
• Quality
• Fewer initial mistakes observed
• Greater awareness to Safety
• Turnover
• Temps are staying with us longer
• “Poor Training” not mentioned
Subjective – Culture Changes • Welcoming
• New hires appreciate training
• Positive, personal interaction
• Engaging
• New hires know what is expected
• All contribute to best practices
• Supporting
• Clear opportunities to develop
Overview
•
What is Fiserv?
•
What is TWI?
•
How to Implement?