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Twi Summit   Donnelly R3
 

Twi Summit Donnelly R3

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Presentation at 2009 TWI Summit on Donnelly implementation of TWI

Presentation at 2009 TWI Summit on Donnelly implementation of TWI

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    Twi Summit   Donnelly R3 Twi Summit Donnelly R3 Presentation Transcript

    • Using TWI to help set the standards for How Short Run is DoneTM presented by Sam Wagner Donnelly Custom Manufacturing Company
    • Manufacturer of custom plastic injection molded parts
    • Donnelly Custom Manufacturing Co. • Established in 1984 – privately held • Over 200 employees operating 24/7 • Single facility: 110,000 square feet • 33 injection molding machines (20-720 tons) • 2500+ active molds; 600+ different resins • 3 CNC mills; 1 CNC lathe for machining plastic parts • Many additional value-added processes • ISO 9001 and 13485 (medical) certified
    • Donnelly Custom Manufacturing Co. • Mission: Deliver Good Products On Time • Vision: To be the recognized leader in setting the standards in short run molding and related services • Tag Line: How Short Run is DoneTM • Core Values – Do your best – Treat others the way you want to be treated – Don’t be afraid to ask for help – Always work as a team
    • Lean and TWI at Donnelly • Started Lean journey in December 2002 with 5S and Lean Events • Began TWI in August 2005 • Provided “TWI Overview” to management core team • Started with JR – because it was there... then JI then JM in two week intervals • Teamed with key supplier to jointly receive initial training • Delivered by Patrick Graupp and Richard Abercrombie through MEP (Enterprise Minnesota)
    • Training at Donnelly (other than TWI) • Leadership (Fortune Leadership Series – vintage 1980s) – Training is a precedent to action • Technical CMOs – Buddy training (mandatory) – Advanced Operator training (mandatory) – Certified Molding Operator (CMO) training • Quality – Quality System Procedures – Work Instructions – Internal Auditing – Mistake-proofing Workshop (TWI-based) • Regulatory Mandated Training
    • • Getting results through others • Job Relations helps you treat people fairly & with respect
    • Job Relations Training • Decided our internal trainer would be our Director of Manufacturing, Dave Lamb – He’s in the best position to drive use of the tool – He handles most of the more challenging personnel issues • JR fits well with our corporate values and leadership training • Initial training to salaried (front-line) Shift Supervisors and Supervisors of support functions • Next, trained hourly Team Leaders • Then trained Buddy Trainers and Setup Teams • Then what?
    • Ideas for Sustaining JR • Use problem solving in (bi-)weekly review of issues with supervisory team – Good practice – Builds confidence – Builds teamwork – Helps implement company policy fairly & consistently • Use the card as a coaching tool – Less emotion, more reflection & calm consideration of the situation – Better able to describe the situation and summarize the facts • Use foundations every day – Example: Make best use of each person’s ability – Document and measure frequency of use
    • JR Benefits • Better at problem solving • Improved scores on employee surveys • Lower turnover rate Turnover (12-month Rolling Average) 25.0% 20.0% 15.0% 10.0% 5.0% 0.0% Mar-06 Jun-06 Mar-07 Mar-09 Jun Jun-05 Jun-07 Mar Dec Sep-05 Dec-05 Sep-06 Dec-06 Sep-07 Dec-08 Sep
    • Job Instruction Training • Decided our internal trainer would be our Training and Continuous Improvement Coordinator, Brad Andrist – He’s in the best position to drive use of the tool – He handles most of the training development and coordinates training delivery • JI breakdowns – training guide plus reference / reminder for tasks done infrequently • Initial training to salaried (front-line) Shift Supervisors and Supervisors of support functions • Next, trained hourly Team Leaders • Then trained Buddy Trainers and Setup Teams
    • JI Lessons Learned • Skill to develop the Job Breakdown is very different than the skill to deliver training – We needed fewer people skilled at Job Breakdown • Repetition of JI class often needed – Focus on skill to deliver training • Use in implementing TPM helped sell maintenance group • Use of JI breakdown structure improved operating instructions (MIM) • Focused classes were highly effective – Buddy training – Setups
    • • Perspective on Spanish Moss – Tourist – Groundskeeper – Henry Ford • Job Methods helps people develop perspective
    • Leadership Role • Stan Donnelly, CEO & owner – Took to the floor to do a job methods improvement – “Now I get it” • Ron Kirscht, President & owner – Set the initial goal of one per shift per week – Every week asks why if goal is not met – Continually raised the goal
    • Front-line Supervisors Role • The most critical role • Enable it – How does it apply to us? – Get the first “aha” – Find repeatable solutions – Keep the process simple • Promote it – Identify opportunities – Make resources available – Encourage people to document their ideas • Support it with coaching – Help overcome fears Engaged employees are better, happier employees – part of the solution
    • Visual Management for Job Methods • Glass wall for everyone to see • Shift Supervisors take pride in 1st seeing their shift reach its goal • Everyone can read each others’ improvements 2nd – Better understand improvements – Copy improvements – Build on improvements – Spur other ideas 5th 4th 3rd
    • JM as an Idea System Job Methods Improvement Activity Goal >= 40/mo 110 105 100 95 90 85 # of Submissions 80 VM 75 70 65 60 55 50 45 40 35 30 25 20 15 10 5 0 Objective: Engage people in identifying, developing and implementing their ideas for workplace improvement
    • JM Lessons Learned • Define your objective • A weekly goal may be needed to kick start the process • Be persistent • Don’t get discouraged when others don’t jump on board • Repetition is needed more than you think • Don’t send top management through standard JM class – observing one is better • Broaden your view of the definition of improvement
    • TWI Lessons Learned • Have a champion – or three • Keep it simple • Most people take a “wait and see” attitude • Focus early on getting front-line supervisors on board • Top management attention helps a lot • Repeat classes are often needed • Tie TWI to your core values & other leadership training • Don’t be afraid to adapt TWI to your organization • Use TWI to help solve key business problems
    • Problem-solving • Problem: Nagging quality issues with a major customer • Analysis revealed three key issues – Clearly understanding (changing) customer requirements – Targeted process issues with a few individual parts – Human error • Solution: Mistake-proofing workshop based on TWI – Small classes – Multiple two-hour sessions – Solving today’s problems
    • Mistake-proofing and Core Values • Do your best – Eliminate barriers like mistakes so we can take pride in what we do • Treat others the way you want to be treated – With respect for the human condition • Don’t be afraid to ask for help – Identify mistakes and work with others to discover the root cause • Always work as a team – Mistake-proofing builds teamwork
    • What it’s really all about... • Believe in something bigger than ourselves • Believe in the company, its leadership, values, vision and mission; and our products and services • Eliminate motivational inhibitors – like jumping to conclusions, ineffective training and making mistakes True Compensation