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Twi Summit Donnelly R3


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Presentation at 2009 TWI Summit on Donnelly implementation of TWI

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Twi Summit Donnelly R3

  1. 1. Using TWI to help set the standards for How Short Run is DoneTM presented by Sam Wagner Donnelly Custom Manufacturing Company
  2. 2. Manufacturer of custom plastic injection molded parts
  3. 3. 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
  4. 4. 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
  5. 5. 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)
  6. 6. 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
  7. 7. • Getting results through others • Job Relations helps you treat people fairly & with respect
  8. 8. 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?
  9. 9. 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
  10. 10. 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
  11. 11. 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
  12. 12. 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
  13. 13. • Perspective on Spanish Moss – Tourist – Groundskeeper – Henry Ford • Job Methods helps people develop perspective
  14. 14. 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
  15. 15. 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
  16. 16. 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
  17. 17. 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
  18. 18. 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
  19. 19. 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
  20. 20. 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
  21. 21. 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
  22. 22. 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