developing lean leaders with twi - enterprise … lean leaders with twi john berger vp of quality...

Developing Lean Leaders with TWI

John Berger

VP of Quality and PI

November 12, 2014

© 2012 Fiserv, Inc. or its affiliates.

How Tough is Your Training Challenge?

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Overview

• What is Fiserv?

• What is TWI?

• How to Implement?

• Questions?

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About Fiserv

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• 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

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Card

Manufacturing

& Personalization

Prepaid

Debit

Credit

Contactless

EMV

ID Cards

Transaction

Document

Printing & 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

http://www.istockphoto.com/stock-photo-6334514-consumerism.php


Fiserv Output Solutions – National Presence

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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

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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%

• Timeliness ratings nearly 100%


Overview

• What is Fiserv?

• What is TWI?


• Questions?

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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

Challenge: Technology Transfer to Singapore

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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?

How?

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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

• Many product enhancements

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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

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Overview

• What is Fiserv?

• What is TWI?


• Questions?

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FOS Goal: Replace Typical Training with TWI

Current State:

Existing Associate No organized retraining when processes change

TWI Program:

Existing Associate Retrained due to process changes or performance issues

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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 WHAT

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Select and Develop Trainers Within Operations

Training Manager

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

• # of new ideas

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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

• Taper off extra coaching

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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

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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

departments, across all shifts

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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


Approve Ideas for Implementation

Operations Directors Managers, Supervisors, and Coordinators

Support Program Resources

Commit Resource Time to Program


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


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

Collect Ideas from Associates

Generate Ideas for Process Improvement

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Results

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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

• Clear performance process


Overview

• What is Fiserv?

• What is TWI?


• Questions?

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