training within industry - job instruction...

2/6/2017

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® are registered trademarks and TM are trademarks which are either owned or used under license by Woodbridge Foam Corporation. © Entire contents copyright Woodbridge Foam Corporation. All rights reserved. January 2015

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Elements of Woodbridge

Training Within Industry - Job Instruction Woodbridge and the global Journey on TWI JI Presenting to Paul McKay – November 30th, 2014 Michael Gribe and Carlos Vasquez - The Woodbridge Group


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Agenda

• Company and Product overview

• The Woodbridge Production System

• TWI JI Journey @ Woodbridge

• Learnings and status

• Next steps

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Kipling Avenue Plant Woodbridge, Canada

circa 1969

Corporate Headquarters Mississauga, Canada

Company Overview

Private Canadian Company • Established in 1978 • Committed to World-Class Health,

Safety and Environmental Performance • Global Footprint, 60+ Facilities in North & South America,

Europe, Asia Pacific and China

Five Main Product Functions Products designed to deliver comfort, acoustics, energy management, structural and insulating capabilities

Diverse Markets Served Automotive, Commercial and Recreational Vehicle Components, Assembly and Sequencing, Technical Foams, Building Products, Protective Packaging, Diversified Products and Laboratory Services

Supplier of Innovative Chemical Conversion Technologies Chemical research and development, product and process engineering, tooling, manufacturing, technical support, accredited laboratory testing, assembly and sequencing and just-in-time delivery


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Worldwide Presence 61 Facilities In 17 Countries

* Joint Venture ** Technical Agreement

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1. ARGENTINA Pilar

2. AUSTRALIA

Melbourne

3. BRAZIL Betím

Caçapava Camaçari Capivari

Caxias do Sul* São Bernardo

4. CANADA Blenheim, ON* Kitchener, ON

Mississauga, ON Whitby, ON

Woodbridge, ON

5. CHINA Guangzhou*

Shanghai (2 Facilities)

Wuhan* Wuxi*

6. CZECH REPUBLIC

Mlada Boleslav*

7. EGYPT Cairo**

8. ENGLAND

Coventry* Manchester*

9. FRANCE

Boulogne-Billancourt* Trilport*

10. GERMANY Espelkamp* Mörfelden*

Munich* Schwarzheide*

Wolfsburg *

11. INDIA Sanand

12. JAPAN

Anjo* Inado* (Kyushu)

Nanno* Tokyo

13. MEXICO Leon* (2 Facilities)

Mexico City* Puebla*

Saltillo* (4 Facilities)

14. POLAND Bielsko Biala*

15. SPAIN

Barcelona*

16. THAILAND Bangkok*

Gateway* (Plangyao)

17. UNITED STATES Atlanta, GA

Chattanooga, TN* (3 Facilities)

El Paso, TX (2 Facilities)

Fremont, OH Greensboro, NC*

Huntsville, AL Kansas City, MO

Lansing, MI Romulus, MI

Springfield, KY* St. Peters, MO

Troy, MI

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1. Light Passenger and Commercial Vehicle Components

seat cushioning, head restraints, armrests, bolsters, headliners, hood liners,

occupant protection, acoustical foams, bumper absorbers and cargo management systems

2. Recreational, Utility and Military Vehicle Components

complete seats, seat cushions, armrests, head restraints, bolsters, acoustical

applications and cargo management systems

3. Diversified Products bedding products, commercial foams

and furniture foams

4. Protective Packaging One-way packaging, insulated

containers, returnable dunnage, material handling totes

5. Building Products Insulated Concrete Forms (ICF) for residential and commercial new building construction and commercial sound wall systems

6. Technical Foams medical, sporting, packaging, gaskets,

filters, sanding discs, personal care, diaper waist bands and automotive trims

7. Assembly and Supply Services delivering total supply chain management

and state of the art, contract assembly and sequencing

8. Laboratory Services accredited facilities offering polyurethane

physical property testing

8 Business Sectors


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Innovation In All Aspects Of Our Business

• Chemistry

• Product Design

• Manufacturing Processes

• Productivity Improvement

• Employee Creativity

Ontario Green Chemistry and Engineering Award

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NORTH AMERICA

OEM Acura BMW

Chrysler Daimler

Ford General Motors

Honda Mitsubishi Navistar

Renault/Nissan SIA

Subaru Suzuki Toyota

Volkswagen

TIER 1 ACH

Bloomington Seat Dong Kwang/DKtech

Faurecia Grupo Antolin

Guilford HFI

HOWA IAC Insa Irvin

Isringhausen Johnson Controls

JSP Lakeside

Lear Magna

Marwood M-TEK

Magee Reiter NHK Seating

Rieter Automotive Rivas Setex

Span America Swiftco TACLE TISA

Toyota Boshoku Trim Quest

TS TECH TS Trim

UTA Vuteq Yorozu

EUROPE

OEM Audi BMW

Citroen Daimler

Fiat Ford

General Motors Honda

Hyundai Jaguar

Metrocab Renault/Nissan

Opel Peugeot

PSA Renault

SEAT Suzuki Skoda Toyota

Vauxhall Volkswagen

Volvo

TIER 1 Faurecia Gestind

IAC Isringhausen

Johnson Controls KAB Seating

Kigass Landers

Lear Magna Recaro SITECH TACLE

Toyo Seat TS TECH

VW

JAPAN

OEM Ford

Honda Mitsubishi

Suzuki Toyota

TIER 1 Delta

Faurecia Fuji-Seat INADO JCAS

Marubishi Recaro Tachi-S

Toyota Boshoku Toyo Seat TS-Tech

SOUTH AMERICA

OEM Bramont Chevrolet Daimler

Fiat Ford

General Motors Honda

Hyundai Kia

Mazda Mitsubishi Peugeot

PSA Renault/Nissan

Toyota Volkswagen Volvo Truck

TIER 1 AutoLiv

Isringhausen Johnson Controls

Lear MTA

TS TECH Toyota Boshoku

THAILAND

OEM AutoAlliance

General Motors Honda Isuzu

Renault/Nissan Thai Swedish

Toyota

TIER 1 BKS

Cagiva Delta TR

GST JSI

NHK Toyota Boshoku

TSI TS TECH

AUSTRALIA

OEM Ford

GM Holden Mitsubishi

Toyota

TIER 1 Air International

Futuris Automotive Toyota Boshoku

CHINA

OEM Honda

NanJing Nissan

Peugeot

TIER 1 Wuhan Wan Hine

Faurecia/GSK Wuhan Shanghi Flame Lamination

TACHI-S/JCI TSTECH/ GSK Wuhan

INDIA

OEM Honda

TIER 1 TS Tech

Sampling Of Our Customers


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Automotive Applications

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ComforTechTM

Performance Seating Urethanes

Combining chemical expertise with unique technologies and processes, ComforTech™ seat cushioning helps customers achieve the ideal balance between comfort, weight, durability and cost.

Key Advantages

•Advanced product development from prototypes to production

•Custom foam formulation expertise to meet specific performance targets

•Advanced tooling and process capabilities

•Global footprint and state-of-the-art facilities


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SmartSourceTM

Assembly and Supply Technologies

SmartSource™ value added services help customers manage costs and successfully meet today's just in time, assembly and supply challenges.

Key Advantages

•World-class error-proofing technologies

•Proven just-in-time delivery track record

•Reduced cost and continuous improvements

•Dedicated engineering and fully validated assembly process solutions

•Modular assembly expertise in custom process solutions for virtually any commodity

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Woodbridge Production System Why is TWI very

important?


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Initially

YOU

TEAM

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Four Stages of Lean

1) Resistors

2) Fashionably Lean

3) Selectively Lean

4) Lean Practitioners


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Woodbridge Definition of Engagement

1) Teammate who knows what to do

2) Teammate who knows how to do it

3) Teammate who has the resources to do it

4) Teammate who wants to do it

5) Teammate who wants to do it BETTER

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2011

2012

2013

Launch of WPS for the overall organization

Repeat full world audit for conformity for JI

Expand roll out to Asia Pacific for JI

2014

2015

2016

Introduction and Training on TWI JI in Blenheim

Launch of TWI JI Community of Practice in Canada and USA

Pilot JI in 6 alpha sites (Blenheim, El Paso, Kipling, KC, Saltillo, St Peters).

Roll out for JI to North America (Mexico) across all BU

Audits on JI in 6 alpha sites in North America

2017

Expand roll out to Brazil and Argentina for JI

Audit on JI in North America

TWI Journey Overview towards operational excellence

Roll out for JI to North America (CAD, US) across all BU


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TWI JI South America Rollout – Sao Bernardo (Lab / Off Line / Head Rest Assembly) – Headrest example

Average cycle time stabilize; slight increase (1 second)

through better control; reduction in variation and standard

deviation.

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Some early testimonials for the TWI JI roll out

• “Scrap reduced by 50% in first 6 months. Less mistake and increase attention to details (blocking and tackling) not missing labels, on rolls. Attention awareness to details.” El Paso SWF

• “Supervisors freed up 25 to 35% of their time. Standardization across 2 shifts. More ownership with each team member for their part from driver, from Reception upfront, HR.” El Paso Lam

• “Training to same methods. Less time to prepare new employees to be ready. Reduced induction time for new hires from 3 to less than 2 months.” Mexico

• “Save 2 seconds on spray glue gun, reduce overspray and customer takt time, and provide better adhesion toppering process per part. Potential $ savings in labour per year on 1 product code.” Whitby

• “The trainer who used to work on shift 1 and 2 is now working on the 3rd shift. She could not understand why the difference in process between shifts. She is now clear on what she needs to do to train others. One method.” Atlanta

• “I used to work at JCI and never got the training she had. In one week, I was trained on over 12 rotation tasks and was able to master it.” Sao Bernardo


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Learning - Job Breakdown Standard Operator Training

• Force standardization on task across and within each shift.

• Focus on repetitive critical tasks (reduce length).

• Own fully by the hourly SMEs, “breathing and living document”.

• LTR and SOT - waste is eliminated and not documented.

• Several iterations before final.

• Training sheet integrated within plant governance (Job breakdown Vs Work Instruction, Job Safety Analysis).

• Audited regularly by all levels and types of teammates.

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Learning - Subject Matter Expert (SME) and Trainers

• SME is cornerstone of TWI JI system (owning SOT , training matrix, auditing).

• At least 1 or 2 trainers SME per shift per work center.

• Role need to be nurtured: improving skills regularly, may become talent pool for team leader destination role.

• Variation from shift to shift reduced by “forcing collaboration”.

• Follow up (Step 4)/Auditing and Kamishibai

• Unionized Vs non unionized

• Compensation, Recognition and Retention/turnover


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Learning - Management Involvement and Expectations

• Management role critical from start and all the way along the journey (include in orientation of new hires, managers standard work)

• Expectations: “when are we done with TWI JI?”

• Foster cross training across the plant.

• Allow retraining after each Kaizen or change on job breakdown

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Learning - TWI JI and Engagement Level

-0.25

-0.20

-0.15

-0.10

-0.05

0.00

0.05

0.10

0.15

0.20

0.25

0.30

-0.50 -0.40 -0.30 -0.20 -0.10 0.00 0.10 0.20 0.30

TWI engaged TWI beginning TWI Not engaged

Linear (TWI engaged) Linear (TWI beginning) Linear (TWI Not engaged)

• Over 36 plants are engaged in their TWI implementation in the Americas.

22 plants in the Americas are auditing at point of operations.

9 plants are in the stage to train their teammates.

5 are still need to select and train their SMEs trainers.

• Correlation between improvements on engagement score and training items is increasing along with TWI roll out from less than .25 to .45 and then .63 when full implemented.

• TWI is one of the accelerator/catalyst like WPS on engagement. More plant teammates are owning elements of the TWI system, the more engaged there are.


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TWI DASHBOARD- Example 5

1

25%

Plant's Next Target

33%

WPS Smart Target

Review written SOT's vs.

teammates

understanding the SOT

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WPS Smart Target

The desired conditon is

to get to the plant's next

target of 100%

Prior itizing and

organization

50%

100%

The plant has completed

91% of SOT's

Number Of Employees (Team Mates)

Number of Employees (Staff)

Number of Work Centers

Number of Production Shifts

WPS Smart Target

Plant's Next Target

20%

WPS Smart Target

100%

Plant's Next Target

Ele

me

nt

5.0

Ele

me

nt

1.0

Ele

me

nt

2.0

Ele

me

nt

3.0

Ele

me

nt

4.0

26%

Plant's Next Target

35%

WPS Smart Target

Plant's Next Target

50% OF Teammates are

at level 2 or lower in

proficiency

Target for Kipling was

25% of teammates as

subject matter experts.

Target has been met.

All teammates to get to

level 3 as plant's next

target

Coaching teammates

more in the process.

Review and revise SOT's

as audits are being

performed based on

feedback.

Only 5% of audits are

successful

All teammates to be

trained to 35% as plant's

next target

The plant has completed

8% of their LTR's

The desired condition is

to get to the plant target

of 20% of completed

LTR's

Prior itizing and

organization

What is the Current Condition? What is the Desired Condition?What is Preventing Us From Getting to

the Desired Condition?

What is the (1) or Next Thing I could Do To

Get Closer to the Desired Condition?

When Can I Check Progress?

(date completed)

8%

92%

% of SOT Ready To Be Audited

Not Ready

Ready

92%8%

% of LTR's at the "IS" State or >

Not Ready

Ready

16.8%

20.2%

26.2%

36.0%

0.7%

% of Team Mates @ Lvl. 3 Proficiency

Training

Planned

Level 1

Level 2

Level 3

Level 4

154

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Passed Audits @ Point of Operation

Opportunity

Success

75.68%

24.32%

% of SME's in the Employee Population

Employees

not SME's

% of SME's

in thePopulation

TWI Dashboard Reporting

2. Visible and

accessible to all

teammates and

simple enough for

them to read.

3. CI – Paretos – 5Q.

Prove to develop

people and improving

the training. Created

with inputs from all

sites/BUs.

4. Metrics need to be

actionable or lead to

course correction.

Direct reflection of

what is happening on

the plant.

1. Standard reporting

for all plants on TWI

progress. Capture

same data & feature

status, progress or

issues to all level of

management.

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Next steps

• Pursue roll out in rest of Asia Pacific

• Sharing knowledge

• Reduce administration


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Carlos Vazquez

The Woodbridge Group

Manager WPS Resource Centre

Email: [email protected]

Phone: (915) 471 5259

THANK YOU

Michael Gribe, MBA, CHRP

The Woodbridge Group

Manager Talent & Organization Development

Email: [email protected]

Phone: +1 905-896-3882 ext. 3266

mailto:[email protected]

mailto:[email protected]

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