weiler corporation production trainers job instruction ... twi learning outcomes.pdf · weiler twi...

WEILER TWI LEARNING OUTCOMES

Production Trainers

Job Instruction Training

GPI

Gain Sharing Process

Improvement

Weiler Corporation

Weiler Corporation is nestled in the village of Cresco, Monroe County, Pennsylvania. Located in the foothills of the Pocono Mountains.

Weiler Corporation

Cresco PA

Weiler Continues to grow

2007 addition of 27,000 Sq. Ft.

Office Building with state of the art

Conference and Presentation

Capabilities.

240,000 Sq. Ft.

Manufacturing,

Research & Development

and Distribution Facility

Weiler Products

Coated

Abrasives

Nylox

Brushes

Maintenance

Products

Power

Brushes

Weiler Corporation

• Privately-held company (3rd generation)

• Weiler employs over 500 co-workers with manufacturing

operations in PA, Brazil, and also a owns and operates a

WOFE plant in China. Approximately 90% of the products

manufactured by Weiler are processed in the PA facility.

• Weiler maintains sales offices in Mexico and Brazil

• We are a Manufacturer and Provider of Surface Conditioning

Accessories.

• Weiler serves the Industrial, Retail and Catalog Markets and

has its own direct National and International Sales Forces.

• Weiler manufactures more than 80% of the products that it

sells.

Building a Competitive Advantage

• Reinvestment – Weiler invests heavily back into its’ co-workers, processes and

infrastructure.

• Technology and People – Weiler employs more than twenty technical staff professionals

related to the products, processes and equipment.

– Weiler designs its’ own equipment and product, but also

purchases both as well.

arch for a Grassroots Solution

T.W.I. Weilerized into G.P.I.

GainSharing Process Improvement

– Joel Avila

C I Champion

Search for a Grassroots Solution

• J.M. (Job Methods) – J.M. gives the people the tools to identify opportunities for

improvement, and the ability to find a solution. Without this training, you are only uncovering a fraction of the opportunities in your business.

• J.I. (Job Instruction) – The best system I have seen for process training development. A

consistent method to implement the process improvements found with J.M., and an efficient way to quickly make new co-workers

productive.

Your Most Powerful Resource

Reinvesting in the workforce • Everyone wants that knockout punch but…..

– Big productivity gains usually begin with small ideas.

– Cumulative small process changes make a big

difference in long term success.

– Create a sustainable program to promote continuous

improvement as your organization and business

changes.

GPI Examples

11

A) Dispense glue on phenolic

plate before each order.

B) Confirm glue

weight & toss out

sample.

PRESENT METHOD

CURRENT METHOD

PROPOSED METHOD

Suggestion: Use Cardboard

SAVINGS

Wasted

Plates per

Year

Cost of Using

Phenolic and

Aluminum Plates

per Year

Cost of Using

Cardboard Plates @

$0.125 per piece

Savings per

Year

19,992 $6,256.71 $2,499.00 $3,757.71

Job Methods Presentation – 1. Present Method – 2. Proposed Method – 3. Proposal

SUPPORTING PICTURES

PROPOSAL

OLD

METHOD

NEW

METHOD

Job Methods Training in Action

• 400 +co-workers trained since 12/08/2003.

• Continue the training program for all co-workers with more than Six

Months of service.

• Created a follow-up team consisting of the

– VP of Global Operations

– Plant Manager

– Design Engineering Manager

– Industrial Engineering Manager

– Training Coordinator

– Maintenance Manager

Job Methods Training in Action

• 550 projects completed.

• 47 projects found not feasible.

• $400,000 of First Year Savings each

year .

Weiler Critical Issues • Weiler Production Trainers seek

Consistency of Training between Shifts.

• Weiler Corporation seeks to develop Standard Documented Training Aids.

• Weiler Growth hinges on the development of Internally Trained Co-workers.

How Do we Develop People?

Research in occupational training

shows that individuals retain about:

• 10 % of what they read

• 20 % of what they hear

• 30% of what they see

• 50% of what they hear and use

• 70% of what they say

• 90% of what they do

Job Instruction Training is designed to

teach people how to do a particular job by:

• Hearing (what to do)

• Seeing (how it is done)

• Using (what was learned)

• Saying (what was learned)

• Doing (the task)

REPEATEDLY !!

• KATHY TITUS

• JOE PIRICZKY

• BONNIE BRUCH

• TERRI GRUVER

• TRAVIS NIETZ

• DEB SCHICK

• JON VAIL

• TREENA WILLIAMS

• BARBARA WALKO

• PETRA RODRIGUEZ

• MARK LYSOMIRSKI

• CHRISTINE HAWK

• MARY ANN MARTOCCIO

Job Instruction Training Team

Trainer Teams by Department

• Tiger Disk – Joe and Petra

• Crimp – Chris, Treena, Bonnie, Mark

and Kathy

• Knot – Deb, Barb, Mary Ann

• Shipping/Receiving – Terri, Travis

• Customer Service – Jon

Step 1: PREPARE

WORKER

Step 4: FOLLOW UP

Step 3: TRY OUT

PERFORMANCE

Step 2: PRESENT

OPERATION

Plan

DoCheck

Action

Major Steps

Key Points

Reasons

The Four Steps of TJI

WEILER DEVELOPED

JOB INSTRUCTION BREAKDOWNS

AND JOINED THEM WITH WORK

INSTRUCTIONS

Current Documentation

• ISO 9001 SOP’s

• Job Safety Analyses

• Work Instructions

which include detailed

set-up information

• Job Knowledge Matrix

• Cross Training Matrix

Proposed Documentation

• ISO 9001 SOP’s

• Job Safety Analyses

• Job Instruction

Breakdowns/Work Instructions

• Job Knowledge Matrix

• Cross Training Matrix

Weiler Manufacturing

Documentation

1. Identify the Key Activities that are performed in an area

2. Prioritize these by importance

3. For each Key Activity, identify a team of individuals who

will develop the standard work

4. Observe the current process, identify differences between

associates and opportunities to streamline

Steps to Creating Standard Work

Steps to Creating Standard Work

5. Use the TWI Job Breakdown to document

6. Obtain consensus on “best practices”

7. Train co-workers in the new standard work

8. Monitor use of standard work for effectiveness, issues,

and compliance

Mechanics of JIB/WI

• Creation of JIB/WI

• Arrival of Consensus for JIB/WI

• Approval of JIB/WI

• Use of JIB/WI

• Audit to JIB/WI

• Improvement/Revision of JIB/WI

Process Steps for the creation

and implementation of a JI

Identify Critical Training

Area

Observe process & writes JIB

Sends JIB to Other

Trainers for consensus

Send JIB to Shift

Advisors and JI

Champion for

Approval

Trainers train all

Workers to the

Approved JIB

Trainers & Advisors

audit Trained

Personnel

TREENA AND DEB IDENTIFY

WEILER RESULTS

FROM JI/WI PROJECT

33

NOTCHER/CHAMFER MACHINE

34


35


36


37


38


39


40


41


42


43


44


45


46


47


48

Job Instruction

49

Job Instruction Breakdown Sheet

51

Work Instruction

52

Work Instruction

53

Work Instruction

54

Work Instruction

55

Work Instruction

56

Challenges / Advantages

CHALLENGES:

• Getting co-workers to “buy in”.

ADVANTAGES:

• Co-workers on all 3 shifts are trained the same way.

• All un-necessary information was taken out. This

made finding the information you need easier.

• The same format is used for all departments;

making cross training more efficient.

57

Challenges / Advantages

We worked together to develop work instructions,

enhancing and developing further how we work as

a team.

The addition of pictures was a big help.

The trainee will know exactly what they are

looking at.

weiler corporation production trainers job instruction ... twi learning outcomes.pdf · weiler twi...

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