laying the foundation for ji - training within...
TRANSCRIPT
2/22/2017
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W. L. Gore &
Associates
Laying the Foundation for JI
Lauren Reap & Jim Kraus
W.L. Gore & Associates
Implementing Job Instruction involves all functions
A Training Strategy is vital to success
TWI as a system - JR and JM are critical to JI
Learning Objectives
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Together. Improving life.
W. L. Gore & Associates
Founded in 1958
10,000+ associates
More than $3 billion in sales
Privately held
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W. L. Gore &
Associates
Nurture a vibrant Culture that engages all Associates who deliver
innovative Products that create extraordinary value
for all of our stakeholders
Founded on deeply held beliefs
and guiding principles
Fosters an environment of trust,
respect and teamwork
Encourages innovation and
creativity
Instills ownership for personal
and Enterprise success
Culture
Embrace the culture
Act with the utmost integrity
Help others
Work collaboratively in teams
Seek diverse perspectives
Are passionate about what they do
Associates
Do what we say they will do
Build upon our deep knowledge
Leverage our core technology and
distinctive capabilities
Enhance the quality of life
We are proud of
Products
A Great Place to Work Globally
A World’s Best Multinational
Workplace
Recognized around the world on best
workplace lists in: Greater China
France
Germany
Italy
Korea
Spain
Sweden
United Kingdom
United States
Included on all FORTUNE
“100 Best Companies to Work For®”
lists in the U.S. since 1998 FORTUNE Magazine, February 3, 2014 © 2014 Time Inc. Used under license. FORTUNE and Time Inc. are not affiliated with, and do not endorse
products or services of W. L. Gore & Associates, Inc.
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An Enterprise with a Unique Culture
Emphasis on personal relationships
Lattice-based organization
Environment that encourages innovation and creativity
Leadership defined by followership
W. L. Gore &
Associates
That’s W.L. Gore. Any questions?
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Laying the Foundation
2007 TWI introduced to Gore
2009 Training Model Established
2010 JI implementation
Implementation Implement systems – Use tools
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W. L. Gore &
Associates Off-line Training Center
Delivery of seamless
integration for all
Manufacturing
Associates
Onboarding Champion
Training Champion
Training Coordinator
Training Specialist
Steering Team
Process Trainer
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W. L. Gore &
Associates
Manufacturing
Leadership
Trainer
Selection/
Evaluation
Job
Breakdowns
Process
Training
Onboarding
Development
Systems
Training
Support
Training
Plan
A Challenging Journey
2014 Operations Re-Organization
2014 Cohesive Enterprise/MPD Strategy roll-out
2010-2014 “Inconsistent” Integration of JI
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W. L. Gore &
Associates
Different strategies = different organizations
Organization is more than structure
Alignment = effectiveness
Using Strategy to Align
Training People
JI Process
Training model Structure
Relationships People
Solving “people” issues Process
Recognition Reward
Problem Solving Process
Lean Mindset People
Metrics Process/Reward
Source: adapted from Jay R. Galbraith, Designing Organizations: An Executive Briefing on Strategy, Structure, and Process (San Francisco: Jossey-Bass, 1995) and W.A. Fischer – 2013.
TWIV
TWI JI JM
JR
W. L. Gore &
Associates
New Operations Structure/Mindset
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Aligned on Strategy
Silo Mindset
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Repairing the Foundation
W. L. Gore &
Associates
Face to face with the customers Context for the feedback
“The Mea Culpa tour”
Real-time feedback using click-a-pads
Analyze training tools, processes, and methods
Gap Analysis
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W. L. Gore &
Associates
W. L. Gore &
Associates
Survey Details
Associates were asked to rate the effectiveness of each
component of the training system on a scale of 1 – 4:
1: No evidence / not aware
2: Using it, but not very well (Lots of opportunity to
improve)
3: Using it, and it works well (Some opportunity to improve)
4: Efficient, effective tool that drives the right behavior
10%
19%
33%
38%
5%
18%
44%
33%
8%
19%
36% 37%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
1 2 3 4
Associate Onboarding
W. L. Gore &
Associates
W. L. Gore &
Associates
Training Strategy: Associates understand the MPD Training Strategy and are
engaged in meeting training goals and initiatives.
Theme:
A lot of teams/associates not aware of
the training strategy
Recommendation:
Coordinate with MO initiatives and get training initiatives aligned with enterprise strategy rather than doing a separate process
21%
37%
30%
12%
20%
46%
24%
10%
21%
40%
28%
11%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
1 2 3 4
Training Strategy
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W. L. Gore &
Associates
W. L. Gore &
Associates
Training Model: The current training model, consisting of onboarding champions, process
trainers, training champions, training coordinators and a training specialist partners with
manufacturing leadership to provide the support associates need with regards to training.
Theme:
Many were not aware of the expectations and interaction between commitments listed on the training model
Recommendation:
Revise the training model and better define expectations an include the right roles
44%
15%
25%
16%
53%
21%
13% 14%
46%
17%
21%
15%
0%
10%
20%
30%
40%
50%
60%
1 2 3 4
Training Model
W. L. Gore &
Associates
W. L. Gore &
Associates
Gap Analysis Findings
Training Strategy – disconnected / disengaged
Training Model/System – lack of understanding Particularly team leaders
Who “owns” training?
JI not being used – lack of consistency / skills
Job Breakdown confusion – Trainer notes vs. SOPs
JB’s in the quality system
Proces
s
Metric
Owner Customer
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W. L. Gore &
Associates
W. L. Gore &
Associates
Actions from Gap Analysis
Align training with MPD strategy X Matrix
Use the training strategy to define skills, organization, processes, etc. The Star Model
RACI model for all training processes Accountability as the starting point
Implement “centralized” process for onboarding All associates supporting training go through same training
Updated the Training Model
W. L. Gore &
Associates
Delivery of seamless
integration for all
Manufacturing
Associates
Onboarding Champion
Training Champion
Training Coordinator
Production Leader
Manufacturing Leader
Process Trainer
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W. L. Gore &
Associates
Training
Support Manufacturing
Leadership
Training Tool
Box (Standardized Tools
for Methods, Processes, &
Organization)
Training
Systems
Manufacturing
Summary – The Journey Continues
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W. L. Gore &
Associates
All in the same boat
Alignment as an organization and function True North
No one tool/behavior gets you there, it is a system
Clear and constant communication At the gemba!
Leaders as coaches
Aligned and effective metrics
Engaged associates They are the customer
The Signs of Success
“A bad system will beat
a good person every
time.”
- W. Edwards Deming
W. L. Gore &
Associates
Laying the Foundation for JI
W.L. Gore & Associates