stdw for managers and supervisors october 2016
TRANSCRIPT
Standard Work for Managers Introduction
Thinking win, Win, WIN
Standard Work for Managers and SupervisorDefinitions
Marek Piatkowski – October 2016
Standard Work
Visual Controls
Standard Management
GOLDENTRIANGLE
Is this condition Normal or Abnormal?
Are all procedures being followed?
“How do I know this process is producing good parts?”
Supervisor Standard Work
Immediate Reaction - “If its not important to the Leadership, it will not be important to the people.”
Escalation Process
Expectations clearly understood by everyone.
Realistic Standards Strictly Enforced
Standard Work for Managers Introduction
Thinking win, Win, WIN
Introduction - Marek Piatkowski Professional Background
Toyota Motor Manufacturing Canada (TMMC) - Cambridge, Ontario from 1987-1994
TPS/Lean Transformation Consulting - since 1994 Professional Affiliations
TWI Network – John Shook, Founder Lean Enterprise Institute (LEI) – Jim Womack Lean Enterprise Academy (LEA) – Daniel Jones CCM/CAINTRA – Monterrey, Mexico SME, AME, ASQ, CME
Lean Manufacturing Solutions - Toronto, Canada
http://twi-network.com
Standard Work for Managers Introduction
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Fundamentals of Standardized Work for Managers All activities performed by a Supervisor must be defined as a
standard process A standard process is defined as:
knowing what to do knowing when to perform the activity knowing why it needs to be done knowing who should do it knowing where the activity should take place knowing how to perform the activity
Standardized work is not completed until it is documented using the “Standardized Work for Supervisor” sheet
Supervisor follows Standardized Work process
Standard Work for Managers Introduction
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Why do we need Standard Work for Managers? Dependency on other departments (Engineering, Quality,
Maintenance, PC&L, HR, etc.) to solve or improve departmental problems
Lack of knowledge about what to do Lack of knowledge of basic fundamentals of manufacturing
quality and safety procedures production scheduling data collection and analysis, problem solving maintenance, process flow continuous improvement, DMS...
Standard Work for Managers Introduction
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Standard WorkBefore establishing Visual Controls, you must first define what “standard” you are trying to control. Has this standard been documented? Has everyone been trained in the expectation?
Visual ControlsDecide on what “visuals” are needed to “let you see” if the Standard Work is being followed. This can be as simple as a square on the floor, or as complicated as an ANDON system.
Standard ManagementWhat is the re-action plan when the “standard” is not followed? The Visual Control should show you when “abnormal” conditions occur. Systems will not always adhere to the standard. There will always be the unexpected situation. If you do not want the abnormal to become the normal, there must be a re-action plan to get the “abnormal” back to the standard. This should also be documented, people trained in the expectation, and “visually controlled”.
Standard Work
Visual Controls
Standard Management
GOLDENTRIANGLE
Is this condition Normal or Abnormal?
Are all procedures being followed?
“How do I know this process is producing good parts?”
Supervisor Standard Work
Immediate Reaction - “If its not important to the Leadership, it will not be important to the people.”
Escalation Process
Expectations clearly understood by everyone.
Realistic Standards Strictly Enforced
Standard Work for Managers Introduction
Thinking win, Win, WIN
Standard Work
Visual Controls
Standard Management
GOLDENTRIANGLE
Is this condition Normal or Abnormal?
Are all procedures being followed?
“How do I know this process is producing good parts?”
Supervisor Standard Work
Immediate Reaction - “If its not important to the Leadership, it will not be important to the people.”
Escalation Process
Expectations clearly understood by everyone.
Realistic Standards Strictly Enforced
Standard Work for Managers Introduction
Thinking win, Win, WIN
TWI Five Qualities of a LeaderDefinitions
Marek Piatkowski – October 2016
Standard Work for Managers Introduction
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From TWI Manual Select managers on a basis of leadership qualities, and not only on
job knowledge and job skills An important aid at the time of selection is the preparation of a
written position description, setting forth clearly the duties and results expected of the incumbent
See that all members of the executive and managerial group understand the company’s policies, particularly, employee relations policies
See that each executive and supervisor is given sufficient authority to carry out the responsibility assigned to him
Standard Work for Managers Introduction
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Five Qualities of a Leader
1. Knowledge of work- how to perform a job
2. Knowledge of responsibility- what we need to do by when
3. Skills in instructing- how to instruct employees to do the job correctly
4. Skill in improvement- how can we do this better
5. Leadership skills- behavior and motivation
Standard Work for Managers Introduction
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1. Knowledge of work In order to properly direct the people under his supervision, the
manager himself must know: what doing the particular kind of work involves what are the requirements of each job what materials and equipment are needed how the job is done what standards must be met
Knowledge concerning materials, machinery, processes, methods, and necessary kinds of technologies concerning fabrication.
Knowledge of specialized kind of information and skills required to perform the work in the area.
Knowledge of production steps It requires practical knowledge of the workplace.
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2. Knowledge of responsibilities The manager represents company values Unless he clearly knows what management expects him to pass
on to the employees, what company policies control his actions, and where he fits into the organization, he cannot be an effective manager
Training managers in company policies and relationships is an important phase of improving the quality of management
Knowledge of responsibilities pertains to understanding of goals and objectives of the company.
Understanding of your responsibilities and authority as a leader. (company policies, company strategies, goals and objectives, agreements, safety and regulations).
It includes an awareness of the need to perform work according to company policy and a concern to meet the production plan and observe the rules.
A leader’s knowledge, responsibility and authority is directly related to successful implementation of Continuous Improvement in the workplace.
Standard Work for Managers Introduction
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3. Skills in Instructing Teaching skills are necessary for the Leaders in order to provide
training for the employees. Leaders must understand how adults learn and when the training
is completed. These skills require an ability to teach (instruct) people a basic
understanding of tools, such as Standardized Work and Work Instruction, production equipment and production steps.
Leaders must foster the development of highly skilled employees and Continuous Improvement.
The manager must be able to get an employee to do a job quickly, correctly, and conscientiously
There is no time to be wasted on “coming up to standard rate,” and scrap and delays must be reduced to a minimum
Managers must understand how adults learn and when the training is completed
Standard Work for Managers Introduction
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4. Skills in Improving Methods The development of improvements does not require inventive
genius—but it does require the questioning attitude of a supervisor who knows the intimate details. The skill of improving methods can be learned.
Many people never question the current method, they just keep on in the old way. Leaders must be skillful in conducting Continuous Improvement and eliminating “waste” in the workplace.
A starting point for making improvements is to determine the working sequence. The next step would be to systematically analyze, study and simplify work methods.
Many people never question the current method - they just keep on in the old way
The development of improvements does not require inventive genius—but it does require the questioning attitude of a manager who knows the intimate details.
The skill of improving methods can be learned. It provides a way for tremendous savings through making more effective use of manpower, machines, and materials
Standard Work for Managers Introduction
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5. Leadership Skills Full productive effort happens only when the supervisor becomes
the leader of his people, when he organizes them into a team and they work together well.
Being skillful at handling people is important, especially when trying to encourage employee participation. Supervisors must quickly learn to lead their people.
In critical times, the situations which cause misunderstandings and grievances have multiplied, and the results of these delays are more serious than ever before.
In the past, supervisors have developed a skill in leadership through experience. TWI helps management to provide its supervisors with this skill through the Job Relations program.
Leadership skills help managers to improve his or her ability in working with people
Being skillful at handling people is important, especially when trying to encourage employee participation
There are basic principles that when applied day in and day out will tend to keep relationships smooth and prevent problems from arising
Standard Work for Managers Introduction
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Manager’s Role – TPS Model Manager’s role is to make sure that for everything that we do
there is a well defined Standard or a Standard Process When things “break” (abnormal condition) it is the role of the
Manager to ask following questions: Do we have a well defined process for this particular situation? If yes – was the process followed? If not – establish a new process to prevent this situation from
happening in the future Implement necessary countermeasures
Use Visual Management to highlight abnormal conditions
A Day in a life of a Toyota Group Leader
A Day in a life of a Toyota Group Leader
Standard Work for Managers Introduction
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Standard Work for Manufacturing Supervisors at Delphi
Standard Work for Managers Introduction
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Roles of General Supervisors and Shop Floor Managers Must have practical knowledge of all Standardized Work for
Supervisor activities Must be able to provide On-the-Job [OJT] Training to all Supervisors Coach, advise and support Discipline - adhere to standards [one best way] Structured daily walk about, review if Standardized Work is being
followed - “Show me” Continuously simplify and improve Standardized Work for
Supervisors
Standard Work for Managers Introduction
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Why do we need Standard Work for Managers? “Span-of-Control” is too big Managers and Supervisors are responsible for too many people Too many activities to perform on a daily basis Directions from General Forman and above are not consistent
within the Organization Lack of discipline - Supervisors pick and choose what activities to
perform Performance measurement is not consistent Processes (Supervisor activities) poorly defined
Standardized Work For Supervisor
Name of the Act ivity to Complete: Area of Responsibility
Check status of buffers and finished good bank Delivery
Required Action:
----
Purpose:
Time and Frequency: Duration:
- Daily, start of the Shift 10 min.- Daily, end of the Shift 10 min.
Reporting Method / Forms to Complete:
---
Process Owner / Subject Matter Expert:
-
Reference Material:
-
Training Required:
--
I ssued by / Approved by: Date:
Bob Dura - PC&L General Manager October 5, 1999
To assure completion of Production Schedule
Review strategic point buffers - verify paypoint counts
Review schedule changes - manpower re-assignments, equipment changes and overtime schedule
Make adjustments to redline sheet to verify finished inventory is on Make adjustments to strategic buffer.
"Learning to See'" Process Flow Mapping
PC&L - Mark Jackson
Inventory control and management DMS 23d/ A
Paypoint sheet and Paypoint ticketCommunication Board
Finished Inventory Redline chart
DMS Manual
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Time Elements of Supervisor’s Activities All daily activities are to be grouped into ten major elements of a
work day:1. Pre-shift activities2. Shift start-up activities3. Post start-up activities4. After 1st Break activities5. During lunch activities6. After lunch activities7. After 2nd break activities8. Shift to shift review9. End of shift activities10. Incidental activities
Standard Work for Managers Introduction
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1. Pre-shift activities Arrive at least 30 minutes before the start of the shift. Check all comments in the Logbook from the previous shift. Review all information on the Area Information Board. Conduct a quick walk around the area. Check each operation for:
equipment status status of buffers and finished goods banks 5S and Workplace Organization safety requirements
Discuss issues discovered during your walk with previous shift supervisor.
Check time attendance and call-ins. Prepare for the 5-minute start up meeting.
Standard Work for Managers Introduction
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2. Shift start-up activities Conduct 5-minute start up meeting at Area Information Board. Check attendance and record absentees. Note physical condition
of all members of your group. Review with all participants issues and information related to:
Issues from preceding shift Daily schedule and changeovers
Assign work and responsibilities to all members of your group.
SAFETY QUALITY DELIVERY PRODUCTIVITY COST PEOPLE
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3. Post start-up activities Conduct a walk to verify staffing, equipment start up and set up
verification. Inform your General Supervisor of operation’s status. Follow up with Support Team members on items left over from the
previous shift and issues discovered during the pre-shift and post-star-up walks.
Review previous shift’s defects, scrap and control charts. Verify if Kanban Cards are removed from empty boxes note
exceptions in Logbook for correction. Audit critical buffer areas. Check e-mail and V/M and respond and/or handle if necessary. Conduct a daily review meeting at the Area Information Board with
members of the Support Team.
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4. After 1st break activities Check overall performance and record on information boards. Record quality defects on tracking chart. Work on countermeasures to quality problems. If parts-related problem, discuss with QC engineers for problem
solving. Check repairs at the inspection and repair stations set up
countermeasures to correct and prevent. Review and sign off on all quality and set up verification charts. Do a complete walk and observation of your operation. Solicit
feedback from operators on process audit. Re-instruct operators on job instructions if any exception to
standard practice is noted.
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5. During lunch activities Take lunch when appropriate. Schedule or attend meetings
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6. After lunch activities Monitor work practices, equipment cycle times and give
appropriate feedback. Review quality audits information and set up verification. Perform safety observation tour. Check progress of equipment repairs or modifications. Check time attendance for call ins and secure backfill. Review employee’s work by gauging their parts after them. Record and verify hourly production performance.
Standard Work for Managers Introduction
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7. After 2nd break activities Record and verify hourly production performance. Enter information into Supervisor’s logbook as appropriate. Review quality audits information and set up verification. Review Kanban Pull cards, are employees following Pull card
handling rules? Check 5S condition of manufacturing area and make appropriate
corrections. Verify maintenance needs and make appropriate communication
or follow up. Give feedback on work practices and performance information. Audit critical buffers. Prepare for shift to shift review. Update all necessary charts on the
Area Information Board. Seek appropriate help from support team, i.e. Maintenance
Response, Quality, Production Planning or Engineering.
Standard Work for Managers Introduction
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8. Shift to shift review Record or verify hourly production performance at the Area
Information Board. Conduct shift to shift review with the next shift Supervisor. Monitor work practices during walk around and document “out of
condition” for the next day’s feedback.
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9. End of shift activities Update green cross and complete safety incident reports as
required. Verify if data at the Information Board is accurate and complete. Document “out of condition” items for the day and follow up
required. Follow up on any uncompleted tasks of the day Check status of buffers and finished goods banks. Check inventory of necessary supplies (gloves, safety glasses,
aprons, etc.) for your group. If necessary, get more supplies. Check e-mail and V/M and respond and/or handle if necessary. Assist as required for next shifts start-up.
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10. Incidental and on-going daily activities Monitor and follow-up on all production delays and line stoppages
resulting from parts shortages, equipment break down and quality problems.
Immediately respond any quality problems reported by operators. Be available at all times to assist operators in solving production
related problems. Do not leave the production area without notifying key operators
of your destination and estimated time of return. Make a note of your absence on the Area Information Board.
Request General Supervisors’ approval to participate in any outside meetings.
Monitor production results and verify hourly production performance rates on the Area Information Board throughout shift.
Monitor any abnormal or any out of control process conditions. Observe each operator on regular basis and fully understand the
status of your group. Monitor PPE and work habits. Provide appropriate feedback.
Standard Work for Managers Introduction
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Standardized Work for Supervisors
Weekly ActivitiesDaily Themes
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Monday - Training Assist in training for new operators in your area. Complete equalization of hours for previous week. Complete training records for new employees. Update training matrix in Supervisor’s logbook. Move training records for employees leaving department to in
active file. Counsel and manage members of your group on human resources
issues. Delete employees’ names from certification sheet that have
transferred out. Place new employees’ names on OJT / certification sheet.
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Tuesday - Safety Verify fork truck / jack-stacker safety checklist compliance. Verify condition of safety place cards. Review training matrix for safety training to ensure compliance. Notify employees of shift preference. Conduct housekeeping / safety observation tour and document
results. Meet with Area Safety Representative. Formal meeting with General Supervisor to evaluate previous
week’s performance.
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Wednesday - Suggestion and Continuous Improvement Evaluate, investigate and answer suggestions. Review Area Information Board for any outstanding issues or
suggestions. Conduct Continuous Improvement meeting. Update, if necessary, People Focused Practices charts. Follow up with the Support Team on any outstanding improvement
activities.
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Thursday - Performance Supervisor meets with General Supervisor in formal evaluation of
previous week’s performance. Follow up on maintenance downtime and PM issues. Review
Repair Log book. Conduct weekly TPM activity. Check conditions of off line equipment – storage and flow racks,
flow rack labels, fix marks, containers, warning lights, trigger points, tugger carts, markings on the floor, stools, work benches, etc.
Review and update People Focused Practices charts. Meet with operators experiencing low performance and quality
issues.
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Friday - Cost, Quality and Delivery Update Area Information Board weekly summary sheets. Correct quality issues identified through process audits or
customer feedback. Check gauging calibration schedule to verify gauges needing to be
re-calibrated. Verify error-proofing checks are being made. Verify error proofing devices, gages, fixtures are being used
properly. Review QNPM/TPM activities sheets to verify task are being
completed and on track. Review Ship window compliance. Review next week’s ship window expectations.
Standard Work for Managers Introduction
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How do I implement this in my Company?
There are four steps to a development of Global Training Strategy for Leadership Skills Needs:1. Development of Roles and Responsibilities for Team Leaders, Supervisors
and Production Managers2. Identification of Skills required to perform identified Roles and
Responsibilities – almost done3. Skills assessment process for existing Team Leaders, Supervisors and
Production Managers and for newly hired ones4. Development of detailed training plans for each Team Leader,
Supervisor and Production Manager in order to acquire needed skills.
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Roles and Responsibilities
1. Results follow-up
1.1 Review daily production KPI 1.1 Review and analyze daily production KPI 1.1 Collect daily KPI data and reports for information center
1.2 Meet w ith supervisors and follow -up on daily issues and other services (daily production meeting / daily w alkabout)
1.2 Meet and review w ith TL results frequently throughout the day and determine if any action is needed
1.2 Analyze results to determine if action is needed (identify abnormal situations), fix it and have meeting w ith supervisor
1.3 Make sure that the production tracking boards (pitch boards) are completed by the team members.
2. 2.1 Assure the problem solving process is follow ed and apply problem solving process to settle abnormal situations that can't be solved by the supervisor
2.1 Assist and support TL in resolving daily problems and apply problem solving process to settle abnormal situations that can't be solved by the TL
2.1 Apply problem solving process w ith his team to resolve abnormal situations
2.2 Assist supervisors and TL in resolving daily problems
2.2 React quickly and take concrete actions facing abnormal situations and implicate necessary resources
2.2 Assist team members in changes and adjustment in order to resolve abnormal situation
3. Work standards
3.1 Make sure that for everything w e do there is a w ell defined and eff icient standard procedure, according to the best practices
3.1 Responsible for development, implementation, maintenance, accuracy, standardization of all activities (related to KPI) in his area, according to the best practices
3.1 Participate in the development and maintenance of standardized w ork.
3.2 Spot-check the Supervisor's adherence to his standard w ork and make sure w e continuously improve our standards.
3.2 Assure that his team members respect procedures and w ork standards and spot-check the team leader's adherence to his standard w ork
3.2 Assure that his team members respect procedures and w ork standards. Continuously verify the team members' adherence to the production standardized w ork.
4. Planning 4.1 Provide and secure all resources necessary to achieve daily and w eekly results
4.1 Manpow er planning (vacation, unexpected replacement, overtime, coordination w ith other departments…)
4.1 Assign w ork to team members and verify attendance
4.2 Participate in the development of long term production plans and allocate resources needed, resolve any issues related to daily/w eekly production planning
4.2 Verify that the daily/w eekly production plan is realistic and achievable, try to resolve any issues
4.2 Achieve the daily production schedule and assure parts and materials are supplied to team members
4.3 Plan production capacity, review long term maintenance schedule and maintenance activities
4.3 Review maintenance schedule and maintenance activities
4.3 Assure that all equipment and machinery is operational and in good w orking conditions
PURPOSE: Responsible that all processes run as planned. If not, initiate corrective actions.
Support the team members and the Supervisor regarding overall performance of his cell. They
are not responsible for discipline.
SUPERVISORSPURPOSE: Responsible for overall
performance of his area. Support Team Leaders and the Production Manager. Initiate
long term planning (3 to 6 months) and continuous improvement activities.
Fix daily problems
RESPONSIBILITIES
PURPOSE: Responsible for overall current and future performance of a manufacturing unit.
Support the Supervisors and the Plant Manager in achieving the annual objectives.
RESPONSIBILITIESRESPONSIBILITIES
PRODUCTION MANAGERS TEAM LEADERS
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Roles and Responsibilities
5. Working on the line
5.1 Work on the line, support team members and processes w hen necessary, as long as it is not a regular routine
5.2 Is able to perform most of the job in his cell
6. Continuous improvement
6.1 Identify w hat needs to be improved, assure the best problem solving approach is used and promote continuous improvement
6.1 Identify and initiate problem solving activities for chronic problems and mobilize a team to w ork on problem solving process
6.1 Initiate and complete problem solving activities. Mobilize and lead a team to w ork on problem solving process
6.2 Participate to action plan elaboration & follow -up for continuous improvement projects
6.2 Coordinate and participate to continuous improvement projects / activities
6.2 Work on continuous improvement projects / activities
6.3 Verify the QCPC Board on a regular basis to ensure that the QCPC process produces the desired results
6.3 Assure that the QCPC process is alive (produce a high level of suggestions) and take the required actions to maintain a high QCPC solved rate.
6.3 Promote the use of QCPC (TCQP) as the mean to convey improvements ideas. Support the Supervisor in the implementation of QCPC
7. 7.1 Attend and audit daily start-up meetings on a regular basis
7.1 Plan and conduct daily start-up meetings 7.1 Help and assist supervisor in daily start-up meetings
7.2 Stay in touch w ith supervisors, TL and team members
7.2 Communicate w ith TL and team members throughout the shift
7.2 Establish frequent communication w ith team members throughout the shift
7.3 Assure and audit the shift to shif t coordination
7.3 Participate in shif t to shift meetings 7.3 Share end of shift information to his supervisor and incoming TL
7.4 Be the voice of the team members to the management
8. Training & coaching
8.1 Conduct a bi-annual review w ith supervisors and discuss performance and development needs (training, coaching…)
8.1 Conduct an annual performance review w ith TL and team members and discuss performance and development needs (training, coaching…)
8.1
8.2 Assure that supervisors are trained, qualif ied and mobilized to accomplish their w ork according to standards
8.2 Assure that TL and team members are trained, qualif ied and mobilized to accomplish their w ork according to standards
8.2 Provide input to the supervisor on training needs and development of the team members
8.3 Develop training plans for the production department
8.3 Develop training plans (w hen, w hat, w ho) for TL & team members, assure to have cross-functional team members
8.3 Conduct on-the-job training according to training plans and needs
Communication
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A Day in a Life of ….Time Operator Team Leaders Supervisor
6:00 am Designated Start-up operators only Start up Molding Presses Start up Post cure ovens Start up Mono-foaming oven Complete process check-sheets for
mezzanine mixing equipment Nucleation checks for polyol - all 6
presses Run first part on Mono-foaming oven –
confirm quality, production ready Load “green parts” from prior shift into
post cure ovens – auto mode.
Arrive at work Review shift log book Respond to any problems with pre-
work start-up Check raw material inventories Verify line readiness Identify any needed mold changes –
notify operatorss Drop kanban for bulk materials;
polyol, isocyanate, catalyst, etc. (pick up time 7:00 AM)
Review Supervisor logbook for unusual conditions on prior shift
Review WIP and FG inventory – within min / max levels?
Review attendance / vacation plan for known absences
Look for any abnormal conditions that might delay start of production
Visit Bumper Paint, Tool & Die, and Maintenance – special needs today?
Identify any special production needs for the day
Review attendance- complete job rotations for the day based on absences, restrictions etc.
6:15 am Start-up operators only : Clean and prepare molds for production
Produce first part and confirm quality Leave presses ready to run
Respond to any problems identified during press start-up.
Help operators solve any start up problems
Get T&D or Maint. if needed Report manpower needs to Asst.
Mgr. (request for support) 6:25 am Most operators arrive for work and go
to their workstations. Gather needed supplies; gloves, blades,
sand paper, etc.
Provide clean process data sheets for daily production data
Final review – adjust labor as needed
6:30 am Start production Fill in for absent operators on the line if required
Confirm part quality and process stability
Record absenteeism or tardies on team attendance calendar
Prepare for any needed disciplinary feedback.
Roles and Responsibilities
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Changing the World. One Kaizen at a timeThis presentation is an intellectual property of W3 Group Canada Inc.
No parts of this document can be copied or reproducedwithout written permission from:
Marek PiatkowskiW3 Group Canada Inc.iPhone: 416-235-2631
Cell: 248-207-0416
[email protected]://twi-network.com
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