by Julie | May 27, 2016 | Consulting, Employee Training, Management, Process Improvement
OVERCOMING THE OBSTACLES OF BEING A UNIQUE ORGANIZATION
As you look at your organizational challenges, do you have some nagging issues that you can’t seem to resolve? One manufacturer shared they do a good job of implementing process improvements, but, they don’t seem to “stick”. Another said the operators don’t follow instructions.
Often during discussions around potential resolutions to these issues I hear, “we tried that but it didn’t work.” Perhaps you have heard that phrase as you work to resolve your organizational challenges.
Over the past few weeks, I have been discussing the programs within Training Within Industry. The first three programs, Job Instruction, Job Methods and Job Relations provide tools to help people learn to do their jobs quickly, improve how the jobs are done and effectively deal with conflict that arises along with way. Each of these programs can effectively be applied to individual manufacturing plants. However, at some point, there are some challenges that are unique to a particular plant or company. So, the last program contained in Training Within Industry is Program Development which is defined as “how to address a production problem through training.” The program includes defining the production problem, developing a specific plan, putting the plan into action and then checking to ensuring the action has the desired results.
When defining the problem, it is helpful to gather evidence and underlying causes for the specific issue. This data can help determine if you have a training issue or perhaps a different production issue. All too often the problem isn’t fully defined before implementing a quick fix resulting in a nagging organization issue.
Following this process may take a lot of time, a precious resource in most organizations. But, before deciding that you don’t have time to utilize this program, ask yourself, how much is this issue costing my bottom line? If I don’t address it, am I willing to live with this ongoing problem? If you decide that the organization needs to address the issue, follow the process outlined in Program Development. I am confident that you will be able to make lasting improvements to your organization.
For more practical tips for manufacturing professionals to attract, train and retain your hourly workforce, go to www.keyprocessinnovations.com.
by Julie | May 19, 2016 | Consulting, Employee Training, Management, Process Improvement
Tips to Enhance Employee Involvement in Process Improvement
I enjoy trying new recipes but if you know me at all, I’m not very good at following instructions. So, the first time I try a recipe, I will try to follow the instructions and for the most part, use the specified ingredients. If a recipe proves to be worth trying again, I will begin analyzing the instructions in order to find a more efficient way to prepare the dish.
I am sure that the creator of the recipe came up with the process based on the skills and equipment that she had, but, my kitchen set-up is different and as a result, I’m sure I can find a more efficient way to achieve the same results.
The Job Methods program within Training Within Industry has a similar goal but on a much larger scale. This program was developed to teach employees to understand and improve their work and to sell their improvement ideas to their supervisors, peers and upper management. The goal is to give plant personnel the tools they need in order to produce more products in less time with the same level of quality while utilizing the available resources.
If you believe that your plant has opportunities to enhance employee involvement in your process improvement initiatives, I would make the following suggestions:
- State the organizational goals and how improving the process of how things are done will help achieve those goals. Make sure these goals are congruent with the workforce goals, i.e. increased profitability.
- Give employees the freedom to question how things are done. Don’t allow the phrase “but we have always done it that way” to be used. Perhaps set-up a friendly fine for the person who expresses that sentiment.
- When looking at ways to improve a process, utilize a Job Methods Breakdown sheet in order to capture all the steps in the process and then question every step. Ask Why? What? Where? When? Who? How? as you work through each of the steps.
- Provide employees a method for making suggestions for process improvements. I have often heard employees say that they have made suggestions but no one ever accepts them. But, in order for a process improvement idea to be made, it needs to be well thought out and presented in a setting where constructive feedback can be made and received.
- Make sure employees receive recognition for their ideas. The more recognition they receive; the more ideas they will generate.
Employee involvement in continuous improvement activities is an important key to the success of manufacturing companies. But, without the proper training and support, employees may end up feeling disconnected from these activities. Effective communication, robust training and an open and supportive workplace will go a long way towards achieving your productivity goals.
For more practical tips for manufacturing professionals to attract, train and retain your hourly workforce, go to www.keyprocessinnovations.com.
by Julie | May 17, 2016 | Consulting, Efficiency, Employee Training, Management
Training Supervisors on Conflict Resolution
Dealing with conflict is an important part of a healthy work environment. And making sure people have the skills to resolve those issues was so important that Job Relations Training was included as one of the four programs within Training Within Industry. Donald Dinero in his book “Training Within Industry” said Job Relations Training “gives supervisors an easy method to use on a daily basis to inform their decisions and make their jobs easier.”
The program includes a 4 step method for handling conflict. As I read through the 4 steps (Get the Facts, Weigh and Decide, Take Action and Check Results), I thought about how difficult it can be to take unemotional approach to a situation where you are emotionally involved.
But, being effective in a supervisory role requires the ability to look beyond the emotions and focus on what is best for the organization. The importance of a supervisor is often overlooked but, he or she probably has one of the most difficult positions within a manufacturing plant. It is the supervisor’s responsibility to produce consistent results in order to meet the business objectives, however, they are also responsible for addressing the day to day concerns of the hourly employees. I imagine the supervisor being pulled in both directions when at times, these two groups are perceived to be diametrically opposed. The supervisor is expected to be calm under pressure, patient, demanding, understanding, unyielding, etc.
Have you looked at the organization through the supervisor’s glasses? Do they have the skills they need in order to keep your organization moving in the direction you want it to move? Are they getting the support they need in order to address the concerns of the hourly work force while focusing on the organizational goals?
For more practical tips for manufacturing professionals to attract, train and retain your hourly workforce, go to www.keyprocessinnovations.com.
by Julie | May 5, 2016 | Consulting, Efficiency, Employee Training, Onboarding
Introducing Job Instruction Training
One way to remove variability from your process is to ensure the operators are properly trained. Sounds easy enough – but how do you go about doing that?
Fortunately, a proven methodology has already been developed. Job Instruction Training (JI), one of four programs contained in Training Within Industry (see this blog for more information on TWI) covers this important topic. According to JI, training can be broken down into the following steps:
- Prepare the Operator. People tend to be nervous before learning something new and this can impact the learning process. So, try to relax the operator while learning more about him, including any relevant experience. You also want to explain why what they are learning is important and how this task relates to the overall manufacturing process.
- Present the Operation. Explain each of the steps in the operation, identifying key points along with the reasons for each step. Describing each step while the operator watches will help the operator learn much faster. The more senses that are utilized during learning will increase the retention rate and speed.
- Perform the Operation. Once the operator has seen the steps performed and had the key points and reasons explained, now is the time to try it himself. As the operator works through the steps, have him explain the key points and reasons for each step. Be patient as the operator walks through each of the steps taking the time to check for understanding by asking questions.
- Follow-Up. Once you feel the operator has a good understanding of the process, you can leave him alone. But, make sure you check back with him periodically (more frequently initially) to ensure the steps are being followed and he doesn’t have any questions.
After reviewing this information, you probably had a similar reaction as me which was “this seems fairly straightforward.” However, I also wondered how many instructors have been taught how to train an employee to do a new job. Without a doubt, it is possible to be successful without a fully defined training methodology, but, I wonder, how much more efficient and effective could you be if you took the time to establish a formal training method for your instructors to follow?
For more practical tips for manufacturing professionals to attract, train and retain your hourly workforce, go to www.keyprocessinnovations.com.
by Julie | Apr 28, 2016 | Consulting, Efficiency, Employee Training, Interim Management, Management, Safety
TRAINING WITHIN INDUSTRY
Over the past few years, I have had the pleasure of being an instructor at the Investment Casting Institute’s Process Control Class. It was in this class that I had my first introduction to Training Within Industry.
During World War II, there was a shortage of skilled and trained workers at a time when the demand on manufacturing was very high. As a result, Training Within Industry was developed to quickly and efficiently train operators.
There are four programs of Training Within Industry:
- Job Instruction (JI) – this component teaches trainers how to train
- Job Methods (JM) – a methodology that employees use to make their job easier
- Job Relations (JR) – an analytical method for addressing personnel issues
- Program Development (PD) –how to solve production problems that are unique to a particular organization
Each of the programs are broken into four steps and the training and implementation of these programs is very structured. However, the organizations which followed this approach realized unbelievable results. After the war, TWI became less common place in the United States, however, the Japanese learned about it and TWI is credited to be the foundation of Lean Manufacturing.
In the book Training Within Industry by Donald Dinero, the author states that “TWI helped lay the bases for “learning organizations,” where successful companies train their employees to question, think and solve problems. “
Can you imagine a better workforce than one that can question, think and solve problems? There are a number of resources available online to learn more about Training Within Industry. In the upcoming articles, I’ll provide more information on each of the programs.
For more practical tips for manufacturing professionals to attract, train and retain your hourly workforce, go to www.keyprocessinnovations.com.
by Julie | Apr 14, 2016 | Consulting, Employee Training, Interim Management, Management, Onboarding, Safety
THE START OF SOMETHING BEAUTIFUL
Starting a new job can be a little stressful. Meeting new people, learning new tasks and an adjusting to a new workplace culture. Can you think back to your first day with your current employer? Were you nervous? Excited? How were you greeted by your new peers? Was everyone expecting you?
Some employers seem burned out from the hiring phase – it is like a revolving door for new employees. Employees are hired and then they leave within a week or two resulting in more time and money spent on recruiting and training.
Without a doubt, hiring employees has gotten much more difficult in recent years. There is a shortage of skilled workers who have the workplace competencies needed in manufacturing. So, recruiting qualified candidates is much more difficult. (Check out this article on tips on recruiting the most qualified employees.)
But, once you have selected a qualified employee, you want to make them feel welcome. Have you thought about the first impression you give your new employee on their first day? Could you do more to let your new employees know you view them as a valuable member of your team? Here are few suggestions that could help in retaining your new employees:
- Interview current employees about what they thought about their first day, week or month with the company. What was their impression of how they were welcomed by the company? What is one thing they would like to see improved or implemented?
- Establish a mentor program so veteran employees can assist new hires assimilate into the culture.
- Create an employee based committee to assist in developing and instituting the onboarding process. You might even consider allowing them to participate in interviewing candidates.
- Provide a checklist for the hiring manager or supervisor so they can ensure the company is prepared for a new employee prior to the first day.
Establishing an onboarding program is an important part of retaining your work force (check out this blog for more information on onboarding). But, don’t overlook the importance of making a good impression on the first day. Making the employee feel welcome and helping them adjust to your culture can help retain a valuable new employee.
For more practical tips for manufacturing professionals to attract, train and retain your hourly workforce, go to www.keyprocessinnovations.com.
by Julie | Apr 7, 2016 | Consulting, Employee Training, Interim Management, Management, Onboarding, Safety
The goal in manufacturing is to SAFELY make an end product that meets customer specifications with the lowest cost possible. There is nothing more important than the safety of the employees. But even looking beyond the employee, having a strong safety culture also impacts your bottom line.
I recently met with a manufacturing professional who shared if you want to know if a company is profitable, ask them about their safety statistics. If they don’t know them off the top of their head or can’t find them quickly, they are probably struggling financially. Without a strong safety program, eventually the number of workplace accidents will start to climb.
When thinking about workplace accidents, I imagine an iceberg with 20% above the water and 80% below the water. The cost of the accident is the part above the water including doctor/hospital bills, employee time-off, etc. But, the actual cost is what is under the water which includes increased insurance premiums, higher payroll and reduced plant productivity.
But, you don’t have to take my word for it. I found a lot of data that supports the relationship between a strong safety culture and profitability, including the following:
- A Liberty Mutual survey reports 61% of executives say $3 or more is saved for each $1 invested in work place safety (http://www.the-osha-advisor.com/CASE.html)
- Participation in OSHA’s Voluntary Protection Program saved one company $930,000 per year and the company had 450 fewer lost-time injuries than its industry average (http://www.asse.org/bosc-article-6/)
- According to the American Society of Safety Engineers, investment in health and safety programs can result in saving in workman’s comp claims, liability damages and litigation costs in addition to improvement in productivity and employee morale.
Providing a safe workplace for your employees is a win-win. It is good for the employees and good for your bottom line. If you believe your safety program needs a little work, there are a number of resources available online including an article I recently wrote on the importance of reporting near-misses.
For more practical tips for manufacturing professionals to attract, train and retain your hourly workforce, go to www.keyprocessinnovations.com.
by Julie | Mar 31, 2016 | Consulting, Efficiency, Employee Training, Interim Management, Management
WITH RIGIDITY OR FLEXIBILITY?
One of the reasons operators are trained to do a task the same way is to ensure uniformity and reduce process variability. However, this approach may not take into account how operators should react to slight process variations.
Yes, we want consistency from operator to operator but, we also want the operator to be aware of process fluctuations and adjust accordingly. One of the benefits of having an operator do a job rather than a robot is that they can observe the process. However, operators need to know what to do when slight changes are observed. Should they modify the process or stop production and notify management?
Some argue that operators should all do the same thing and not make any changes to the process. Others suggest that it is best to have operators aware of the overall process and the desired end result and then give them the flexibility to modify the steps based on their perceived best method. I see benefits and challenges with each of those approaches.
If operators are instructed to follow the process exactly as they were trained, the following questions come to mind:
- What is the impetus for making improvements to the process?
- What if a shift in the process impacts the final product?
- How do the operators provide input for a better method?
- Who decides whether this new method should be implemented?
If the operators have the flexibility to modify the process based on their perceived best method, I start to question:
- How do the operators know that their modification won’t impact product quality?
- Is their modification the most ergonomic method?
- Will other operators try the same modification but achieve a different result?
Regardless of the how you approach improvements to a process, it is critical that the operators have input. They work in the process on an ongoing basis and will detect subtle changes that might otherwise go unnoticed. Establishing a method for incorporating process improvements will go a long way towards reducing process variability.
For more practical tips for manufacturing professionals to attract, train and retain your hourly workforce, go to www.keyprocessinnovations.com.
by Julie | Mar 25, 2016 | Consulting, Employee Training, Onboarding
UTILIZING SCIENCE TO OPTIMIZE ADULT LEARNING
As you develop an approach to training your operators, it is important to remember that adults have different motivations than children or adolescents. Being aware of these differences and making adjustments to your training approach will make your operator training much more effective.
Andragogy is the method and practice of teaching adult learners. After studying the theory of adult education, Malcolm Knowles combined his research with andragogy and developed six assumptions related to adult learning:
- Tell them the Why. It isn’t enough to tell an adult that something has to be done a particular way – they also need to know why it is important.
- Motivation. Adults are motivated both externally (promotions, higher salaries, etc.) and internally (increased knowledge or self-esteem). Awareness of these motivators can augment the learning process.
- Self-concept. They need to be treated like they are capable of learning and have the ability to direct their learning. This means giving them freedom to identify areas of weakness that require further study.
- Respect prior experience. Adults have different experiences that they will bring into their new workplace or position. Try to draw out these experiences to use as a foundation for current training.
- Readiness. Motivation is much greater when focused on subjects they will encounter in either their work or personal lives. The days of learning Advanced Linear Algebra have passed (one would hope).
- Orientation. Learning should be based on problems that will be faced instead of theoretical issues. The student will ask how this knowledge will solve a problem. If a sufficient answer can’t be found, the motivation may be lost.
So, as you begin training your operators, try to keep these assumptions in mind. As training material is developed, ensure that it contains information that is pertinent to the task they are being trained to do. Use job specific examples that can be easily applied. And remember to include why the training is important. The more mindful you are of these assumptions, the more effective the training will be. And that will in turn have the desired affect.
For more practical tips for manufacturing professionals to attract, train and retain your hourly workforce, go to www.keyprocessinnovations.com.
