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# Training Within Industry: TWI Problem Solving (PS) Program by Operational Excellence Consulting

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The TWI Problem Solving (PS) program trains supervisors in how to solve problems in order to achieve the desired results. Based on the TWI four-step model, the TWI-PS program integrates and elevates the three original TWI skills (JI, JM and JR) into a problem-solving focus.

Participants are taught how to isolate the problem and then analyze the problem from the mechanical and people angles to find the root causes. Solutions are identified and prioritized to correct the problem. The results are checked and evaluated for the desired impact.

Learning Objectives

1. Solve problems based on the 4-Step Process for Problem Solving
2. Apply the Problem Analysis Sheet and the Causation Analysis Sheet to analyze and identify root causes
3. Apply the JI, JM and JR skills and tools to solve the problem

Contents

Basic Needs of Supervisors
Supervisor’s Responsibilities
Introduction to Problem Solving
Objective of Problem Solving
Results from PS Training
Comparison of Toyota & TWI Problem Solving Steps
What Is a Problem?
4 Steps for Problem Solving
Step 1: Isolate the Problem
Problem Analysis Sheet
Causation Analysis Sheet
Step 2: Prepare for Solution
Mechanical & People Problems
Step 3: Correct the Problem
Step 4: Check and Evaluate Results
Summary

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### Training Within Industry: TWI Problem Solving (PS) Program by Operational Excellence Consulting

2. 2. © Operational Excellence Consulting. All rights reserved. 2 Learning Objectives • Solve problems based on the 4- Step Process for PS • Apply the Problem Analysis Sheet and the Causation Analysis Sheet to analyze and identify root causes • Apply the JI, JM and JR skills and tools to solve the problem Copyrights of all the images used in this presentation are held by their respective owners.
3. 3. © Operational Excellence Consulting. All rights reserved. 3 Outline • Basic Needs of Supervisors • Supervisor’s Responsibilities • Introduction to Problem Solving • Objective of Problem Solving • Results from PS Training • Comparison of Toyota & TWI Problem Solving Steps • What Is a Problem? • 4 Steps for Problem Solving • Step 1: Isolate the Problem • Problem Analysis Sheet • Causation Analysis Sheet • Step 2: Prepare for Solution • Mechanical & People Problems • Step 3: Correct the Problem • Step 4: Check and Evaluate Results • Summary NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: http://www.oeconsulting.com.sg
4. 4. © Operational Excellence Consulting. All rights reserved. 4 Program Benefits • Positively reinforces the role of the supervisor regarding problem solving • Gives the supervisor a simple and repeatable method to solve problems based on the TWI model • Enables immediate application of the supervisor’s ideas • Involves the supervisor with the workforce in collaborative solutions
6. 6. © Operational Excellence Consulting. All rights reserved. 6 Supervisor’s Responsibilities • What supervisors are responsible for:  Quality  Production  Cost • How they achieve those responsibilities:  Knowledge of work  Knowledge of responsibilities  Skill in instructing  Skill in leading  Skill in improving methods  Safety component to all the above needs
7. 7. © Operational Excellence Consulting. All rights reserved. 7 Introduction to Problem Solving • The Problem Solving program was developed in order to provide management with a process whereby supervisors could acquire skill in solving problems • Require supervisors to apply the following skills:  Job Instruction (JI)  Job Methods (JM)  Job Relations (JR)
8. 8. © Operational Excellence Consulting. All rights reserved. 8 Introduction to Problem Solving • Constant need to increase profitability and productivity and with less resources • Today’s production problems are more complex and require analytical approaches to solve them • PS is not a program to make people work harder or faster • Purpose of PS program is to give us a systematic approach to problem solving
9. 9. © Operational Excellence Consulting. All rights reserved. 9 Objective of Problem Solving (PS) • Provide supervisors with a systematic way to solve problems in order to achieve the expected results
10. 10. © Operational Excellence Consulting. All rights reserved. 10 Results from PS Training • Increased customer satisfaction • Increased market share • Lower costs • Faster delivery time • Increased profitability • Increased efficiency • Improved morale
11. 11. © Operational Excellence Consulting. All rights reserved. 11 Comparison of Toyota & TWI Problem Solving Steps Toyota Problem Solving Steps TWI Problem Solving Steps 1. Clarify the problem 1. Isolate the problem a. State the problem b. Give proof or evidence c. Explore the cause d. Draw conclusions 2. Break down the problem 3. Set targets 4. Conduct root cause analysis 5. Develop countermeasures 2. Prepare for solution a. Use JM, JI & JR steps 1 and 2 6. See countermeasures through 3. Correct the problem a. Use JM, JI & JR steps 3 and 47. Monitor both results and process 8. Standardize successful processes 4. Check and evaluate results
12. 12. © Operational Excellence Consulting. All rights reserved. 12 What Is a Problem? A supervisor has a problem when the work assigned fails to produce the expected results Standard – what should be happening Current situation – what is actually happening Gap = Problem
13. 13. © Operational Excellence Consulting. All rights reserved. 13 The 4-Step Method for PS 1 2 3 4 Isolate the Problem Prepare for Solution Correct the Problem Check and Evaluate Results
14. 14. © Operational Excellence Consulting. All rights reserved. 14 Step 1 — Isolate the Problem 1. State the problem  Pick up current problems  Problems up to now  New problems breaking out  Approaching problems  Look for and find problems  Anticipate and foresee problems  Discussion and review of records  Prioritize  Importance, necessity, emergency level Step 1: Isolate the Problem
15. 15. © Operational Excellence Consulting. All rights reserved. 15 Step 1 — Isolate the Problem 2. Give proof or evidence of the problem  View with an open mind  Talk with people, review records  Gather facts, circumstances, figures, etc. that directly show the problem  From the Mechanical angle: schedules, rework and scrap, equipment breakdown, accidents, etc.  From the People angle: productivity, knowledge and skill, safety, interest, job satisfaction, etc. Step 1: Isolate the Problem
16. 16. © Operational Excellence Consulting. All rights reserved. 16 Step 1: Isolate the Problem State the Problem Draw Conclusions Explore the Cause Give Proof or Evidence
17. 17. © Operational Excellence Consulting. All rights reserved. 17 Problem Evidence Causes Direct Indirect Core/Root Customers complaining about late deliveries. On-time delivery stands at 87%. Packaging delays creating a bottle-neck of finished product. Delivery of packaging product is frequently delayed from printer. Films from art department are being held up waiting for confirmations. Need corporate approvals for correct usage of all company logo marks. Poor communication between corporate marketing and plants. Chain of Causation Step 1: Isolate the Problem
18. 18. © Operational Excellence Consulting. All rights reserved. 18 Step 2 — Prepare for Solution Step 2: Prepare for Solution Problem People ProblemMechanical Problem Don’t care/ Won’t do Don’t know/ Can’t do Knowledge & Skill Development Attitude & Behavior Correction Method Improvement Use JI Use JR Use JM
19. 19. © Operational Excellence Consulting. All rights reserved. 19 For Mechanical Problems • First, analyze the overall job or situation  Cast a “wide net”  Use Flow Charts and Flow Diagrams to list and map the routing and location of parts, materials, data, etc. • Next, analyze the specific job or situation  Breakdown the job method by listing all details  Question all details to locate problem sources Step 2: Prepare for Solution
20. 20. © Operational Excellence Consulting. All rights reserved. 20 For People Problems Don’t Know Can’t Do Don’t Care Won’t Do Faulty Instruction Wrong Assignment Personality Situation Step 2: Prepare for Solution
21. 21. © Operational Excellence Consulting. All rights reserved. 21 Step 3 — Correct the Problem Mechanical Problem People Problem Develop the new method 1. Eliminate unnecessary details 2. Combine details when practical 3. Rearrange details for better sequence 4. Simplify all necessary details 5. Work out your ideas with others 6. Write up the proposed new method Flow Chart Job Breakdown Sheet Apply the new method 1. Sell your proposal to the boss 2. Sell the new method to the operators 3. Get final approval of all concerned on safety, quality, quantity, cost, etc. 4. Put the new method to work; use it until a better way is developed 5. Give credit where credit is due Present the operation Tell, show and illustrate one Important Step at a time Do it again stressing Key Points Do it again stating reasons for Key Points Instruct clearly, completely and patiently but don’t give them more information than they can master at one time Try-out performance Have the person do the job— correct errors Have the person explain each Important Step to you as they do the job again Have the person explain each Key Point to you as they do the job again Have the person explain reasons for Key Points to you as they do the job again Make sure the person understands Follow up Stress quality and safety Designate who the person goes to for help Encourage questions Take action Are you going to handle this yourself? Do you need help in handling? Should you refer this to your supervisor? Watch the timing of your action Explain and get agreement on action Take the action Consider the person’s feelings and attitude Inform everyone involved Don’t pass the buck Step 4 — Check and Evaluate Results Follow up to see that the change or correction has been made. What improvement do the records show in Quality, Quantity, Safety, Cost? Consider the Human angle. Note changes in attitudes and relationships. Inform all those concerned of progress and results of the action or correction. Look for ways to prevent a recurrence of this problem. Did your action help production? Step 3: Correct the Problem Use JM for mechanical problem Use JR for people problem (Don’t care / won’t do) Use JI for people problem (don’t know / can’t do)
22. 22. © Operational Excellence Consulting. All rights reserved. 22 Step 4 — Check & Evaluate Results • Follow up to see that the change or correction has been made • Look at what improvement the records show in quality, quantity, safety and cost • Consider the human angle – note changes in attitudes and relationships • Inform all concerned of the progress and results of the action or correction • Look for ways to prevent problem recurrence Step 4: Check & Evaluate Results