How to Make Your Job Breakdowns & Training More Effective
When building a house and the excavation process is completed, “It’s just a hole in the ground.” It is just a bunch of dirt. Not impressive. When the footers are poured it looks like a maze of concrete. Still not very exciting. The subfloor comes next and it looks like a big platform. There is no feeling of “house” yet.
Finally the walls are framed and it starts looking like a house. There is a feeling of the space and what it will be like. Now it gets exciting.
Building a strong culture of lean is similar. Everyone talks about building the “lean house” and The foundational items of the TWI program are now commonly part of the house model.
The TWI methods like Job Instruction are not necessarily “sexy and exciting” (oh, but they actually are!), but they are critical to the strength of the overall structure! Most companies find out later (too late) that some mistakes made during the building of the foundation creates new problems. If the house foundation is out of square it was not really noticeable until the floor tile was installed. Adding the very straight lines of tile on an out of square foundation magnified the issue.
In the house construction business every tradesperson who comes along has to make corrections for the issues created before them. The final trim carpenter has a bag of tricks to “fool the eye” so that things that are not level and plumb appear as though they are. This would be analogous to using “bandaid” countermeasures to cover up for what was not done properly in the first place.
The culture of “hurry up and get something done” needs to be changed! Everyone seems to be too busy to “do the right thing,” but there is plenty of time to fight the fires that exist due to a haphazard effort in building the foundation.
If the Job Instruction Method is a foundational piece of a lean culture, the good job breakdown is the most critical piece of the method.
Completing a Job Breakdown seems so simple, but most people do not do them correctly. Determining the Key Points of the work is without a doubt the most critical step. If you do not identify the critical information necessary for successful completion of the work, the training delivery can be perfect but the result will still be poor.
There are several common mistakes that will be addressed during this session. For example, do you know what needs to be said during training and what does not? Do you understand that explain too much can actually reduce the effectiveness of the training? Do you know how to differentiate between critical key points and other items which don’t matter so much? Do you know how to sort out the actual needs for job completion versus the things people do because “that is the way we do it”?
The original TWI training material is very simplistic and does not provide good examples for jobs that are complicated. The typical “fire underwriters knot” example does not convey the complexities of modern work. In this session David will give clear guidelines in how to write a more effective Job Breakdown for the modern workplace and also for non-cyclical work.
David Meier was first exposed to the TWI methods in 1987, and has applied them in many industries since that time. David Meier is an internationally recognized authority on Lean Manufacturing and The Toyota Production System (TPS). David is the co-author of the best selling books, The Toyota Way Fieldbook, (McGraw-Hill, 2005), and Toyota Talent, (McGraw-Hill, 2007) with Jeffrey Liker.
The modern workplace is certainly different from the workplace when the TWI programs were originally developed.
Toyota Talent provides greater detail for using the TWI Job Instruction method for the more complex jobs of today.
David has applied the TWI Job Instruction method to every type of work in many different industries, and can provide a more clear understanding of how to use this powerful method to develop talent within your organization!