Appreciating Systems

Appreciating Systems for Genuine Efficiency
Home » Posts tagged 'JBS'

There are only 2 possible causes for #RootCauseAnalysis and it’s very close to #TWI from #Lean

May 3rd, 2018 Posted in Lean Tags: , , , , , , , ,

A friend of mine just reported a very interesting insight from a meeting he had with the japanese man (sorry didn’t took note of his name) who invented QRQC or Quality Circles. I’m posting this here as the guy doesn’t have a blog of his own.

The two possible root causes are:

  • failure to instruct properly, which is what TWI Job Instruction is about
  • failure to setup your process properly, which at first the japanese man presented as a bad FMEA.

And what’s in a FMEA? 1) Overall steps of a process 2) Key points and 3) risk analysis

Can you see how close this is to a TWI Job Breakdown Sheet with the 1) steps 2) key points and 3) justifications of the key points (where the justification is a risk mitigation technique in itself to ensure memorization of the key points)?

So basically, you end up with the only two possible root causes of any problem :

  • bad Job Breakdown Sheet (description and organization of the job)
  • bad Job Instruction (instruction of that job)

 

 

#TWI Job Instruction is technical #strength-based teaching – #Lean

It stroke me the other day that the Training With Industry Job Instruction material is just strength-based appreciating, gathering and teaching for the shop floor.

Strengths are what make people tick: what they know and know how to do, and succeed at.

Job Instruction is what TWI developed as a teaching method in order to gather shop floors best practices and teach them to new hires in a most efficiency way.

There are two phases in JIT:

  1. Prepare the material, where the trainer go on the shop floor (or Gemba) and interviews the employees on what are the best ways to achieve some work, and how to best do it (safety, tricks, etc.)
  2. Deliver the material, where the trainer is encouraged to cut the work into suitable pieces so that the teaching can be done in 20-30 minutes at most.

The way JIT is built also is based on the best strengths of how people learn: small theoretical chunks followed by thorough practice and correction, before any bad habit have a chance of forming.

Also, JIT insists on the fact that the Job Breakdown Sheets are material for the trainer only, and not for the trainees. What to put inside relies on the strengths of the trainer, it’s not generic training material for all kind of trainees.

In the end, I find JIT to be a method to gather “technical” strengths of workers and transmit them around the shop floor for all to benefit.

Just ages before the strengths movement crystalized.

Mail List

Join the mailing list

Check your email and confirm the subscription