Introduction
The article describes a case study of the
implementation of the Training Within Industry TWI program in Autoliv Poland LLC
Company from Jelcz-Laskowice (later referred to as Autoliv). The article
includes findings both the employees of Autoliv and the consultant,
LeanTrix Company, who supported the implementation of the program.
Autoliv Company
Autoliv Company was founded in Vårgårda in Sweden in
1953. Since its beginning Autoliv has been engaged in the production of
complete safety systems for cars (Figure 1). Autoliv's vision is to significantly
reduce the amount of road accidents, injuries and deaths on roads. In order to fulfill
its vision, Autoliv Company designs, manufactures and markets cutting-edge
security systems for vehicles. In short Autoliv is:
- A leader in the technology and sales of safety systems - with total revenue from sales equal to 9 trillion dollars.
- A supplier for all leading car manufacturers.
- A holder of 80 production plants in 29 countries, 10 technical centers in 9 countries and 21 tracks for crash tests.
- An employer who employs more than 64,000 employees, including 4,000 employees in the area of R,D, and E.
In Poland, the Autoliv Company has four manufacturing
plants: two in Olawa (AEP and APT) and two in Jelcz-Laskowice (APR and APA). The
factories in Jelcz-Laskowice have been producing safety belts since 2002 and airbag modules since 2010. A total of over 1500 employees are employed in
Jelcz-Laskowice.
Figure1. Autoliv Poland Company in Jelcz–Laskowice
The implementation of TWI program was launched on selected
production lines of airbag modules in the APA production plant in Jelcz-Laskowice.
Why the Training
Within Industry (TWI) Program?
The Training Within Industry Program (TWI) is a
comprehensive program to develop the skills of forepersons, leaders, and
managers in the areas of instructing employees (TWI IP), building good
relations with employees (TWI RP) and improving working methods (TWI MP).
The TWI program was originally developed in the US during World War II in order to help leaders to effectively involve people in industry, especially those who had never worked in this field before - mostly women and young people (Graupp, Wrona, 2006). Implementation of the TWI program in American industry brought tremendous benefits and contributed to the victory over Hitler's armies. The success of the program was based on the fact that each of its methods was constructed on the basis of the PDCA cycle (Misiurek, 2016), which was developed shortly before William Edwards Deming formed the TWI program. After World War II, the TWI program was included as a major aid program in Japanese companies, and a short time later gained such respect that it not only became a method of improving productivity, but also became the culture of operations in Japanese companies. To this day it is believed that the TWI program was the foundation of the creation of the Toyota Production System and later, Lean Manufacturing (Liker, Meier, 2007).
The TWI program was originally developed in the US during World War II in order to help leaders to effectively involve people in industry, especially those who had never worked in this field before - mostly women and young people (Graupp, Wrona, 2006). Implementation of the TWI program in American industry brought tremendous benefits and contributed to the victory over Hitler's armies. The success of the program was based on the fact that each of its methods was constructed on the basis of the PDCA cycle (Misiurek, 2016), which was developed shortly before William Edwards Deming formed the TWI program. After World War II, the TWI program was included as a major aid program in Japanese companies, and a short time later gained such respect that it not only became a method of improving productivity, but also became the culture of operations in Japanese companies. To this day it is believed that the TWI program was the foundation of the creation of the Toyota Production System and later, Lean Manufacturing (Liker, Meier, 2007).
Implementation of the TWI program in manufacturing
companies corresponds with the improvement of their key performance indicators
(KPIs). These include, among others: productivity, failure frequency,
timeliness, quality and safety. Losses in these areas are often directly caused
by human errors. According to Lean Management method, the effective
elimination of problems occurs when their root causes are eliminated. In the
case of human errors, the root causes include (Misiurek,
2016):
- A lack of or poorly executed on-the-job training.
- Failure to obey job standards by employees due to their bad development.
- A lack of the process of auditing employees.
The TWI program is focused on the elimination of the root
causes of human errors by providing thorough methods for effective on-the-job
training, auditing and the improvement of working methods (jap. Kaizen).
Implementation of the TWI program in the Autoliv production
plant in Jelcz-Laskowice aimed to eliminate specific manufacturing problems
related to:
- An increase of employment (more than 300 new employees planned for 2016).
- Frequent employment of temporary workers.
- High exchange of staff between production lines.
- Slow implementation of new employees to work.
- A lack of ability to transfer the experience of employees (tricks, facilities), which corresponds with a longer implementation time of a new employee.
- A lack of telling new employees the reasons that precisely describe why work should be performed according to the agreed standard (a lack of awareness among employees).
- A lack of willingness to use instructions by experienced employees (instructions often did not reflect the real production practice).
The
development of competences in the TWI program
During implementation of the TWI program, the development
of competences among employees who are involved in this program is the most
important. Competences should be seen as a combination of three main
components: knowledge, skills and responsibility.
In Autoliv the development of employee competences was based on the PDCA cycle. Training of employees (Plan Phase) aimed to build their knowledge about the TWI program. After that and through the practice of this knowledge (Do phase) employees began to acquire skills. When they obtained certification and started to independently use the methods of the TWI program, they then gained responsibility (Check phase). The last phase was to train internal experts who not only had experience in the TWI program, but were also able to teach others (Act phase). This process is shown in Figure 2.
In Autoliv the development of employee competences was based on the PDCA cycle. Training of employees (Plan Phase) aimed to build their knowledge about the TWI program. After that and through the practice of this knowledge (Do phase) employees began to acquire skills. When they obtained certification and started to independently use the methods of the TWI program, they then gained responsibility (Check phase). The last phase was to train internal experts who not only had experience in the TWI program, but were also able to teach others (Act phase). This process is shown in Figure 2.
Figure. 2. Levels of the development of employees
involved in the TWI program
(Based on Misiurek, 2016)
Between the training phase (1) and certification (3)
is the area of practicing methods (2). Often when training companies are asked
to conduct training (1), they receive a goal from top management: to build the awareness
and commitment of employees. This goal is not feasible! The awareness of people
is only built up from the moment of licensing (3). Only after the training phase (1),
a desire to use the methods and tools of Lean can arise among
people. However, awareness is born when something is practiced. The TWI program
usually dies in companies due to the lack of the practice phase (2). This mostly
happens because people do not have objectives set before their
training and do not have designated time periods to complete these objectives.
The role of top management in planning the
implementation of the TWI program is crucial as the most difficult phase of employee involvement is practicing (2). This process is best explained based on
the example of teaching new drivers to drive on Polish roads. A person who takes
theoretical training in the training room gains level (1). When a person learns
to drive a car under the guidance of a Sensei, he moves to level
(2). The process of practicing can take dozens of hours, which even translates
into a few months of learning! At this point the person is not allowed to drive
a car independently - and in terms of a 0/1 rating, has a rating of
"0". A license (certificate) is obtained when the trainee passes a practical
exam and skips to level (3). In the future, if he decides to become a trainer (in this case,
driving instructor) he must then pass another exam and get a diploma, skipping
to level (4).
Strategy of implementing the TWI program in the Autoliv production plant in Jelcz-Laskowice
The process of implementing the TWI program in the Autoliv production plant
in Jelcz-Laskowice ran exactly on the basis of the PDCA cycle. Table 1
describes the exact scenario of this process with the key points, justification
and description of the specific actions taken in Autoliv Company.
Steps of implementation
|
Key points
|
Reasons
|
Description of actions taken in Autoliv Company
|
1.Planing the
implementation (PLAN)
|
1. Selection of the pilot area
|
1. Gaining practice
and learning from a dedicated process so that the subsequent implementation
throughout the entire plant will be effective.
|
Several production
lines of airbag modules, which are crucial regarding the quality and impact
on the final customer, were selected for the project.
|
2. Selection of an
implementation group.
|
2. People who posses
extensive knowledge about work (experienced operators and leaders) should be
chosen for implementation of the TWI program. Only then will standards
created by them reflect the real way of working.
|
An implementation
group with the greatest experience in the selected production lines was
defined.
|
|
3. Determination of
goals.
|
3. It is important
to define measurable goals before the practical workshop. People will then
participate more consciously in the workshop.
|
Selected people from
the implementation group received a clear goal before the workshop in the
practicing phase (Do). It was the execution of standardized work instructions
for specified operations.
|
|
4. Conducting the
practical workshop.
|
4. Theoretical and
practical knowledge is passed on to participants during the workshop. In
addition, standardized work instructions are created under the supervision of
a TWI expert.
|
The practical
workshop lasted for two days. During the workshop 5 standardized work
instructions were developed. Each participant had the opportunity to play the
role of a TWI instructor. A consultant from LeanTrix company supervised the
whole process.
|
|
2. Practicing
knowledge by people from the implementation group (DO)
|
1. Planning time
periods.
|
1. People involved
in the implementation of the TWI program should have time to practice skills
(also when creating standardized work instructions).
|
A selected group of
4 experienced leaders worked on computer posts and had the necessary time to
develop all the instructions regarding the selected production lines.
|
2. Consultations with a
TWI expert.
|
2.Questions and
inconsistencies often arise during practicing. It is important for the TWI
expert to support practitioners during this process.
|
A LeanTrix
consultant was available for the implementation group. There were numerous
phone calls to precisely clarify any doubts in the area of creating
standardized work instructions.
|
|
3. Licensing of people
from the implementation group (CHECK)
|
1. Verification of the
developed instructions by a TWI expert.
|
1. A correct
standardized work instruction is the key to successfully carry out on-the-job
training in accordance with the TWI IP method.
|
A LeanTrix consultant
during the audit process and before on-the-job training verified, together
with people from the implementation group, their developed standardized work
instructions.
|
2. Verification of the
way of conducting on-the-job training by people from the implementation
group.
|
2. Theoretically, the
TWI IP method is simple, however in practice it causes many problems. This is
because it is contrary to the habits of the majority of trainers. This is why
several verifications of whether leaders correctly apply the TWI IP method are
important during practicing.
|
Each of the four
people selected from the implementation group passed the practical audit on
real production processes conducted by the LeanTrix consultant. In all cases,
two audits were enough for practitioners to achieve TWI instructor certification.
|
|
3. Certification for a
TWI Instructor
|
3. It is a formal
process that confirms that a person is able to develop standardized work
instructions and conduct on-the-job training in accordance with the TWI IP
method.
|
After completion of
the audit, a LeanTrix consultant gave TWI instructor certificates to a group
of four people selected from the implementation group.
|
|
4. Development of
experts - the Train the Trainer program (ACT)
|
1. Selection of a
candidate for a TWI trainer.
|
1. The TWI trainer
is a person that is not only a practitioner in the field of the TWI IP
method, but can also teach other employees (jap. Sensei).
|
One person was
selected from the group of certified TWI instructors in order to undertake
training to become a TWI trainer.
|
2.Train-the-Trainer
course
|
2. The aim of the
course is to teach selected TWI instructors how to teach other employees who
have not yet heard about the TWI program.
|
During the TtT
course the LeanTrix consultant, together with the selected TWI trainer candidate,
developed a presentation dedicated to the company about the TWI program,
practiced the way of conducting a workshop and also developed an instructional
video to show during the workshop.
|
|
3. A practical
workshop conducted by the candidate for a TWI trainer and a TWI expert.
|
3. The role of the
TWI expert is to support the TWI trainer candidate during the first practical
workshop about the TWI program.
|
A one-day training
was conducted for a group of experienced employees who did not know the TWI
program in practice. The training was divided into 2 parts: a theoretical
part conducted by the LeanTrix consultant and a practical part conducted by the
TWI trainer candidate.
|
|
4. Certification for
the TWI trainer.
|
4. Certification for
the TWI trainer with an obtained diploma is the result of the ability to
conduct a practical workshop about the TWI program.
|
After conducting the
workshop, the selected person received a TWI trainer diploma. It is
confirmation that the TWI trainer can independently, without the support of a
LeanTrix consultant, lead practical workshops about the TWI program, certify
TWI instructors and support practitioners in the field of TWI.
|
Table 1. Scheme of the implementation of the TWI program in the Autoliv production
plant in Jelcz-Laskowice
The benefits from the implementation of
the TWI program in Autoliv Company.
The TWI program has been in the process of being implemented in the APA
production plant in Jelcz-Laskowice since July 2015. Currently, the program
covers nearly 20% of airbag module production lines. It will ultimately be
implemented comprehensively in both factories in Jelcz-Laskowice. The first
actions related to the implementation of the TWI program have already been
undertaken in Autoliv factories in Olawa.
The first benefits from the implementation of the TWI program can be
seen in the behavior and attitude of employees to their work on trial
production lines. In the TWI program, the major emphasis is on explaining key
points at work and the reasons for these key
points so that employees begin to understand the essence of their work.
Awareness of work is crucial for employees because it has a huge impact on the
elimination of human errors, which mainly occur due to a lack of knowledge. Currently, it is difficult to find an operator on trial production lines who can sufficiently answer the
question: Why do you perform this
operation this way? The most common reply is: Because my manager told me to.
Each employee must understand why he has to do the work in a certain way and how it affects the process and the final customer. If the employee does not remember something he can always refer to the standardized work instructions, which the TWI Instructor trained him by accordingly. We believe that this approach to training employees will in the future result in the improvement of the KPIs in the company.
Each employee must understand why he has to do the work in a certain way and how it affects the process and the final customer. If the employee does not remember something he can always refer to the standardized work instructions, which the TWI Instructor trained him by accordingly. We believe that this approach to training employees will in the future result in the improvement of the KPIs in the company.
Figure 3 shows how work instructions have changed due to the TWI program
for an exemplary operation. They are now more transparent and understandable.
In addition, they contain reasons that teach people awareness. These
instructions, called standardized work instructions, are used by TWI
instructors to train employees with the use of the TWI Instructing Employees
method.
Fig. 3a. Instructions Before the implementation of the TWI Program
Figure 3b. Instructions After the Implementation of the TWI Program
At Autoliv, we believe that it is not the employees, but processes that
should be blamed for human errors. Designing and defining processes is the
responsibility of managers and leaders. These leaders must take responsibility for potential
human errors. The motto of the TWI Instructing Employees method is: if an
employee did not learn, it is because the teacher did not teach. This motto
is a foundation for the development of competences of employees in Autoliv
Company. Respect of employees, expressed through their effective training, is
one of the most important values of Autoliv Company.
References:
- Graupp P., Wrona R.J., 2006, The TWI Workbook: Essential Skills for Supervisors, Productivity Press.
- Liker J., Meier D., 2007, Toyota Talent: Developing Your People the Toyota Way, McGraw-Hill Education.
- Misiurek B., 2016, Standardized Work with TWI: Eliminating Human Errors in Production and Service Processes, Productivity Press.
About the Authors
Iwona Diug
Head of Production Area APA at Autoliv Poland Company.
Associated with Autoliv Corporation for 10 years.
Bartosz Misiurek
CEO of Leantrix
Company, which supplies computer systems that support the implementation of
Lean Management. Currently supports the Cooper Standard Company (Automotive) as
the TWI Lead Coach for Europe and is responsible for the implementation of the
TWI program in dozens of factories in Europe. In the Lean Enterprise Institute
Poland since 2007 and until 2015 was responsible for the transfer of the TWI
program from the United States and then its development in Poland. Worked as a
consultant of Lean Management, TPM and TWI for more than 150 production and
service companies in Europe.
