3. Donnelly Custom Manufacturing Co.
• Established in 1984 – privately held
• Over 200 employees operating 24/7
• Single facility: 110,000 square feet
• 33 injection molding machines (20-720 tons)
• 2500+ active molds; 600+ different resins
• 3 CNC mills; 1 CNC lathe for machining plastic parts
• Many additional value-added processes
• ISO 9001 and 13485 (medical) certified
4. Donnelly Custom Manufacturing Co.
• Mission: Deliver Good Products On Time
• Vision: To be the recognized leader in setting the standards in short
run molding and related services
• Tag Line: How Short Run is DoneTM
• Core Values
– Do your best
– Treat others the way you want to be treated
– Don’t be afraid to ask for help
– Always work as a team
5. Lean and TWI at Donnelly
• Started Lean journey in December 2002 with 5S and
Lean Events
• Began TWI in August 2005
• Provided “TWI Overview” to management core team
• Started with JR – because it was there... then JI then JM
in two week intervals
• Teamed with key supplier to jointly receive initial
training
• Delivered by Patrick Graupp and Richard Abercrombie
through MEP (Enterprise Minnesota)
6. Training at Donnelly (other than TWI)
• Leadership (Fortune Leadership Series – vintage 1980s)
– Training is a precedent to action
• Technical CMOs
– Buddy training (mandatory)
– Advanced Operator training (mandatory)
– Certified Molding Operator (CMO) training
• Quality
– Quality System Procedures
– Work Instructions
– Internal Auditing
– Mistake-proofing Workshop (TWI-based)
• Regulatory Mandated Training
7. • Getting results through others
• Job Relations helps you treat
people fairly & with respect
8. Job Relations Training
• Decided our internal trainer would be our
Director of Manufacturing, Dave Lamb
– He’s in the best position to drive use of the tool
– He handles most of the more challenging
personnel issues
• JR fits well with our corporate values and
leadership training
• Initial training to salaried (front-line) Shift
Supervisors and Supervisors of support
functions
• Next, trained hourly Team Leaders
• Then trained Buddy Trainers and Setup Teams
• Then what?
9. Ideas for Sustaining JR
• Use problem solving in (bi-)weekly review of
issues with supervisory team
– Good practice
– Builds confidence
– Builds teamwork
– Helps implement company policy fairly &
consistently
• Use the card as a coaching tool
– Less emotion, more reflection & calm
consideration of the situation
– Better able to describe the situation and
summarize the facts
• Use foundations every day
– Example: Make best use of each person’s ability
– Document and measure frequency of use
10. JR Benefits
• Better at problem solving
• Improved scores on employee surveys
• Lower turnover rate
Turnover (12-month Rolling Average)
25.0%
20.0%
15.0%
10.0%
5.0%
0.0%
Mar-06
Jun-06
Mar-07
Mar-09
Jun
Jun-05
Jun-07
Mar
Dec
Sep-05
Dec-05
Sep-06
Dec-06
Sep-07
Dec-08
Sep
11. Job Instruction Training
• Decided our internal trainer would be our
Training and Continuous Improvement
Coordinator, Brad Andrist
– He’s in the best position to drive use of the tool
– He handles most of the training development
and coordinates training delivery
• JI breakdowns – training guide plus reference /
reminder for tasks done infrequently
• Initial training to salaried (front-line) Shift
Supervisors and Supervisors of support
functions
• Next, trained hourly Team Leaders
• Then trained Buddy Trainers and Setup Teams
12. JI Lessons Learned
• Skill to develop the Job Breakdown is very
different than the skill to deliver training
– We needed fewer people skilled at Job Breakdown
• Repetition of JI class often needed
– Focus on skill to deliver training
• Use in implementing TPM helped sell
maintenance group
• Use of JI breakdown structure improved
operating instructions (MIM)
• Focused classes were highly effective
– Buddy training
– Setups
13. • Perspective on
Spanish Moss
– Tourist
– Groundskeeper
– Henry Ford
• Job Methods
helps people
develop
perspective
14. Leadership Role
• Stan Donnelly, CEO & owner
– Took to the floor to do a job methods
improvement
– “Now I get it”
• Ron Kirscht, President & owner
– Set the initial goal of one per shift per week
– Every week asks why if goal is not met
– Continually raised the goal
15. Front-line Supervisors Role
• The most critical role
• Enable it
– How does it apply to us?
– Get the first “aha”
– Find repeatable solutions
– Keep the process simple
• Promote it
– Identify opportunities
– Make resources available
– Encourage people to
document their ideas
• Support it with coaching
– Help overcome fears
Engaged employees are better, happier employees – part of the solution
16. Visual Management for Job Methods
• Glass wall for everyone to see
• Shift Supervisors take pride in
1st
seeing their shift reach its goal
• Everyone can read each others’
improvements
2nd
– Better understand improvements
– Copy improvements
– Build on improvements
– Spur other ideas
5th 4th 3rd
17. JM as an Idea System
Job Methods Improvement Activity
Goal >= 40/mo
110
105
100
95
90
85
# of Submissions
80
VM
75
70
65
60
55
50
45
40
35
30
25
20
15
10
5
0
Objective: Engage people in identifying, developing and
implementing their ideas for workplace improvement
18. JM Lessons Learned
• Define your objective
• A weekly goal may be needed to kick start the process
• Be persistent
• Don’t get discouraged when others don’t jump on board
• Repetition is needed more than you think
• Don’t send top management through standard JM class
– observing one is better
• Broaden your view of the definition of improvement
19. TWI Lessons Learned
• Have a champion – or three
• Keep it simple
• Most people take a “wait and see” attitude
• Focus early on getting front-line supervisors on board
• Top management attention helps a lot
• Repeat classes are often needed
• Tie TWI to your core values & other leadership training
• Don’t be afraid to adapt TWI to your organization
• Use TWI to help solve key business problems
20. Problem-solving
• Problem: Nagging quality issues with a major customer
• Analysis revealed three key issues
– Clearly understanding (changing) customer requirements
– Targeted process issues with a few individual parts
– Human error
• Solution: Mistake-proofing workshop based on TWI
– Small classes
– Multiple two-hour sessions
– Solving today’s problems
21. Mistake-proofing and Core Values
• Do your best
– Eliminate barriers like mistakes so we can take pride in
what we do
• Treat others the way you want to be treated
– With respect for the human condition
• Don’t be afraid to ask for help
– Identify mistakes and work with others to discover the root
cause
• Always work as a team
– Mistake-proofing builds teamwork
22. What it’s really all about...
• Believe in something bigger
than ourselves
• Believe in the company, its
leadership, values, vision and
mission; and our products and
services
• Eliminate motivational
inhibitors – like jumping to
conclusions, ineffective
training and making mistakes
True Compensation