Work force-optimization-through-multi-skilled-workers

1. Prepared by : Hossam Abdel-samea
Work force optimization through Multi-Skilled
workers

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Introduction
Definition of
Multi-Skilling
The Skills Demand
of the toyota
Production System
Relation between
JIT and Multi-
skilled Workers
Who needs to get
Multi-Skilled?
The Need for
Multi-Skilling
Types of Multi-
Skilling
Techniques of
Multi-Skilling
Skill MatrixCase study
Advantages of
Multi-skilling
Disadvantages of
Multi Skilling
Research Reports Conclusion

3. • In the late 1930s, hostilities with china have developed into a full-
scale war. Expanding heavy industries badly need additional
workforce ,while military conscription took many experienced
operatives and engineers out of their factories
• Tadashi seike went on to define a skilled worker “as a person with
skills sufficient to provide him with enough income to support
his family under piece rate system”
• kan ichi yamaguchi , an engineer with the ministry of railways
,many from July 1936 of training of skilled labor in the west .he
toured Europe and north America around the summer of 1935 and
then stayed in Germany from July 1936 through the start of march
in the following year for observing worker training. (study of the
skilled worker issue)
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4. • Multiskilling is a workforce strategy that has been shown to
reduce indirect labor costs, improve productivity, and reduce
turnover.
• A multi-skilled workforce is one in which the workers possess a range
of skills that allow them to participate in more than one work process
• The success of multiskilling greatly relies on the foreman’s
ability to assign workers to appropriate tasks and to compose
crews effectively. The foreman assigns tasks to workers
according to their knowledge, capabilities, and experience on
former projects.
• Multi Skilling= Core Skill + Other Trained Skill(s)
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6. • According to Toyota, the TPS requires ‘multi-skilling’ because
workers have to rotate jobs and undertake various
responsibilities.
• An individual worker may be required to operate and master
different kinds of machines, to be responsible for the quality of
his own work,
• Further, the flexible use of the workforce makes ‘multi-skilling’
even more important.
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7. 1. Just in Time system (JIT)
• JIT is a Japanese management philosophy which has been
applied in practice since the early 1970s in many Japanese
manufacturing organizations.
• It was first developed and perfected within the Toyota
manufacturing plants by Taiichi Ohno as a means of meeting
consumer demands with minimum delays (1986)
• In a JIT environment materials are purchased and produced as
and when it is needed. The whole idea is based on the phrase
provide the goods just in time as promised when the order is
placed by the customer
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8. • The opposite of the JIT production is known as JIC (Just in case)
system where it produces goods for inventory with the intention
of having goods just in case a customer places an immediate
order.
2. Work Culture for JIT organization
• JIT not only appreciates quality improvement concepts; but also
concentrates on existing culture, habits, norms and values of
employees because people commitments, involvement and
promotion of open decision-making are essential for quality
improvement
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9. • Some essential elements of work culture under JIT are briefly
outlined as follows:
1)Flexible workforce
2)Cross training
3)Long-term employment
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10. • Multi-skilling is not so-much about a particular level or category
of employees. It is about a mind-set. It is about skill sets and you
would agree therefore that it is fairly level agnostic.
• most experts do believe that being multi-skilled is level-agnostic.
• The non-technical staff can be trained in support functions to
save an organization considerable cost.
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11. • In an effort to retrenchment, reduce hiring and increase efficiency,
organizations are seeking a multi-skilled workforce, which can
directly impact the company’s bottom line.
• from the perspective of the company , company need not depend on
a particular person for doing a specialized job in which he is an
expert.
• From the perspective of the employee, multi-tasking would allow
them to become diversified and maintain high levels of motivation
and enthusiasm
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Cordery (1995) classified multi-skilling into 4 types
1- Vertical Multi-skilling:
• The extent to which supervisory or administrative support tasks are
learned by individuals.
2- Horizontal Multi-skilling:
• This is learning skills from another discipline or function within an
organization.
3- Depth Multi-skilling:
• This is the acquisition and application of more complex, specific
skills within the same trade or discipline.

13. 4- Multi-skilled Teams:
• A multi-skilled team is a group of individuals who collectively have
a range of skills. The intent being to have a team, which is
competent in all of the skills required to complete a job.
• There are two main types of Multi-Skilled team:-
A. Traditional single skilled individuals:- collected into one team
and managed by one supervisor
B. A team of multi-skilled individuals:-
The intent is to have a team where the strengths and specialties
are combined, which increases the range of skills available to
tackle certain issues
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1. Coaching
2. Job-Shadowing
3. Job-Rotation
4. Mentoring
5. Temping
6. Learning by doing
7. Self-Learning

15. 1- Coaching
• Coaching is a corrective measure for inadequate performance. Survey
by the International Coach Federation shows that more than 4,000
companies use a coach for their executives.
• Procedure of Coaching
1) Understand the participant’s job, the knowledge, skills, and attitudes,
and resources required to meet the desired expectation
2) Meet the participant and mutually agree on the objective that has to
be achieved
3) Mutually arrive at a plan and schedule
4) At the job, show the participant how to achieve the objectives,
observe the performance and then provide feedback
5) Repeat step 4 until performance improves
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16. 2- Job Shadowing
• Job shadowing is actually one of the most common of all training
techniques for new employees.
• Job shadowing is a career exploration activity that offers an
opportunity to spend time with a professional currently working in a
person’s career field of interest.
• Job shadowing can commence at one of two points in the job
training process.
A. Assign the new hire to an established employee on the first day.
B. Implement the job shadowing after a period of orientation in a
classroom setting has taken place. With this application,
the job shadowing allows the new hire to already have some
background into the workings of the company.
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3- Job Rotation
• Rotation involves a series of assignments to different positions or
departments for a specified period. At the end of the cycle the
accumulated evaluations will be used.
• This approach allows the manger to operate in diverse roles and
understand the different issues that crop up. If someone is to be a
corporate leader, they must have this type of training .
• A recent study indicated that the single most significant factor that
leads to leader’s achievement was the variety of experiences in
different departments, business units, cities, and countries.
• It is the process of preparing employees at a lower level to replace
someone at the next higher level.

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Benefits of Job Rotation
1)Identification of Knowledge, skills, and attitudes required.
2)It determines the areas where improvement is required.
3)It provides the employees with opportunities to increase knowledge,
skills, and abilities by working in different departments, business
units and functions.
4)Assessment of the employees who have the ability and efficiency for
filling the position.

19. What is Skill Matrix?
• Skill matrix is a table that shows skills of individuals in a team and
any gaps between the skills of employees and the job roles they have.
Why Skill Matrix
1) It is a simple visual tool to aid in the management, control &
monitoring of skill levels
2) It displays all tasks & skills required to work in an area or
team.
3) It displays all current team members. For each team member it
displays current competency/ability levels for each task
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3- Practitioner
• Can carry out the skill/task/work instruction/package
safely.
• To the correct quality standards at first
time
• To 1.5 times the standard cycle time i.e. is still not up to speed.
2- Learner:- Being taught the skill, task and work instruction
4- Developer
• Can improve the skill, task and work instruction
• To the correct quality standards at first time.
• Work to the standard cycle time.
1- Untrained:- no experience of skill, task and work instruction
Skill Description

21. 5- Coach
 Someone who has the skill level of a Developer, but can train & develop
others in carrying out
• Can improve the skill, task and work instruction
• To the correct quality standards at first time.
• Work to the standard cycle time.
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22. • This particular study to ARMA factories groups, especially in
ARMA filling industries factory (AFI)
• It's on implementation of job-rotation technique in order to
achieve multi-skilled workers
• In this study, data were collected for 5 operation technician for
tinplate plant
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23. 1- The performance of employees on the tinplate machines
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Code Name presses
square cans
manufacturing
circular cans
manufacturing
1305
Muhamed Abo
El-fetoh
2455 Mahmoud Saad
2530
Abdel-baset
mohamed
3395 Mansor Mohey
3110 Yasser Zaky

24. 2. Personnel training plan on the tinplate machines
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Code Name presses
square cans
manufacturing
circular cans
manufacturing
1305
Muhamed Abo
El-fetoh
1 Month Zero Zero
2455 Mahmoud Saad 1 Year 3 Months Zero
2530
Abdel-baset
mohamed
Zero 3 Months 1 Year
3395 Mansor Mohey Zero 3 Months 1 Year
3110 Yasser Zaky 1 Year 1 Month Zero

25. 1)Flexibility
2)Communication
3)Positive effects on innovation
4)Employment security
5)Competitive market
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1)Possible reduction in productivity during the training period.
2)Increased supervisory time is required until the employee is up to
speed.
3)Competence assessments may be more detailed than in traditional
systems.
4)New jobs, environment and learning can unnerve employees.
5)Employees fear not living up to expectations.

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• Multi-skilling is particularly suited to the cost-reduction strategy
because it operates a continuous production system, within which it
is very difficult to divide jobs into individual units. The more
knowledgeable workers are about the whole process, the more
proficient they become.
• from the perspective of the company , company need not depend on
a particular person for doing a specialized job in which he is an
expert.
• From the perspective of the employee, multi-tasking would allow
them to become diversified and maintain high levels of motivation
and enthusiasm
• One of the most important elements required for success JIT are
multi-skilled workers

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