Training Within Industry: TWI Problem Solving (PS) Program by Operational Excellence Consulting

© Operational Excellence Consulting. All rights reserved.
Training Within Industry
Problem
Solving
(PS)

© Operational Excellence Consulting. All rights reserved. 2
Learning Objectives
• Solve problems based on the 4-
Step Process for PS
• Apply the Problem Analysis
Sheet and the Causation
Analysis Sheet to analyze and
identify root causes
• Apply the JI, JM and JR skills and
tools to solve the problem
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Outline
• Basic Needs of Supervisors
• Supervisor’s Responsibilities
• Introduction to Problem
Solving
• Objective of Problem Solving
• Results from PS Training
• Comparison of Toyota & TWI
Problem Solving Steps
• What Is a Problem?
• 4 Steps for Problem Solving
• Step 1: Isolate the Problem
• Problem Analysis Sheet
• Causation Analysis Sheet
• Step 2: Prepare for Solution
• Mechanical & People
Problems
• Step 3: Correct the Problem
• Step 4: Check and Evaluate
Results
• Summary
NOTE: This is a PARTIAL PREVIEW. To
download the complete presentation, please visit:
http://www.oeconsulting.com.sg

Program Benefits
• Positively reinforces the role of the supervisor
regarding problem solving
• Gives the supervisor a simple and repeatable
method to solve problems based on the TWI
model
• Enables immediate application of the
supervisor’s ideas
• Involves the supervisor with the workforce in
collaborative solutions

Basic Needs of Good Supervisors
SKILL
Instructing
Leading
Improving
Methods
Work
Responsibilities
KNOWLEDGE Safety

Supervisor’s Responsibilities
• What supervisors are
responsible for:
 Quality
 Production
 Cost
• How they achieve those
responsibilities:
 Knowledge of work
 Knowledge of
responsibilities
 Skill in instructing
 Skill in leading
 Skill in improving methods
 Safety component to all the
above needs

Introduction to Problem Solving
• The Problem Solving program was developed
in order to provide management with a process
whereby supervisors could acquire skill in
solving problems
• Require supervisors to apply the following skills:
 Job Instruction (JI)
 Job Methods (JM)
 Job Relations (JR)

Introduction to Problem Solving
• Constant need to increase profitability and
productivity and with less resources
• Today’s production problems are more complex
and require analytical approaches to solve them
• PS is not a program to make people work harder
or faster
• Purpose of PS program is to give us a
systematic approach to problem solving

Objective of Problem Solving (PS)
• Provide supervisors
with a systematic way
to solve problems in
order to achieve the
expected results

Results from PS Training
• Increased customer satisfaction
• Increased market share
• Lower costs
• Faster delivery time
• Increased profitability
• Increased efficiency
• Improved morale

Comparison of Toyota & TWI Problem
Solving Steps
Toyota Problem Solving Steps TWI Problem Solving Steps
1. Clarify the problem
1. Isolate the problem
a. State the problem
b. Give proof or evidence
c. Explore the cause
d. Draw conclusions
2. Break down the problem
3. Set targets
4. Conduct root cause analysis
5. Develop countermeasures
2. Prepare for solution
a. Use JM, JI & JR steps 1 and 2
6. See countermeasures through 3. Correct the problem
a. Use JM, JI & JR steps 3 and 47. Monitor both results and process
8. Standardize successful processes 4. Check and evaluate results

What Is a Problem?
A supervisor has a problem when the work
assigned fails to produce the expected results
Standard – what should
be happening
Current situation – what is
actually happening
Gap = Problem

The 4-Step Method for PS
1
2
3
4
Isolate the Problem
Prepare for Solution
Correct the Problem
Check and Evaluate Results

Step 1 — Isolate the Problem
1. State the problem
 Pick up current problems
 Problems up to now
 New problems breaking out
 Approaching problems
 Look for and find problems
 Anticipate and foresee problems
 Discussion and review of records
 Prioritize
 Importance, necessity, emergency level
Step 1: Isolate the Problem

Step 1 — Isolate the Problem
2. Give proof or evidence of the problem
 View with an open mind
 Talk with people, review records
 Gather facts, circumstances, figures, etc. that directly
show the problem
 From the Mechanical angle: schedules, rework and
scrap, equipment breakdown, accidents, etc.
 From the People angle: productivity, knowledge and
skill, safety, interest, job satisfaction, etc.

State the Problem
Draw Conclusions
Explore the Cause
Give Proof or Evidence

Problem Evidence
Causes
Direct Indirect Core/Root
Customers
complaining about
late deliveries.
On-time delivery
stands at 87%.
Packaging delays
creating a bottle-neck
of finished product.
Delivery of packaging
product is frequently
delayed from printer.
Films from art
department are
being held up waiting
for confirmations.
Need corporate
approvals for correct
usage of all
company logo marks.
Poor communication
between corporate
marketing and plants.
Chain of Causation

Step 2 — Prepare for Solution
Step 2: Prepare for Solution
Problem
People ProblemMechanical Problem
Don’t care/
Won’t do
Don’t know/
Can’t do
Knowledge & Skill
Development
Attitude & Behavior
Correction
Method Improvement
Use JI Use JR
Use JM

For Mechanical Problems
• First, analyze the overall job or situation
 Cast a “wide net”
 Use Flow Charts and Flow Diagrams to list and map
the routing and location of parts, materials, data, etc.
• Next, analyze the specific job or situation
 Breakdown the job method by listing all details
 Question all details to locate problem sources

For People Problems
Don’t Know
Can’t Do
Don’t Care
Won’t Do
Faulty Instruction
Wrong Assignment
Personality Situation

Step 3 — Correct the Problem
Mechanical Problem People Problem
Develop the new method
1. Eliminate unnecessary details
2. Combine details when
practical
3. Rearrange details for better
sequence
4. Simplify all necessary details
5. Work out your ideas with
others
6. Write up the proposed new
method
Flow Chart
Job Breakdown Sheet
Apply the new method
1. Sell your proposal to the boss
2. Sell the new method to the
operators
3. Get final approval of all
concerned on safety, quality,
quantity, cost, etc.
4. Put the new method to work;
use it until a better way is
developed
5. Give credit where credit is due
Present the operation
Tell, show and illustrate one
Important Step at a time
Do it again stressing Key Points
Do it again stating reasons for
Key Points
Instruct clearly, completely and
patiently but don’t give them
more information than they
can master at one time
Try-out performance
Have the person do the job—
correct errors
Have the person explain each
Important Step to you as they
do the job again
Have the person explain each
Key Point to you as they do
the job again
Have the person explain reasons
for Key Points to you as they
do the job again
Make sure the person
understands
Follow up
Stress quality and safety
Designate who the person goes
to for help
Encourage questions
Take action
Are you going to handle this
yourself?
Do you need help in handling?
Should you refer this to your
supervisor?
Watch the timing of your action
Explain and get agreement on
action
Take the action
Consider the person’s feelings
and attitude
Inform everyone involved
Don’t pass the buck
Step 4 — Check and Evaluate Results
Follow up to see that the change or correction has been made.
What improvement do the records show in Quality, Quantity, Safety, Cost?
Consider the Human angle. Note changes in attitudes and relationships.
Inform all those concerned of progress and results of the action or correction.
Look for ways to prevent a recurrence of this problem.
Did your action help production?
Step 3: Correct the Problem
Use JM for
mechanical
problem
Use JR for
people
problem
(Don’t care /
won’t do)
Use JI for
people
problem
(don’t know /
can’t do)

Step 4 — Check & Evaluate Results
• Follow up to see that the change or correction
has been made
• Look at what improvement the records show in
quality, quantity, safety and cost
• Consider the human angle – note changes in
attitudes and relationships
• Inform all concerned of the progress and results
of the action or correction
• Look for ways to prevent problem recurrence
Step 4: Check & Evaluate Results

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About Operational
Excellence Consulting

About Operational Excellence
Consulting
• Operational Excellence Consulting is a management
training and consulting firm that assists organizations in
improving business performance and effectiveness.
• The firm’s mission is to create business value for
organizations through innovative operational excellence
management training and consulting solutions.
• OEC takes a unique “beyond the tools” approach to enable
clients develop internal capabilities and cultural
transformation to achieve sustainable world-class excellence
and competitive advantage. For more information, please visit
www.oeconsulting.com.sg

www.oeconsulting.com.sg
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Training Within Industry: TWI Problem Solving (PS) Program by Operational Excellence Consulting

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