Topic(s)
- Operations improvement
This content will not be available on-demand.
Overview
We know that standardization of work is the bedrock foundation of success in a continuously improving work environment. As Taiichi Ono, founder of the Toyota Production System, famously said, “Without standard work there is no Kaizen.” After decades of Lean implementation and practice, however, true and full standardization of work remains, for most organizations, as elusive as ever.
In this interactive workshop, participants will gain a holistic view of the continuous improvement process and its connection to standardized work which, in combination, form the core of workplace excellence. They will participate in a practical exercise covering three essential skills frontline leaders need to tie together all aspects of the improvement cycle. This activity focuses on challenging our leadership biases and developing new norms of interactive behavior centered on people and relationships.
The workshop reimagines and restructures the underlying assumptions of Lean, allowing participants to correctly understand, perhaps for the first time, how to achieve sustainable standardization of work through people-centric leadership.
Key learning objectives
- Understand the interconnection between strong human relations and continuous improvement
- Learn how to analyze work methods/processes and generate ideas for improvement by questioning the current method
- Develop new methods of work that overcome the obstacles preventing true standardization of the process
- Learn a method of instruction that gets people to quickly be able to perform the new method correctly, safely and conscientiously
- How to develop buy-in from operators so they “want to do it” the standard way
- Generate motivation and dedication to achieving organizational goals through continuous improvement
Interactive components
In this full day workshop, a simulated but detailed assembly process will allow attendees to participate in hands-on application of improvement, instruction and relationship-building skills. By using a single, comprehensive example, participants will experience the synergy between these essential skills as they participate in transforming a poorly designed and executed process into one that is efficient, safe and motivating.
Company
Through consulting and training in TWI, kata and standardized work, TWI Institute generates results and value in the workplace by advancing the skills, contributions and self-respect of the workers. We help people realize their potential in a way that achieves sustainable results. We value and respect every person’s ability and capability. We know that inside everyone is the desire to do better and to be better. Developing and nurturing that desire unlocks potential and transforms ability and capability into achievement and self-satisfaction. We are a people business that coaches and trains. As such, we see our role as enabling that transformation and elevating the effect of frontline people on the success of their organizations, in their communities and in their lives. https://www.twi-institute.com/
Presenters
Patrick Graupp began his training career at the SANYO Electric Corporate Training Center in Japan after graduating with highest honors from Drexel University in 1980. Graupp earned an MBA from Boston University while heading Sanyo’s global training effort. He was later promoted to the head of human resources for SANYO North America Corp. in San Diego, CA where he settled. He conducted TWI pilot projects in Syracuse, NY that became the foundation for the TWI Institute which has since trained a rapidly expanding global network of thousands of certified trainers who are now delivering TWI training in the manufacturing, healthcare, construction, energy and service industries in the U.S. and around the globe. These efforts were outlined in his book "The TWI Workbook: Essential Skills for Supervisors," a Shingo Research and Professional Publication Prize Recipient for 2007 now in its Second Edition. Graupp is also the author of "Implementing TWI: Creating and Managing a Skills-Based Culture," published in 2010, "Getting to Standard Work in Health Care: Using TWI to Create a Foundation for Quality Care," published in 2012 and now in its Second Edition, and "Building a Global Learning Organization: Using TWI to Succeed with Strategic Workforce Expansion in the LEGO Group," a Shingo Research and Professional Publication Prize Recipient for 2015. His latest work is "Creating an Effective Management System: Integrating Policy Deployment, TWI, and Kata," published in 2020. 
Scott Curtis brings 25 years of manufacturing experience and leadership to the TWI Institute. As plant manager of Albany International in Homer, NY, for seven years he was not only able to keep the business viable, but thrive in the face of rapidly escalating raw material costs and stiff competition from overseas markets. Much of the improvements achieved, such as an operating income increase of 375% over four years, resulted from successful lean implementation and development a world-class TWI program. The achievements from the TWI implementation were featured as a case study in Bob Wrona and Patrick Graupp’s book "Implementing TWI: Creating and Managing a Skills Based Culture," published by Productivity Press in November 2010. Curtis began his career with Mobil Chemical as a project engineer responsible for large capital project installations. He also worked as a process engineer, maintenance manager, plant superintendent and plant manager in his 13-year career with Mobil/Pactiv. Curtis moved on to Huhtamaki Consumer Packaging in Fulton, NY, and spent five years as operations manager. During his time there, the business experienced significant expansion, the successful negotiation of a four-year union contract and the beginning implementation of its lean systems. Curtis has training in Six Sigma from the University of Tennessee, earned a bachelor’s from the Rochester Institute of Technology and an MBA from the University of Phoenix.
