Machine micro-stops are one of the classic “6 Machine Losses” taught as part of Total Productive Maintenance (TPS) or Kaizen training. As micro stops typically don’t catch the attention of management or maintenance they tend to linger, affecting line stability, output and safety, and frustrating operators.

This case-study describes how a typical sensor-related problem was investigated and resolved using a countermeasure that combines technical solution with a people-related one (using TWI Job Instruction).

The real reason why we should train our people…. is perhaps not what you think! It certainly is different from what a lot of organisations do. In this article we explore the thinking of C.R.Dooley, the Director of the Training within Industry (TWI) Service during WWII. His guidance, though 75 years old, provides powerful pointers for leaders seeking a competitive edge in 21st century organisations…

The speed and quality of maintenance response are a key element of line stability and performance. How long it takes maintenance technicians to restore production and the rate at which problems recur after they have been ‘fixed’ determines machine availability and output.

Most lean initiatives involve a lot of talk about the need for standardised work. Without standardisation improvements won’t stick and processes and results remain variable. Basic stability is the foundation for rapid improvement: without it, advanced Lean and Six Sigma tools are likely to disappoint. So how do we get to basic stability?

What is TWI Job Methods? How can it be used ? How does TWI Job methods benefit you?

Dynamic capability, consistently improving faster than our competitors, creates competitive advantage. In times of great uncertainty and change, such as the Covid crisis, the ability to develop & deploy changes fast, could be even more critical.

Improving people skills - the ability to work with and get results through others - is central to developing dynamic capability. How can TWI Job Relations help with this?