Training new and existing employees takes on a whole new meaning when an organization embarks on a lean journey. Often, companies do not train or invest in their employees in general, and that can have a negative impact on the company’s overall performance. When you take a lean journey, you must formally train new and existing employees to ensure that they understand lean manufacturing and know how it is being applied in their factory.
As you implement lean principles and areas of the factory are working under the controlled conditions of 5S and standard work, training helps workers adjust to their new environment. All new employees, including newly hired operators, supervisors, engineers, and managers, must go through a similar process.
As your lean journey moves along, it is important to hire people who can contribute to the continuing success of the journey. Their contribution is contingent on how well they are trained. It is wise to introduce lean manufacturing to new employees very quickly and with a lot of excitement so that they get on board right away and realize that lean is a part of how the company operates. Lean is a way of working. Some organizations, when searching for new talent, advertise that they practice lean. It can be a good marketing approach to attract the best employees.
Training new employees requires structure. I recommend that you provide four levels of training in addition to the typical HR new-employee orientation. How this training is structured and scheduled will vary from one company to the next. I will outline the fundamental aspects of the lean training plan, and you can adjust it as needed.
It takes time to set up the four levels of training and put all employees through the curriculum. Completing mock line training is likely to take at least five days, a period that may be too long (or too short), depending on your manufacturing environment and how you want to conduct the training. You may not be able to afford to train new employees in the recommended four levels. Decisions will need to be made. But regardless of the company restrictions, training new operators is extremely important to the success of the lean implementation and the company as a whole. Consider it something you can’t live without.
New managers and engineers often receive formal training when they join a company, and even manufacturing companies tend to invest more heavily in training support staff than in training production workers. Some managers argue that production workers will take their training to any other company that will pay them one dollar more per hour. Simply put, these managers believe that investing in training for line workers will only benefit someone else. In fact, though, it is bad practice to automatically omit training because of the fear of turnover. Many employees will stay with the company, and their training is not a waste of money. If you invest in your people, you will reap the benefits.
Most organizations have new-employee orientation that involves a variety of topics in regard to human resource functions. Employees fill out employment forms, W-4 forms, and nondisclosure agreements as well as other documents. Usually, an HR representative presents an overview of the company, the job benefits, and the guidelines and policies that new employees must know.
After this traditional orientation, manufacturing employees should attend some form of product overview training. I call this level 1 training.
New employees need a fundamental understanding of the products that the organization manufactures and markets. Often, this vital training step is skipped, and production workers are simply expected to learn about the products while they are on the job. I believe that hands-on learning is extremely valuable, but I also recommend the addition of formal product overview training. This training would be conducted in a classroom environment, where employees can focus on the information and ask questions.
This training should include real products for employees to touch and analyze. If possible, break each product into its individual components and discuss the part descriptions. Explain how the product is made and why certain parts are assembled onto other parts. Provide a list of the parts and their part numbers, and teach the employees how to read the part numbers and understand what they represent. Typically, part numbers indicate the supplier, the stockroom location, the category of the part (hardware, brass parts, wiring), and so on. If possible, provide a list of all the products that are manufactured. Explain which options are available to customers, and which parts are associated with those options.
Product overview training can be an ongoing process, but it is good practice to provide new employees with up-front product orientation. The length of this training will vary from one company to another. For example, one company for which I consulted created a product overview curriculum that included a one-day initial course and subsequent shorter refresher courses that were conducted once a week for three weeks. Regardless of the content or length, company product overview training is a smart approach to training new employees.
Quality is critical to company success, and therefore it should be emphasized at the time new employees are hired. Level 2 of new-employee training should be devoted to teaching the importance of quality and the fundamental aspects of the company’s quality program. Chapter 3 describes the concept of quality at the source and the importance of placing the responsibility for quality at the point of build. New operators should know that quality is in their hands and that they will perform certain incoming and outgoing quality checks as part of their daily work.
Discuss the top three, or five, quality issues currently being addressed by the organization. Show new employees last year’s data in regard to customer and service technician complaints. Allow them to view internal quality information so that they can identify the common factory errors made before product leaves the building. This information should not be a secret. Awareness is a key factor in getting employees to react and act.
Lean manufacturing training, from top to bottom in the organization, is a must. Everyone must learn how lean principles are applied in the company and must understand the organization’s goals for its lean journey. It is equally important to show new employees that lean is the way of working at your company, without exception, and that the information they are learning is key to this way of working.
Level 3 training is dedicated to teaching new employees the basics of lean manufacturing and, more importantly, how it is being applied in your environment. After this formal training is complete, they will have a better understanding of lean manufacturing and what they should expect when working in a lean environment. Five topics should be covered in this training:
The training should provide a description of the seven deadly wastes and the ways they can negatively affect the company. The training must outline and emphasize how working with excessive waste can make day-to-day work life very stressful, especially when workers are expected to meet specific performance metrics in productivity, quality, and volume. Start the training by listing the seven wastes and providing a brief description of each one:
Overproduction: Building the wrong items, at the wrong time, in the wrong quantity, and in the wrong order
Overprocessing: Redundant effort or too many checks
Transportation: Excessive movement of items
Motion: Excessive reaching, stepping, and walking in and out of the workstation
Waiting: Time period when manufacturing processes are out of synchronization
Inventory: Too many parts or partially built products and too many finished goods
Defects or rejects: Quality errors that require rework and added cost
After providing a good definition of each waste, discuss real-life work examples of each type. Here are examples you can use:
Example of overproduction: Building more subassemblies than needed. If the process needs 10 wire harnesses, then build ten. Do not build 10 more for the next day even if you have time to do so.
Example of overprocessing: Sanding, deburring, grinding, and polishing to excess.
Example of transportation: Moving the product to the next process unnecessarily.
Example of motion: Leaving the workstation to find parts and tools, or for any other work or nonwork reason.
Example of waiting: Waiting for the product to arrive in a workstation.
Example of inventory: Placing a pallet of 5,000 brackets in a workstation when the line uses only 10 brackets per day.
Example of defect or reject: Reworking a unit when a mistake is made, causing a quality problem.
This approach to teaching the seven wastes is probably sufficient. Regardless of their experience, production workers will quickly understand the concept of waste and will absorb the information. It’s a good practice to teach inexperienced production workers the seven wastes, because they will then be able to identify them very quickly, and that is beneficial to the company.
5S training is the most important lean topic for new production workers. In many cases, 5S is the first major lean initiative to be implemented in a company. Once it is implemented in the manufacturing processes on the floor, 5S keeps everything clean and organized, and I guarantee that the existing operators do not want new employees to join the process without understanding 5S. I have witnessed what happens in that case, and it can instantly create animosity toward the new workers. The operators on the line are enjoying the new organization in place and do not want it compromised.
Adequate up-front 5S training will make a world of difference in the development of positive relationships between new and existing production workers. If the company is currently in the process of implementing 5S, the training is still valuable, because newly trained operators can suggest improvements in their new assignments.
Standard work is a bit more difficult to explain to new operators. Typically, they will associate the concept with work instructions or some other form of documentation. As I mentioned earlier, standard work is the best, most efficient, and safest way of performing work.
By itself, this definition may not provide enough insight into what standard work is all about. When you describe standard work, it is important to emphasize that there is a good approach and a bad approach to performing all work. Building a product that requires a lot of movement, walking, searching for parts, and waiting on other processes is not a best practice. When most of the work time is spent actually performing the intended work, it is close to performing standard work. Here is a list you can use in your training:
Confining work content to the workstation
Accepting quality responsibilities in the workstation
Following testing procedures
Following safety instructions
Setting up a machine correctly
Knowing and following routes and routines for materials handlers
Following end-of-day cleanup procedures
Following work instructions
These are all good examples of standard work, and there is a best or recommended way to perform all of them.
Leaving the workstation to find parts
Leaving the workstation to find tools
Sorting through piles of work instructions
Waiting on information
Taking extra breaks
Talking on cell phones
Standard work is about defining clear roles and responsibilities throughout the factory, with minimal or no waste.
As I discussed in Chapter 5, effective hours is the amount of time workers spend actually building or assembling product. It is critical that this topic be part of the lean training curriculum. New operators joining the company are not likely to have heard of this concept, so it is important to explain that the lean manufacturing processes are designed to maximize work time.
The training should stress the importance of working together and leaving for breaks and lunch as a team. Explain that workers will be held accountable for specific volume requirements; therefore, using their touch time efficiently is critical to daily success. During this training, give an example of the breakdown of hours, similar to the one outlined in Chapter 4. Remember, you are not operating a labor camp, so be diplomatic in your approach. The key is working smarter, not faster.
The concept of continuous improvement will become a way of life at your company. Lean manufacturing and kaizen are the desired approach to running your business. Therefore, you need to take advantage of the fact that these workers are new and have not yet developed bad work habits. They left those bad habits with their previous employers.
The final component of your lean training is to describe the concept of kaizen and teach workers how they will be involved in kaizen events throughout the year. It is wise to let them know early on that they will be asked to make improvements to the organization. Break down the fundamental aspects of the company kaizen program outlined in Chapter 3.
Teaching the theory of kaizen is challenging. Explain that the kaizen events will be executed often and that workers will be asked to participate. Discuss the purpose of the suggestion box, show them where it is, and explain how to complete the suggestion form properly. Discuss how the suggested ideas will be considered in making improvements to the company. Display pictures of any prior kaizen events, and show them a copy of the kaizen newsletter. Walk the workers around the production floor, identifying the location of the kaizen communication boards and discussing their purpose. Kaizen and lean manufacturing are serious business, so it is important that they be included in initial training.
In contrast to other kinds of work situations, manufacturing is a dynamic environment. Some new production workers may not have manufacturing backgrounds and may be accustomed to different working styles. For example, retail workers often have times when customer flow is slow. Many workers tend to prepare for the rush, work the rush, and then recover from the rush. In some jobs, the workload levels vary from one day to the next. It’s important for workers to realize the distinction between other environments and manufacturing, which is highly aggressive and fast-paced. This is not to downplay the service industry, because it has its own busy times, but manufacturing and service are completely different environments. Service workers bring great knowledge and usually a desirable work ethic. However, they must be adequately prepared for manufacturing work.
Level 4 of new-employee training involves working on the production floor, away from the real manufacturing lines, in what I like to call mock line training. A mock line is a training area in the factory that looks, and works, like real production. It is important to design and construct this area to be identical to the manufacturing process that workers will be responsible for. This training area should be set up based on the processes in the plant. More importantly, it must contain all the lean programs you have in place.
To design your mock line, begin by identifying an actual assembly process in the plant—something small that can be easily copied and constructed. Create enough workstations to allow the new operators to experience working side by side. Each workstation should contain all the necessary tools to build the product: air tools, parts, bins, fixtures, hardware, work instructions, and safety equipment. The mock line should have all the 5S detail in place: floor tape, station signs, designations, tower lights, and a materials replenishment system. The new operators should be taught how to build real products working within a lean process that is controlled by structure and protocol.
I realize that not all manufacturing processes use assembly-based systems. Therefore, if your company is a job shop or a fabrication-style business, set up your mock line as appropriate for your specific environment. For example, a composite factory, such as a fiberglass plant, should establish a mock line that teaches workers how to do hand lay-up.
New operators can learn the concepts of single piece flow or controlled batches. They can be taught, and then shown, how to flex from one workstation to another. This type of training environment allows them to learn how to work in a lean process and prepares them to go to work when they are assigned to a real production line. Existing operators will appreciate how the mock line ensures that new operators follow the rules of the lean process. It will shorten the learning curve of new operators and will allow them to build a high-quality product for the organization.
At this point, you have some well-trained employees working in your processes. It will take them some time to learn their new environment, but at some point you will want them to learn other stations, operations, and processes. Flexible production operators add significant value to any company, especially in a lean workplace. Operators must be cross-trained, over time, to learn new jobs and operations. This practice allows production supervisors to assess the skill levels of their people and shift workers to different areas of the floor as needed.
All existing employee training curriculums need to have a cross-training component. Cross-training must be customized to fit each company and each process within the company. Here are three considerations for your cross-training program:
Before creating a cross-training program, you must establish levels of progression, identifying the specific job skills an employee must have in order to move up to another level within the company. Three categories should be established:
An operator at the novice level is new to the workstation or has just been hired. Essentially, this person is an entry-level employee who has just attended the four levels of training, or an existing employee who has transferred from another area of the company. In either case, the novice employee has passed the initial training process. Depending on the company, new employees may have a 90-day probation period, allowing you to assess how they handle the work. Probation is also a good policy for existing employees who are being trained in a new workstation or area, perhaps with a shorter period of 7 to 10 days.
Novice operators are given some leeway and should be allowed to make minor mistakes while they are learning. Place novice operators with experienced workers so that the novices can be helped if necessary. Determine the amount of time that the experienced workers will assist the novices, and then let the novices work on their own. Monitor the novice’s ability to follow the work instructions, perform the required work, adhere to cycle times, and conduct quality checks. Learning curves will vary depending on the complexity of the product, the number of tools, and the abilities of the new operator.
Once a novice has worked to the end of the probation period, you will make an initial decision regarding whether he should be considered for certification status, the next level. Many factors will influence your decision, such as whether he is a new or existing employee as well as his performance during training. Nevertheless, he should remain at the novice level until he has had the opportunity to be a consistent performer for a specified period, which you will decide. The novice must work within takt time (see Chapter 5), perform the work content, and conduct quality checks. He must also react properly to resolve any issues that arise.
The production supervisor should conduct a few audits during this period to see how the new worker is doing. When the worker has proven that he can work consistently, day in and day out, for the given time without supervision, he is ready for certification.
The second level of the cross-training program is to become certified. Certified operators run the show. Although they have the experience and knowledge to run the show and are capable of making good decisions regarding quality errors and flow, they may not be ready to provide training to others.
Working in a lean process takes skill, and that skill is developed over time. Certified operators understand their responsibilities in their own workstation, as well as the procedures and protocol that control those processes. Certified operators may remain at this level for a long time. When are they ready to train others? Naturally, certified operators should strive to reach this next level of job performance on the floor. However, it is wise to first offer them the option of moving to another workstation, or area, before progressing to the training level. Certified operators will become novices in the new area or workstation and will have the opportunity to cross-train in another skill or skill set. Some operators will see the value in that offer and will choose that path.
The cross-training option is wise because some certified operators may not feel that they are ready to train others and may want to continue progressing through the various workstations or areas first. Others will want to move directly toward a training certification status. Of course, management should always persuade the worker to move in the direction that is best for the organization as a whole. But giving operators a choice empowers them to take greater control of their own advancement, and that is very positive.
Both choices are natural progressions for a certified operator. Each choice has its own requirements. If the certified operator decides to try her hand at a new workstation, she will follow the novice level progression guidelines, as mentioned earlier. To become a trainer in a particular workstation, the certified operator must work in that station for a specified period, perhaps three to six months. The exact amount of time depends on your manufacturing processes.
I also recommend that a series of tests be performed on the production line to verify the operator’s conformance to standards. Some certified or veteran operators may begin to ignore procedures and lapse into poor work habits; this is human nature and also happens with salaried and support staff. The best method of qualifying certified operators for advancement is to create a testing and auditing system for those who would like to achieve trainer status.
Workstation trainers have mastered their area. When employees have successfully gone through the new-employee training program, they are placed at a workstation with an operator who has trainer status. The goal of any cross-training program is to get all permanent employees to achieve trainer status.
Training others is almost an art form. It takes time and practice to get comfortable dealing with people and teaching them what you know. Many people really understand a subject or know how to perform a job but cannot relay the information to others in a way that is clear and easily understood. Make sure you know your audience and that the training is delivered in a way they understand it. For those who do not have this capability or desire, the opportunity to cross-train in other lines or departments is a good option.
Temporary workers exist in almost every industry, including manufacturing. Many organizations use temporary workers to help during times of increased output. Certain times of the year are busier than others, depending on products and industry needs. For example, companies that manufacture gas heating stoves are busier from late summer through winter. Construction products such as vinyl windows and siding are manufactured heavily during spring and summer. Rather than employ a larger, permanent workforce year-round, companies bring in temporary workers during the busy seasons.
This approach is also used to identify reliable workers who can eventually become full-time, permanent employees. Because temporary workers often become permanent, a system of progression should exist for them. The goal is to identify the time spent in various activities and the point when they will be eligible for permanent status.
Many companies do not develop such a progression, and temporary workers remain temporary for years. I firmly believe in developing a solid pool of talent, and temporary workers are a wonderful source. Any company embarking on a lean journey should be proactive, identifying early on those workers who have the attitude and ability to assume future responsibilities.
New talent always improves the overall pool. Sometimes, the workers who have been with the company longest and have the most knowledge and experience are the most resistant to change. New workers bring a fresh attitude and approach and have not yet established poor work habits. The blending of these workers is beneficial to your organization, because they can balance each other and inspire and motivate one another. Both types of workers are necessary for successful lean implementation.
Temporary workers are usually seeking permanent employment. They come with new ideas and attitudes and are eager to learn and to prove their worth. Most of them want to become part of your company. It’s true that there are also those who simply work for a time and then leave. However, in most cases, temporary workers really want to become permanent, and they will do their best for you. I have seen temporary workers who can outperform many certified operators. I have even witnessed temporary workers training permanent workers.
Production supervisors need to be able to identify all their workers, their current responsibilities, their positions in the cross-training program, and their next level of advancement. You should create a cross-training matrix for each manufacturing process on the floor, identifying the workers assigned to the area and the number and type of processes that each worker can perform. The cross-training matrix is a valuable tool for visual management. Figures 6.1 and 6.2 show examples of cross-training matrixes.
The cross-training matrix provides a useful visual representation of the current skill levels in the area of supervision. This matrix should be posted in the work area and updated regularly to ensure that the information is current, accurate, and can be properly used. Cross-training matrixes for manual assembly are less complex than matrixes for processes that include machines and equipment. Operators working in manufacturing processes with the equipment identified in Figure 6.2 will probably need longer, more structured training.
New employees entering into support staff roles also need training that sets correct expectations for work in a lean organization. These individuals should go through the same training curriculum as production workers: product overview, quality training, lean training, and mock line training. Are you surprised? Many Japanese manufacturers require their new managers and engineers to work on the production floor for a certain period of time. It allows them to see how the products they will be supporting are made, and it also encourages the development of working relationships with the operators. Working on production lines also provides insight on issues that create obstacles for operators. Although I am not necessarily recommending this approach, it is certainly worth considering.
As new managers come into the organization, they should be briefed on the company’s lean journey, preferably during the interview. Some companies make lean experience a requirement and list it in the job description for managers. If your company adopts the structure of the company kaizen program described in Chapter 3, your new managers should be trained on this structure and taught how they will be expected to contribute.
The kaizen steering committee is an integral part of the lean program, and new managers may become part of this decision-making group. Employees from their departments will be asked to participate in kaizen events. If the concepts of kaizen and lean are foreign to these managers, they will not be prepared for what takes place. New managers should be aware that their input, contributions, and involvement are required for the continued success of the lean journey.
New engineers also play an important role in the lean journey. Manufacturing, industrial, and process engineers will assist with data collection for time studies, waste analysis, process analysis, and value stream mapping. These individuals should go through some form of waste identification and standard work training to learn about the tools used in performing the technical side of lean manufacturing. If the organization has hired a full-time lean or kaizen champion, new engineers should meet this person, because they will help each other capture the current state of individual processes. At some point, the current kaizen champion may leave the process or the company, and new engineers must be prepared to take over this role.
As with job descriptions for new managers, the descriptions for new engineers should reference the company’s lean journey, stating its importance. Possibly, new hires will already be familiar with lean concepts and will be perfect candidates to step into their new roles. Although such familiarity is not a requirement, it would certainly shorten the time needed for training. New engineers should also be informed that they will be asked to participate in kaizen events and perhaps even take on a leadership role.
Training is critical. Companies often require salaried staff to attend extensive training programs and to engage in continued education throughout their careers. Their performance plans often cite educational objectives related to salary increases and promotion, and they are expected to keep current on topics in their fields of expertise. Organizations should place just as much emphasis on the training of production workers. Production workers are value-added employees, and an investment in their training equates to profit for the company.
It is difficult for some companies to justify the type of new-employee training I have outlined in this chapter. This approach challenges some of the existing management methodologies and therefore can cause management resistance. However, many companies view training as an important element of the continued success of their lean journey. Upper management must decide whether or not training is considered valuable.
Often, the issue is simply the lack of a training budget. A good friend of mine operates a small fiberglass manufacturing company. We discussed training and budgets, and I asked him to tell me his constraints. He replied, “I don’t need a budget to train my people. If it is needed, we do it.”
Well put.