Case Studies

The case studies below offer related insights and some successes our clients have obtained.

Improvement & Coaching Meets Increased Production Demand

Management (via Sales Forecasts) were anticipating new record sales of a mining commodity. The product couldn’t be made in advance as it can’t be stored medium to long term.
A tool was required to meet this challenge through using existing machines, doing good work well, through capable staff striving to improve, and learning (so it can be repeated).


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Industrial method yields results in Danish municipality

There is a popular misconception that the Training Within Industry (TWI) skills are only applicable to manufacturing. The 3 skills – leading people, instructing (in standard work) and improving methods – equally have a home in service organisations. The municipality of Odense in Denmark applied TWI Job Instruction to optimise operations and quality of administration.


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Job Instruction – Ebola Care

The Ebola crisis is on people’s minds the world over. This is an excellent case of how JI is being used as a very effective means of quickly understanding the work then training people in the real world just when the skill is needed.


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Job Instruction – Manufacturing, Food Industry

An improvement exercise was established to reduce quality deviations and quality risks. A major root cause was quickly identified that being people influence and variation in standard work. It was noted that actual on the job training was itself not standardised.


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Performance Indicators & Visual Displays – Wine Industry

The potential for quality downgrades of suboptimal grapes was the highest concern as such downgrades pose the most risk of cost to the business through loss of value.


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Job Instruction – Manufacturing, Food Industry

Approximately $8M in capital was spent on the Cream Cheese production and packaging equipment upgrade. At the time of the upgrade planning, senior site management recognised the importance of investing in the people (operators and leaders) as well as equipment.


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Leader Standard Work

Visual Workplace Australasia’s objective with TMI (Cream Cheese Plant) was “engaged and capable staff first achieving then improving operational performance measures”. Leader Standard Work (LSW) was introduced as part of this larger exercise to begin our work in achieving the stated objective.


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Knowledge and Skill Development in Operations

Training of brick and downstream equipment operators was via a buddy system with no set path. The training system produced variable results with varying levels of skills and knowledge, with no objective means of determining skill and knowledge level. The varying levels of skills and knowledge resulted in First Time Quality losses, productivity losses, packaging losses and caused Tetra Pak “avoidable reactive troubleshooting time”.


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Job Relations – Tatura Milk Industries

Executive management frequently and rightfully often impose change on a business, change is necessary to survive long term.


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Job Instruction – IT

IT (8 staff) needed a tool to transfer the skill of inputting a sales order into the sales system via a tablet PC. This task was to be done by approx. 70 sales staff over all States and Territories across Australia.


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Job Instruction – Pharmaceutical

In the pharmaceutical industry, operator related error frequently results in massive amounts of money being lost when batches of medicine must be discarded.


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Improvement Kata and Coaching Kata

Improvement can often come largely from the resources currently available. It is not necessary to spend large sums of money. Smaller continual improvements can often be more successful than “silver bullets”. The Improvement and Coaching Kata’s are vehicles for achieving incremental change from within.


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Job Instruction – Healthcare

Martha Purrier is “just a nurse” (her own words). Via TWI Job Instruction she helped many others make it more likely that her patients left her hospital system cured with no harm along the way.


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Ready For Purpose – Bottling Line

So often production line operators say “we would be more efficient if we did longer runs, simple”. But … the customer wants variety quickly, and full warehouses of unsold finished goods are a huge risk and cost money. Longer runs are not an option in any improvement program. In order to sustain efficiency in ever shortening runs, changeover (or “Ready For Purpose”) time must be reduced, no option.


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Visual Key Points – Food Industry

The factory floor is where an operator is most comfortable and will learn the right way quickest. Learning the right way quickly means less mistakes, less downtime, therefore less cost.


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