Resources

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

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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Changing Results Through Building People Capability

Why do we train people in our workplaces? A simple question that is all too often not properly answered, and thus not properly understood. To effectively answer this question we first need to step backward.


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Improvement Kata – 4 Steps To Operations Performance Improvement

“no plan will cover everything, and that is OK“! However, it does not mean you progress forward “unarmed”. To do that would be a disaster.


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Improvement Kata – A New and Challenging Approach To Business Performance Improvement

Improvement Kata challenges traditional improvement thinking… “no plan will cover everything, and that is OK“!


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Improvement Kata Target Conditions Can Key Driver

A conversation triggered by Mike Rother …


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Improvement Kata Target Conditons

“If I have learned nothing else in the last couple of years, it has been the balance between dogma and keeping the learner “in the game.” The latter is FAR more important.” – Mark Rosenthal.


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TWI as an Integral Part of Lean

Basic stability starts with a well trained workforce. Fortunately employees tend to know their jobs very well or we would all be in serious trouble. However…….


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Job Instruction – A One Page Introduction

Applying Job Instruction, a standardised method of teaching a task, means quickly training people to remember how to do a job correctly, safely, and conscientiously. Why is “remember” important?


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The Human Side of Lean -People Are Important and How To Address This

At the heart of every work system are people and their collective beliefs and behaviours, their work culture. In other words, you can have all the technology, machines, processes and systems, but in the centre of it all are the people who make it all work.


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Job Relations, Job Instruction and Job Methods – 3 Essential Supervisory Skills

Our Supervisors are promoted because they were good at doing the work. This does not mean they will be good at leading the workers.


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Job Relations and the Human Side of Continuous Improvement

At the heart of every work system, and the improvement of it, are people. No matter how good the technology, the machines, the processes and the systems, in the centre of it all are the people who make it all work.


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Program Development – The 4th And Often Overlooked TWI Method

It was developed to build the skills of any person responsible for creating and directing training and is applicable in all production and service environments.


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One Of The Four Elements of a Continuous Improvement Management System Performance Indicators and Visual Management via Displays

If we don’t have the right accurate information easily accessible to those that can improve the process or operation then sustained improvement will be unlikely no matter management’s intent…


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Three Of The Four Elements of a Continuous Improvement Management System Leader Standard Work, Daily Accountability, Discipline

MANAGEMENT of continuous improvement is not something that is normally deeply considered, yet it is critical.


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Training Within Industry in Health Care

Surely the intent of any health care system is simple…Any person who is injured, ill or has an ailment is to leave the “system” cured with no harm done along the way.


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Value versus Waste in business

“Value” is doing something that BUILDS the product or service, and the customer WILL pay for.


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