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EDUCATION AND TRAINING

PILLAR
PILLAR OBJECTIVES

VISION

 TO APPRECIATE AND RESPECT PEOPLE, RECOGNIZING THEM AS


AN ESSENTIAL PART OF THE BUSINESS.

MISSION

TO PROVIDE CONDITIONS AND A SYSTEM TO IMPROVE THE SKILLS


OF OPERATORS AND MAINTENANCE STAFF.
EDUCATION AND TRAINING AIM

• Reduce downtime due to poor skill

• Increase flexibility of manpower

• Increase morale and participation

• Reduce unsafe acts

• Reduce quality rejection

Essentially support all other TPM pillars


GOALS OF E&T TO RAISE SKILL LEVELS

(1) Not familiarized (Not Lack of knowledge


educated)

(2) Have a basic knowledge


Lack of training

(3) Can perform by oneself to


the certain extent

Skills have been well


(4) Have a confidence in acquired like habit
performing appropriate
maintenance
Knowledge has been
(5) Can impart the knowledge completely mastered
to the trainees
Definition –Education
An act or process of imparting or acquiring general knowledge,
developing the powers of reasoning and judgment, and generally
of preparing oneself or others intellectually for mature life.

Education in the largest sense is any act or experience that has a


formative effect on the mind, character or physical ability of an
individual.

Education is the process by which society deliberately transmits


its accumulated knowledge, skills, and values from one generation
to another.

Education, or being educated, involves all senses being exposed to


a series of stimulate, which will enhance and grow the mental
capacity of someone, to achieve a set of, or a specific objective.
Definition –Training

The process of bringing a person to an agreed standard of


proficiency by practicing and instructions.

The term training refers to the acquisition of knowledge, Skills and


competencies as a result of the teaching of vocational or practical
skills and knowledge that relate to specific useful competencies
Training Within Industry –4Js’

4Js’

JI= Job Instruction

JM= Job Method

JR= Job Human Relation

JS = Job Safety
Example Of E &T Approach

Education and Training is focussed at enabling


Employees to attain proficiency in all operational skills,
so as to bring about a reduction in Accidents,
Improvement in Quality and reduction in Machine
Breakdowns and thereby result in an overall
enhancement of Employee morale
Education And Training

Pull the ability out


Education Human’s capabilities Mind

A person can be Educated but not Trained ( Fresh Graduate )

&
Speedy translation of
Training thought into action Body(Skill-Up)
(Gunman)

A person can be Trained but not Educated ( Skilled Black smith )


ROLE OF E&T
Role of E & T

Support Other
Continuous
Pillars of TPM
Morale up
for Loss
reduction

1. Behavioural Science
2. Counselling Mind 1. Reactive Support
3. Psychological sense 2. Proactive Support
of achievement
4. Presentation
Behavioural Science

Maslow’s theory of Hierarchy Of Needs


Counselling Mind
Five Principles
1. Listen.
•We should listen first

2. Don’t deny.
•We should not reject her/his opinion.

3. Don’t argue.
•We should not start an argument with her/him.

4. Don’t be deceived by appearances.


•We should consider her/his mentality instead of appearance

5. Help.
•We should read her/his mind because sometimes one can’t express
oneself well without your help.
Mother & Child Example

Don’t Look down I’m


Since He/She is Mother
workmen

I’m
Son!
Mother & Child Example
You are a
First Understand very Bad
his/her Feeling boy!

I’m You
Hungry! can’t
wait for
your
dad?

I don’t
want to
wait!
Mother & Child Example
Accept If He/Her You must be
is right hungry by now!

Yes I’m,
you
Understand
Me well
Mom!
INTRODUCTION

TPM CHANGE OF BEHAVIOUR

SUM OF HABITS

EFFECTIVE
CHANGES DIRECT
INFORMATION
(Increases knowledge) EXPERIENCIES
TPM (More conviction)
Replaces old habits by
new ones
• TPM Objectives versus Education and Training Pillar

• Train Operator to enhance / upgrade the knowledge to work as a team with others
• The maintenance technicians required to learn about the latest technology and
upgrade their skills to act as professional guards and suggest improvements
• The planners / engineers must harness technology of engineering, management
techniques and project management tools
• Everyone should respond positively to the environment in which they are inserted.
• What is the consequences if that does not exist ?

OPERATION / MAINTENANCE PROJECT

•Failures in the teams •High time of dedication


•Downtime •Inadequate team for the
•Chokotei (Minor Stoppages) conditions of work
•Quality defects •Team difficult to use
•Unsafe conditions •Equipment that breaks very often
•Low practicality •Team that produces parts with
•Reduced efficiency defects
•Low technology level
•Low speed in the implementation
of the innovations
• Concepts
SKILL
It is the capacity to carry out the work, apply knowledge and experience in a
correct and reflective way in every type of event along the period.

Experience
Good assessment and
+
action in adequate way
Information

The skill is a result of the personal motivation and wide training.

The final outcome is the expertise.

To allow people to gather this expertise, businesses develop more effective


training methods.
•Skill Concepts
The individual is able to The individual is able to
When detecting a
assess it correctively act correctly in the base
phenomena
Cause > Measure of the reflect

Perception Assessment Assessment

Education and experience


and information accumulation

5 senses Brain Body

It is a function of Time
•Education and Training Pillar in 6 steps
Assessment and
6
planning of the future

5
Training schedule

4
Skill development plan (Matrix)

3 Mapping of the Operation and


Maintenance skills

2
Development Program

1
Business Requirements
Step 1-Business Requirements
To identify which are the strategic needs and which key projects
and
activities are involved.

BUSINESS GROUP

FACTORY

•Reduction of costs conversion


•Increase of OEE
•Reduction of cost Product
•Implementation projects innovation
•Link with Factory Target (Example)
Step 2-Development Program
Assessment and
6
planning of the future

5
Training schedule

4
Skill development plan (Matrix)

3 Mapping of the Operation and


Maintenance skills

2
Development Program

1
Business Requirements
Step 2-Development Program
The training program is set aiming to business objectives and the elimination of losses
The program is wide to reach every level of the factory reflecting: P ‐Production
Q ‐Quality
C ‐Cost
D ‐Deliver
S ‐OSHE
M ‐Moral
FACTORY TARGETS

Reduction Reduction
Examples: Give Away Change Over
Step 2-Development Program
•Training Cycle ‐Example
Step 3 ––Mapping of the Operation and
Maintenance Skills
Assessment and
6
planning of the future

5
Training schedule

4
Skill development plan (Matrix)

3 Mapping of the Operation and


maintenance skills

2
Development Program

1
Business Requirements
Ability Most Wanted from Operators
The operators are required to have a strong ability to perform the
following in operating and adjusting equipment correctly:

1. Ability to find and improve equipment “fuguai”.

2. Understand equipment functions and mechanism and have the


power to find the cause system of troubles.

3. Understand relationship between equipment and product quality


and have the power to predict problems with quality and to find
cause systems.

4. Can repair.

5. Can perform KOBETSU KAIZEN of themes matching operator job


independently or in cooperation with related department.
Ability Most Wanted from Maintenance Men
1. Can instruct the correct operation and daily maintenance of equipment.

2. Can judge if equipment is operating normal or abnormal.

3. Can analyze abnormal condition cause and can select and implement
correct restoration method.

4. Can enhance equipment and part reliability, extend life and suppress
abnormal condition or failures. (MTBF ‐Mean time between failures).

5. Can enhance equipment maintainability such as unit exchange and can


shorten repair and restoration time. (MTTR ‐Mean time to repair).

6. Have technological power to diagnose equipment and can utilize and


standardize it.

7. Can pursue economy in these activities and optimize them.


• Mapping Skills ‐Example
Role: Operator Machine: AREA:

Knowledge Skills Trainings


Basic knowledge of 5S 5S 5S Training

Basic knowledge of the philosophy TPM Basic concepts of TPM Introduction to the TPM
TPM –Autonomous Maintenance

Knowledge of 1ºstep Autonomous Concepts of 1st Step AM Training 1st Step of AM


Maintenance: concepts, cleaning, ‐Theory and deep Cleaning
inspections, labelling. OTJ
Knowledge and management of the OPL Elaboration of LPP On The Job OPL

Knowledge of the 2nd step of AM: Concepts of 2nd Step AM‐tool ECRS Training 2nd Step of AM
elimination of the sources of dirt and ‐Theory
difficult points (ECRS)
Theory Knowledge and Line target control Control Markers PQDCSM Markers

Knowledge of 3rd Step of AM: elaboration Concepts of 3rd Step Training 3rd Step de
of temporary standards of cleaning, AM‐Theory and Practice
inspection and lube and practical part of Knowledge
the lube
Practice Knowledge about types of Lube of the equipments Theory and practice
lubricants and lube methods training on lube
• Mapping Skills ‐Example

General Skills are common for all Jobs in the factory


• Mapping Skills ‐Example
Specific Skills are different for different Jobs Specific
Step 4-Skill development plan (Matrix)
Assessment and
6
planning of the future

5
Training schedule

4
Skill development plan (Matrix)

3 Mapping of the Operation and


Maintenance skills

2
Development Program

1
Business Requirements
Step 4-Skill development plan (Matrix)
To facilitate the management of each employee’s skills, the planning of the
training
actions and the global analysis of the “status” of acquisition of new
knowledge and
skills of every employee.

CONTENT OF THE SKILL MATRIX

• Name of the area’s employees

• Skill required by position/employee

• Level of the skill required for the position/employee (insert goal)

• Skill required by area (safety, TPM, behaviour, etc.)


Step 4-Skill development plan (Matrix)

How does it help?

•Operators well qualified

•Operators can manage his own training needs

What are the results expected?

•Clear job skill profile vs. necessary skills

•Systemized training & development plan

•Focus in training needs aligned with losses elimination


Step 4 Skill development plan (Matrix)
•Skill’s Assessment phases
Step 4 Skill development plan (Matrix)
Step 4 Skill development plan (Matrix)
•Proactive Approach
Step 5-Training Schedule
Assessment and
6
planning of the future

5
Training schedule

4
Skill development plan (Matrix)

3 Mapping of the Operation and


Maintenance skills

2
Development Program

1
Business Requirements
Step 5-Training Schedule
From the gaps identified in the “Skill Matrix” it should be set a training
plan to eliminate the respective gaps.

That plan must be consistent throughout the year and visualised in the
long run.

Example:
EFFECTIVE TEACHING - PDCA CYCLE

IDENTIFY TRAINING GAPS


PREPARE COURSE DESIGN
MAKE AVAILABLE RESOUCES

PLAN

IDENTIFY TRAINING GAPS TEACH - CLASS ROOM


PREPARE COURSE DESIGN ACT DO ON THE JOB TRAINING
MAKE AVAILABLE RESOUCES PRACTICES

CHECK

EVALUATE EFFECTIVENESS
Step6 - Assessment and Planning of
the Future Assessment and
6
planning of the future

5
Training schedule

4
Skill development plan (Matrix)

3 Mapping of the Operation and


Maintenance skills

2
Development Program

1
Business Requirements
Step6 - Assessment and Planning of
the Future
To assess the training activities, periodically, and to see which
progresses people are making in order to reach the development
goals of their skills.

Employees must be able to follow and, yet, to anticipate the fast


advances of the technology, equipment and management.

The business, periodically, must review the skills, the training


systems, the training processes used and make efforts for a
program to train individuals to perform their jobs knowing
deeply their teams.

This is the way to obtain a long‐lasting business growth.


•Education and Training Pillar in 6 steps ‐Summary
EDUCATION AND TRAINING
ASSURANCE/PLANNING
•Employee’s evaluation Review :
Manufacture Assessment and
6 planning of the
Losses
Structural changes future
Innovations/Technology
5 Training schedule
Targets

4 Skill development plan (Matrix)


•Set Plan
•Update
Capacitating 3 Mapping of the Operation and
Material Maintenance skills
Skill Matrix
Training Packages 2 Development Program

1 Business Requirements
E & T Pillars
Support to Other Pillars
E & T Role In Other Pillars
Support To Jishu Hozen Pillar
•Training on Various Steps of Jishu Hozen

•Basic awareness training of operators

•Training on How to find defects

•OPL training to Operators

•JH step‐4 General Training material

•Technical Training Center development

•JH step‐4 Training


Initial Operator Training
•Classroom & on the job training given for Jishu Hozen.
•Basic machine Awareness Training
Training To Find Abnormalities
•To find abnormality is very important in Jishu Hozen.
•Operators needs to be trained in finding abnormalities
•Fuguai testing kits to be prepared in TTC
•Training to be given by trained technicians

Fuguai training kit


OPL As A Training Tool
General Training Material
•A lot of material available with TPM factories
•Our own material can also be developed
Technical Training Centres
Support To Planned Maintenance Pillar

•Reduction in B/D due to poor Skill

•Black Treasure Training to operators

•Training to do Time Based Maintenance

•Technician Training to perform CBMS


Reduction In B/D Due To Poor Skill
Weeks breakdowns are to be monitored, Why Why analysis for each
Failure & weekly training plan every week.

Why Why analysis

Down time due to poor skill

Training to
Reduce
Breakdowns
Reduction In B/D Due To Poor Skill
Black Treasure Training
•Broken machine parts are called Black Treasure
•These parts are great source of Learning
•These should be kept in TTC for Training
• Each Broken part should be attached with Why Why analysis

Tag still attached


What ?, When ?
Where ? Why ?
How solved ?
Support To Kobetsu Kaizen Pillar
•Training on various KK

‐Why Why analysis 50% Employee

‐WWBLA analysis 10% Employee

‐PM analysis 05%Employee

‐ECRS Training

‐Work Flow Analysis

‐5W1H Training
Example Of KK Tools Used By X Factory
Support To Quality Maintenance Pillar
•Reduction in Defects due to poor Skill

•Training of 10 step QM approach to TPM team

•SQC Training

•7 QC tools Training

•HACCP Training

•Conduct Employee Market visits


Support To SHE Pillar
•Contractor employee safety induction

•Training of PPE usage to operators

•Training on Emergency response Procedure

•Training for Fire fighters

•Training for First Aid

•Training to do CTI / THA / HAZOP

•Training to Correct Unsafe behaviours


Safety Trainings
The Safety Training programs for Company Employees consists of :

1. Induction Training Programs

2. Specific Training Program of Hazard Identification

3. General Skills Training Programs

Safety training based on skill gap analysis PPE training module


Training On Unsafe Behaviours
Conclusion
•For effective implementation of education and training system at
site :

–Finalize Business Needs


–Develop E&T Policy
–Develop E&T Objective and Target and link with them Business Needs
–Develop Job Skills Inventory
–Do Skill Gap Analysis
–Do Training Needs Analysis
–Develop Training Modules as per needs
–Mapping of skills between operators and maintenance team
–Develop Master Plan for implementation of training
–Execute the master plan and monitor the results
–Develop OPL’s to cascade knowledge in easiest way
–Develop worker teachers to transfer knowledge