'WHEN PIGS FLY'
'WHEN PIGS FLY'
'WHEN PIGS FLY'
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‘WHEN <strong>PIGS</strong> FLY’<br />
SUZANNE NUTTALL<br />
Copyright : Suzanne Nuttall
‘WITHOUT THE ACTIVE<br />
ENGAGEMENT OF ALL<br />
EMPLOYEES, CONTINUOUS MAJOR<br />
CHANGE WILL HAVE A VERY<br />
SMALL CHANCE OF<br />
SUCCEEDING…’<br />
Lucey,J. et al. 2005,Why Major Lean<br />
Transformations have not been sustained’
PREPARATION<br />
2<br />
• Conduct Needs<br />
Analysis<br />
• Map JI to Business<br />
Strategy<br />
• Form Steering Group<br />
1<br />
DEFINE STRATEGIC<br />
IMPACT<br />
CREATE SUB SYSTEMS<br />
• Coaching Framework<br />
• Process Confirmation<br />
Check Framework<br />
• Training Evaluation<br />
Framework<br />
• Educate Advance<br />
Group<br />
• Agree<br />
Implementation<br />
Resource<br />
• Problem<br />
Identification<br />
3<br />
PREPARE PEOPLE
STRATEGIC IMPACT: MAP INTERVENTION<br />
TO BUSINESS STRATEGY<br />
Trainees Knowledge/ Skills Job Behaviours Job Success Factors Business Objectives Strategic Goal<br />
Questions to ask<br />
Learning<br />
Outcomes <br />
Behaviour<br />
Outcomes<br />
Benefits from<br />
translating learning<br />
into behaviour<br />
How can it help the<br />
Business<br />
Does it execute<br />
Business<br />
Strategy<br />
Ops. Director<br />
Factory Manager<br />
Dept. Manager<br />
Knowledge<br />
of TWI JI<br />
Actively<br />
Support JI<br />
Environment to<br />
transfer<br />
learning<br />
to new behaviours.<br />
Develop LEAN<br />
foundations<br />
Cascade decision<br />
making<br />
Employee<br />
Engagement<br />
Increase Plant<br />
Capacity<br />
Butchery Op.<br />
Line Leader<br />
Supervisor<br />
Lean<br />
Coordinator<br />
Skill in<br />
JBS<br />
generation<br />
Skill in delivering<br />
10hr JI<br />
Contribute to<br />
JBS<br />
development<br />
Comply to<br />
JBS<br />
Deliver Job<br />
Instruction<br />
Coach<br />
employees in<br />
JBS generation<br />
Standardised<br />
Working<br />
Standard<br />
Instruction<br />
Losses<br />
S,Q,P,D,M)<br />
Training<br />
Effectiveness<br />
Eliminate Skills Gaps<br />
Deliver JI 10 hr. Multiplier effect # JI Instructors<br />
Reduce<br />
Operating<br />
Expenses<br />
Accelerate<br />
LEAN journey
STRATEGIC IMPACT: MAP INTERVENTION<br />
TO BUSINESS STRATEGY<br />
Trainees Knowledge/ Skills Job Behaviours Job Success Factors Business Objectives Strategic Goal<br />
Questions to ask<br />
Learning<br />
Outcomes <br />
Behaviour<br />
Outcomes<br />
Benefits from<br />
translating learning<br />
into behaviour<br />
How can it help the<br />
Business<br />
Does it execute<br />
Business<br />
Strategy<br />
Ops. Director<br />
Factory Manager<br />
Dept. Manager<br />
Knowledge<br />
of TWI JI<br />
Actively<br />
Support JI<br />
Environment to<br />
transfer<br />
learning<br />
to new behaviours.<br />
Develop LEAN<br />
foundations<br />
Cascade decision<br />
making<br />
Employee<br />
Engagement<br />
Increase Plant<br />
Capacity<br />
Butchery Op.<br />
Line Leader<br />
Supervisor<br />
Lean<br />
Coordinator<br />
Skill in<br />
JBS<br />
generation<br />
Skill in delivering<br />
10hr JI<br />
Contribute to<br />
JBS<br />
development<br />
Comply to<br />
JBS<br />
Deliver Job<br />
Instruction<br />
Coach<br />
employees in<br />
JBS generation<br />
Standardised<br />
Working<br />
Standard<br />
Instruction<br />
Losses<br />
S,Q,P,D,M)<br />
Training<br />
Effectiveness<br />
Eliminate Skills Gaps<br />
Deliver JI 10 hr. Multiplier effect # JI Instructors<br />
Reduce<br />
Operating<br />
Expenses<br />
Accelerate<br />
LEAN journey
SUB-SYSTEM: TRAINING EVALUATION<br />
L1: Reaction<br />
JI – Simple Smile Sheet:<br />
Environment, Trainer,<br />
Facilities, Overall Satisfaction<br />
L2: Learning<br />
JI – Delivery of a Job Breakdown<br />
Sheet, Delivery of JI Instruction,<br />
Small Learning Survey<br />
L3: Behaviour<br />
JI – Systematic Process Confirmation<br />
Checks, Compliance to JI 4 Step<br />
Instruction & JBS method<br />
The 4 levels<br />
L 4: Results<br />
JI – Trending of Compliance<br />
to 4 Step Instruction,<br />
Compliance to JBS, Metrics<br />
P.D.Q.S.M
SUB-SYSTEM: TRAINING EVALUATION<br />
Trainees Knowledge/ Skills Job Behaviours Job Success Factors Business Objectives Strategic Goal<br />
Questions to ask<br />
Learning Outcomes<br />
<br />
Behaviour<br />
Outcomes<br />
Benefits from<br />
translating learning<br />
into behaviour<br />
How can it help the<br />
Business<br />
Does it execute<br />
Business<br />
Strategy<br />
Ops. Director<br />
Factory Manager<br />
Dept. Manager<br />
Knowledge<br />
of TWI JI<br />
Actively<br />
Support JI<br />
Environment to<br />
transfer<br />
learning<br />
to new behaviours.<br />
Butchery Op.<br />
Contribute to JBS<br />
Reaction & Learning<br />
development Standardised<br />
LEVEL<br />
Line Leader<br />
Working<br />
3<br />
(questionnaire's and demonstrations)<br />
Skill in<br />
JBS<br />
Comply to<br />
EVALUATION<br />
generation<br />
JBS<br />
Supervisor<br />
Deliver Job<br />
Instruction Standard Instruction<br />
Lean<br />
Coordinator<br />
LEVEL 1 & 2<br />
EVALUATION<br />
Skill in delivering<br />
10hr JI<br />
Coach employees<br />
in JBS generation<br />
Develop LEAN<br />
foundations<br />
Cascade decision<br />
making<br />
Employee<br />
Engagement<br />
Losses (S,Q,P,D,M)<br />
Training<br />
Effectiveness<br />
Eliminate Skills Gaps<br />
Deliver JI 10 hr. Multiplier effect # JI Instructors<br />
Behaviour<br />
(Daily progress meetings, Process<br />
Confirmation Checks)<br />
Increase Plant<br />
Capacity<br />
Results<br />
(Process Confirmation<br />
checks (instruction,<br />
compliance, outputs)<br />
Reduce<br />
Operating<br />
Expenses<br />
LEVEL 4<br />
EVALUATION<br />
Accelerate<br />
LEAN journey
PEOPLE: ASCERTAIN PROBLEMS IN<br />
ADVANCE AREA<br />
8<br />
92
‘WE SHOULD WORK ON<br />
OUR PROCESSES, NOT THE<br />
OUTCOME OF OUR<br />
PROCESSES’<br />
Edward Deming<br />
PROCESS
PROCESS<br />
2<br />
• Deliver TWI Pre-<br />
Education Module<br />
• Deliver 10hr JI Course<br />
• Evaluate KP L1,L2<br />
SKILL<br />
• Develop JBS under<br />
guidance of a Coach<br />
• Implement A Practise<br />
Strategy (JI)<br />
• Evaluate KP L2, L3<br />
• Instruct JBS to All<br />
• Perform Process<br />
Confirmation Checks<br />
• Evaluate KP L3, L4<br />
1<br />
KNOWLEDGE<br />
3<br />
IMPROVEMENT
SKILL: BUTCHERS DEVELOP<br />
THEIR OWN JBS<br />
Identify Variations<br />
•Experienced Operators<br />
collate Videos of<br />
Techniques in use.<br />
Agree Consensus<br />
•Best Important Steps<br />
•Best Key Points<br />
•Validate Reasons<br />
•Construct New JBS<br />
together<br />
Finalise JBS<br />
•Test for Practicality on a<br />
Pace Production Line<br />
•Test for Accuracy with a<br />
Novice<br />
•Cross reference JBS<br />
Checklist for Quality<br />
•Add to JBS Database
SKILL: PRACTICE STRATEGY INVOKES<br />
PHYSIOLOGICAL PROCESS<br />
‘Practise doesn’t make Perfect .....<br />
………It makes Permanent’, Doug L e m o v<br />
Message moves quicker with<br />
more myelin isolation
IMPROVEMENT: INSTRUCTION<br />
4 STEP JI METHOD
PEOPLE
PEOPLE<br />
• Attitudes toward<br />
Change<br />
• Apathetic<br />
• Incubator<br />
• Advocate<br />
• Resistor<br />
2<br />
• Team positions<br />
TEAMWORK<br />
• 7 Change Levers<br />
1<br />
ATTITUDES<br />
3<br />
GAMEPLAN
Butchery<br />
Manager<br />
Butchers<br />
Butchery<br />
Administer JR Where<br />
Necessary<br />
Butchery<br />
Butchery<br />
Butchery Butchery<br />
Butchery Butchery<br />
Job Instructors<br />
Butchery Butchery Butchery<br />
Line Leaders/ Supervisors<br />
Butchery<br />
3-5-2<br />
TWI Champion<br />
TEAM LINEUP<br />
GK Andy Abbott<br />
CB David Hartnell<br />
CB Nick Watts<br />
CB Angelo Dama<br />
CM Rod Hansell<br />
CM Marcin Makowsi<br />
CM Lia D.Santos<br />
CM Alex D.Santos<br />
CM Paul Fox<br />
FW Butchers<br />
FW Butchers<br />
Board<br />
Member<br />
Seamus Rooney<br />
Managing Director<br />
Board<br />
Member<br />
Operations Director<br />
Tom Begg<br />
Trainer<br />
Lean Manager<br />
Suzanne Nuttall<br />
Trainer<br />
Master Trainer<br />
Don Dinero<br />
R Alan Pinner<br />
Manager<br />
Butchery Manager<br />
Alan Pinner<br />
Manager<br />
General Manager<br />
Zaggy Zachariou<br />
Coach<br />
Lean Coord<br />
Mike Zielinski<br />
Coach<br />
Lean Coord<br />
Joel Guma
TWI Champion<br />
Butcher<br />
JI Instructor<br />
Manager<br />
Sponsors<br />
Strategy &<br />
Coaching<br />
Supervisors<br />
Game Plan<br />
‘Football<br />
POSITION<br />
CHANGE<br />
is a<br />
LEVER<br />
simple<br />
ACTION<br />
game based<br />
REACTION<br />
on<br />
Contacts between<br />
JI Instructors attend<br />
the<br />
GK<br />
giving<br />
Advocates<br />
and<br />
& Apathetic<br />
taking<br />
subsequent training<br />
of<br />
waves<br />
passes, of<br />
controlling the ball<br />
100%<br />
and<br />
Saturation<br />
of making<br />
FW<br />
Mass Exposure<br />
Company Newsletter<br />
Annual Conference<br />
yourself available to receive a pass. It<br />
TWI Master Instructor<br />
CM<br />
Hiring Advocates<br />
Polish Lean Coordinator<br />
CB<br />
R<br />
is terribly simple.”<br />
Remove Resistors<br />
Walk the Talk<br />
Resistors Later waves once<br />
Value established<br />
Executive B,Members 1 st Wave<br />
of Training.<br />
Executive Board sit in Steering<br />
Committee<br />
Apathetic Incubators<br />
Incubators Advocates<br />
Resistors Incubators<br />
Bill Shankly<br />
Mgrs &<br />
Exec<br />
LEAN<br />
Team<br />
Reward & Recognition<br />
Infrastructure<br />
Newsletter Articles<br />
Regular Praise<br />
Celebratory BBQ<br />
Job Specific Training for JI<br />
Instructors<br />
Coaching Framework<br />
Skills Matrix Changes<br />
Training Plan<br />
Change levers from<br />
Creating Contagious<br />
Commitment, Andrea<br />
Shapiro
TWI Champion<br />
Butcher<br />
JI Instructor<br />
Manager<br />
Sponsors<br />
Strategy &<br />
Coaching<br />
Supervisors<br />
Game Plan<br />
POSITION<br />
CHANGE LEVER<br />
ACTION<br />
REACTION<br />
GK<br />
Contacts between<br />
Advocates & Apathetic<br />
JI Instructors attend<br />
subsequent training waves<br />
FW<br />
Mass Exposure<br />
100% Saturation<br />
Company Newsletter<br />
Annual Conference<br />
CM<br />
Hiring Advocates<br />
TWI Master Instructor<br />
Polish Lean Coordinator<br />
CB<br />
Remove Resistors<br />
Resistors Later waves once<br />
Value established<br />
Apathetic Incubators<br />
Incubators Advocates<br />
R<br />
Walk the Talk<br />
Executive B,Members 1 st Wave<br />
of Training.<br />
Executive Board sit in Steering<br />
Committee<br />
Resistors Incubators<br />
Mgrs &<br />
Exec<br />
LEAN<br />
Team<br />
Reward & Recognition<br />
Infrastructure<br />
Newsletter Articles<br />
Regular Praise<br />
Celebratory BBQ<br />
Job Specific Training for JI<br />
Instructors<br />
Coaching Framework<br />
Skills Matrix Changes<br />
Training Plan<br />
Change levers from<br />
Creating Contagious<br />
Commitment, Andrea<br />
Shapiro
‘JI is a simple game based on the<br />
giving and taking of Instruction, of<br />
controlling the environment and of<br />
making yourself available to receive<br />
the change. It is terribly simple.”<br />
Suzanne Nuttall
FINAL WORDS: THE EMERGING EPIDEMIC<br />
Andy Abbott,<br />
Butchery Supervisor<br />
Tom Begg<br />
Operations Director
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