Job Instruction?-?Session 1.8 Present the Time Table
~ Trainer’s Hints ~
Moving “Presenting the Training Time Table” segment to Session One is the most significant change that was done to the Job Instruction training sessions after 1945. If you learned to deliver the Sessions with the Training Time Table introduction in Session Three, this change will take some practice to get comfortable during delivery. The Training Time Table skill is one that tends to be shortchanged during the sessions and not well used after the training sessions.
With Toyota as an example, the emergent skills that are hidden in the Job Instruction training are now beginning to be recognized. The Training Time Table is the starting point where the leader can begin to practice “Learning to See” problems in a production environment and plan to take steps to resolve them. While most of the examples are for the lowest level of leadership in an organization, these skills are useful all the way to the top of the organization for planning. The trainer should strive to help people understand that the Training Time Table is more than just a training assessment tool; it builds the habit of going to the place the work is done and looking for needs. One key point is training must be planned. The layout of the Training Time Table helps the leader begin this planning where there are many facts to consider.
If you are an internal trainer and delivering to a single group, it is recommended that you coach all of the participants individually after Session One on making their training time table and selecting a job for demonstration.
The Training Time Table is presented in Session One because the first thing a leader should do is to gear instruction to their needs. They should analyze their workforce and their jobs in order to determine who should be trained, on which jobs, and by what date. Since each member of the group will be required to bring in an instructing demonstration from their own work, the making of a training time table helps the leader choose an actual job on which instruction is needed. This process helps the leader select for their demonstration that job which can be of maximum benefit to them in the near future. By practicing this pattern of instruction during the sessions, they improve their understanding and use of the pattern that they will use on this particular job of instruction soon. By keeping their Training Time Table up to date, they will be able to keep their instructing skills functioning at all times
A sample training time table is developed on the board without asking the members to copy it so that their whole attention and thought can be focused on the procedure. A sample of a completed training time table should be distributed to members just before reviewing the procedure.
The instructions given on the training time table assist the members in preparing their own training time table for the next session. The Internal Trainer delivering to a single group has the opportunity to list on their Training Time Table times and dates to coach all of the participants on their training time tables, preferably in their work area. Gather facts from their own department on: Who should be trained, for Which job, by What date.
- Optional: Have a poster sized Training Time Table that has the activities that each of the participants will need to complete during the sessions and the coaching between the sessions. The participants can observe the trainer using the Training Time Table to organize their training schedule.
Do you have any suggestions to help other trainers with this lesson? Contact me so I can add your insights. — [email protected]
~ Trainer’s Content to Deliver ~
PRESENT THE TIME TABLE
- Allow 30 minutes for this segment
The 4 steps are a sure and dependable method of instruction.
But they have to be built on a good foundation.
Let’s turn our cards over.
- Read the four “Get Ready” points, quickly.
Now let’s look closely at that first one.
Have a Time Table
How much skill you expect them to have, by what date.
The purpose of a time table is to spot urgent training needs, and plan training to meet production demands.
Then, training can be done by plan, not by accident.
Briefly, a time table helps determine:
- who should be trained?
- for which job?
- by what date?
Here is a quick, easy way to make a training time table for your work force.
- Draw time table form on board.
- Present the time table — do not ask for discussion or attempt to develop.
- Use current dates.
Here are a few operations for which one supervisor, Bill Smith, is responsible. Let’s use them to illustrate how to make a training time table.
Your jobs will be different, of course, but the idea works out the same.
First Bill identified his time table with:
- His name: Bill Smith
- His dept.: Machining
- Date: (current)
- Add to board.
Next Bill filled in the jobs in his department across the top.
- Add to board.
In this case Bill’s employees did a variety of things, so he listed the jobs his employees did.
However, if his employees had all done the same thing, his headings would have been listed by:
Classifications or level of skill or type of machine.
For instance, if the department did only tapping, Bill would have made his listing of jobs by types of machines, such as:
Boyce, Blackwell №1, Haskins, etc.
Then Bill put the employee’s names down the left side. They are:
Next he checked off the jobs each employee could do.
In considering White, he found this employee could:
Drill, Bore, Ream, Face, Taper-Turn, and Burr and Burnish
- Check off the jobs employees could do as jobs are considered.
- Board work will look like:
Next, Bill reviewed the time table to see if there were any urgent training needs in his department.
First he reviewed the list of employees for possible changes by:
- Separations
- Promotions
- Transfers, etc.
In this case he knew Black was scheduled for a transfer in one month. He noted the date of transfer on the side.
- Add date and transfer in right column opposite Black.
- Add 1 month to present date for date of transfer.
Next, Bill reviewed the list of employees for poor performance as indicated by:
- Excess rejects or sorting
- Injuries
- Damage to equipment, etc.
Green had too much scrap on boring. He had been on boring only two days. Bill made a note “scrap” on the side.
- Add “scrap” on right side opposite Green.
Finally, he reviewed the Job Headings considering:
Am I meeting present production quotas in all jobs? Yes.
Are any increases in production anticipated?
Bill knew a change was coming through in three weeks that would require one more person on the drilling operations.
He had “spotted” three urgent training needs. Now he had to make plans to meet them.
In considering who should be trained on which job and by what date, Bill decided that:
Riley was the logical person for the drilling job and he would have him trained in two weeks.
This would have Riley trained before the change took place.
- Add the date (present plus 2 weeks) under Drill and to right of Riley.
Green’s boring scrap — re-train him tomorrow.
- Add date.
Black’s transfer would leave him short a person on taper-turning. He selected Nolan as the logical person and gave himself three weeks to train him.
- Add the date (present plus 3 weeks) under Taper-turn and to right of Nolan.
This is how Bill Smith made a Training Time Table for his work force. He knows his work force and his job.
- Distribute the sample filled-in time tables. Review the procedure, to help each make time table or their own work force for next session.
TRAINING TIME TABLE — INSTRUCTIONS:
- Identify Time Table:
- Supervisor name — Dept. — Date
2. List jobs performed in department:
- If a variety of things — list jobs
- If all jobs are the same — list by
- Classifications, levels of skills, or types of machines, etc.
3. List employees’ names
4. Check jobs each employee can do
5. Spot training needs by reviewing:
- employees for:
- turnover — promotions, transfers, separations, vacations
- performance — rejects, rework, low output, injuries, damaged equipment
- job headings for:
- meeting present production quotas, anticipated increase in production
6. Plan to meet training needs:
- Who should be trained
- On which job
- By what date
A time table gives the supervisor a simple, easy way of keeping the factors concerning their production and personnel straight and in order, so they can meet changes ahead of time rather than after they occur.
It helps a supervisor arrange for — training — rotating — promoting — transferring — their personnel.
A time table works for any supervisor regardless of how their work force operates.
It works well for — shop — office — staff — anywhere a work force exists.
It can be used at any level of supervision, providing the leadership knows what they want members of their work force to do, and knows their work force.
A time table helps avoid confusion and delays which hinder quality, production, and increase costs.
It gets factors affecting production down on paper rather than having the supervisor try to keep them in their head.
Time tables should be reviewed whenever any changes are coming in personnel — design — output — quality — or anything that might indicate training is needed to keep production rolling.
Planning is a part of every supervisor’s job. Let’s plan our training — don’t “just let them learn.”
- 1 hour and 50 minutes to here (approximate time into session)
Next Step — JI Session 1.9 — Assignment
Job Instruction Sessions Index to Lessons
Job Instruction Sessions Outline — printed version
Job Instruction Trainer’s Guide — printed version
Read about how Toyota uses Job Instruction in Toyota Talent
Did I miss anything? Questions? [email protected]