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© 2013 IBM Corporation
Standard Work and TWI: The Power of Standards and TWI Job Instruction for Leaders
© 2013 IBM Corporation 2 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
Welcome! Agenda:
§ TWI at IBM, then and now
§ LEAN System Implementation
§ Our TWI Journey for Leaders
§ Q & A
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© 2013 IBM Corporation 3 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
Knowledge Skills
Knowledge of work
Knowledge of responsibility
Job Methods
Job Relations
Job Instructions
Training Within Industry Program
© 2013 IBM Corporation 4 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
TWI at IBM, 1940 to Present
§ TWI used extensively at IBM during WWII
§ Evidence of continuing use after the war…
§ Rediscovered in IBM’s Essex Junction, VT semiconductor manufacturing facility in 2005
§ Currently 3,500+ people trained in Job Instruction
§ Expanding to MFG Support Teams
IBM Schoolhouse, Endicott, NY
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© 2013 IBM Corporation 5 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
Tom Watson Sr. on TWI:
“The IBM On-The-Job Training Program, or so-called Training Within Industry Plan, was of inestimable help in turning inexperienced men and women into skilled machinists, assembles, inspectors, etc.”
“Supervisory training and Job Instruction applied in IBM factories proved to be highly
useful…”
© 2013 IBM Corporation 6 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
IBM Poughkeepsie
Browning Automatic Rifle
M1 30 Cal. Carbine
Oerlikon 20mm Cannon
§ New plant…ground breaking to production in 9 months
§ 6,000,000 guns in 18 months!
IBM War Production, Poughkeepsie, NY
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© 2013 IBM Corporation 7 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
Other “Lean” Activity at IBM in the 40’s
© 2013 IBM Corporation 8 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
TWI as an IBM Consulting Service
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© 2013 IBM Corporation 9 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
Bromont, Canada Assembly and Module Test
Asia Pacific Bond, Assembly, and Test Vendors
Asia Pacific
Platform Partners
Burlington Vermont Mask House
Development and Production Semiconductor and Test
East Fishkill New York Development and Production
Semiconductor
Development and Production Packaging
IBM Systems & Technology Manufacturing Sites
© 2013 IBM Corporation 10 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
IBM Product Range
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© 2013 IBM Corporation 11 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
Agenda:
§ TWI at IBM, then and now
§ LEAN System Implementation
§ Our TWI Journey for Leaders
§ Q & A
© 2013 IBM Corporation 12 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
Remove waste and reduce variability
Continuous Improvement
Process
Process discipline(the road to get there)
The Power of Lean Transformation
…it’s that simple
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Ability to see waste and identify variability
Continuous improvement allows
improved performance from a stable baseline
Teaming
Establish standards
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© 2013 IBM Corporation 13 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
Client Value
Culture & Commitment
Qua
lity
Team
wor
k
Del
iver
y
Cos
t
True North 100% Defect Free 100% Value Add 100% Delivery to Customer Requests People with a Passion to Improve
LEAN
SYSTEM
Basic Knowledge (Getting Started)
Basic Stability
Structured Problem Solving Plan-Do-Check-Adjust
Work Center Information & Support
End to End Production Flow
Continuous Improvement
Lean 101 Background Reading Book Clubs
VSM Standard Work (includes Job Instructions) 5S
8 Step DMAIC FMEA
Visual Systems TPM
Quick Change-
Over
Leader Development
Cell Layout Flow / Pull Lean Planning
Deployment Knowledge Elements
Phase I Lean Toolset
© 2013 IBM Corporation 14 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
LEAN - Post Fab Implementation Strategy
Distribution Center /
Customer
ISC
Bromont
Burlington
Fishkill
Supplier
Materials Flow
Pull System
Supermarket
Site Lean Projects
Sub
stra
te Starting
point RVSI
Starting point Pack & Ship
Starting point
MLC: Layer Crib
C4NP Post Test Reflow & Ship
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© 2013 IBM Corporation 15 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
Agenda:
§ TWI at IBM, then and now
§ LEAN System Implementation
§ Our TWI Journey for Leaders
§ Q & A
© 2013 IBM Corporation 16 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
Remove waste and reduce variability
Continuous Improvement
Process
Process discipline(the road to get there)
The Power of Lean Transformation
…it’s that simple
$
Ability to see waste and identify variability
Continuous improvement allows
improved performance from a stable baseline
Teaming
Establish standards
Of Standard Work and TWI (Training Within Industry)
JR JI
JM
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© 2013 IBM Corporation 17 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
There were a lot of people in line for that movie. About how many people were in line? _______ The store is far away from the house
How many miles? _______ Luxury cars are just too expensive.
How much is an expensive luxury car? _______ This desk is very old.
How old is an old desk? _______ Those boxes are extremely heavy. What is the weight of a heavy box? _______ The shop is far from my office.
How many blocks? ________ There are a lot errors happening.
How many errors? _______
An Exercise
© 2013 IBM Corporation 18 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
An Effective and Clearly Defined Implementation Process is Key…
Print Standard Work Strategy
What Why Who Target
Date Date
Complete Notes Videotape Print Job Tasks Aids in seeing variation TL's
Attend Std Work Class Education on value of std work Trainers/TL's/Eng Reps/1st line
Attend TWI JI Class Training education Trainers/tl's/Eng Reps/1st line
Write Print JBS's, validate
accuracy Identifies stds that impact
QCD Trainers/tl's/Eng Reps/1st line
Attend TWI JI Mini classes Training education Toolset operators
Hold Std Work Kick-off Emphasizes importance of
stds and training 1st lines, TL's, LCT
TWI Trainer Refresher Practice 4 step method Toolset trainers, LCT
Post Visual Aids- Training
Matrix Allows team to track skills TL's
Post Visual Aids- JBS's at
tools For operators convenience
and the check process TL's
Enter JBS's into QMX Quality conformance TL's
Complete JBS training for
operators Transfer new stds info to
team Toolset operators
Check process Started Ensures process will work TL's/1st Lines/Upline
CI Process rolled out How are new stds are rolled
out? Team leads, toolset trainers
MPS's restructured Documentation clarity Eng Reps
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© 2013 IBM Corporation 19 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
Supporting Visual Aids TWI Job Instruction Breakdown Sheet
Operation:Parts:
Tools & Materials:Important Terms & Achronyms:
COMMON KEY POINTS* use Alt-Enter to start a new line within cell
Important StepA logical segment of the operation when something happens to advance the work.
"WHAT we do"
Key PointsAnything in the step that might:- Make or Break the job- Injure the worker - SAFETY IS ALWAYS A KEY POINT- Makes the work easier to do (knack, tricks, timing) "HOW we do it"
ReasonsReasons for the Key Points
"WHY we do it"
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2
3
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5
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§ Training Matrix § Indicates that standard work has been completed within an area and shows the status of training that has
taken place
§ JBS § Represents the standard that the leader will check. § Available to Employees for reference once they’ve been trained with TWI JI
High End KLA JI Training Matrix
D1 TeamSLF Load
SLF Unload
SLF Setup / Prev.
SLF Setup / Recipe SLF PSC
SLF PSC Tree 5xx Load
5xx Unload
Eddy 4/23/10 5/31/10 2/24/11 7/2/10 5/31/10 7/2/10 4/23/10 7/2/10Graham 4/23/11 5/31/10 2/24/11 7/2/10 5/31/10 7/2/10 4/23/10 7/2/10Magoon 4/23/11 5/31/10 2/24/11 7/2/10 5/31/10 7/2/10 4/23/10 7/2/10Nicasio 4/23/11 5/31/10 2/24/11 7/2/10 5/31/10 7/2/10 4/23/10 7/2/10Normand 4/23/10 5/31/10 2/24/11 7/2/10 5/31/10 7/2/10 4/23/10 7/2/10Nelson 1Q 2011 1Q 2011 1Q 2011 1Q 2011 1Q 2011 1Q 2011 2Q 2011 2Q 2011Grady 2Q 2011 2Q 2011 2Q 2011 2Q 2011 2Q 2011 2Q 2011Koepke 4/23/11 5/31/10 2/24/11 7/2/10 5/31/10 7/2/10 4/23/10 7/2/10
D2 TeamNadeau 4/23/10 5/31/10 2/24/11 7/2/10 5/31/10 7/2/10 4/23/10 7/2/10Peloubet 4/23/10 5/31/10 2/24/11 7/2/10 5/31/10 7/2/10 4/23/10 7/2/10Reen 2Q 2011 2Q 2011 2Q 2011 2Q 2011 2Q 2011 2Q 2011 4Q 2011 4Q 2011Brouillard 4/23/11 5/31/10 2/24/11 7/2/10 5/31/10 7/2/10 3Q 2011 3Q 2011Cox 2Q 2011 2Q 2011 2Q 2011 2Q 2011 2Q 2011 2Q 2011 4Q 2011 4Q 2011Sargent 4/23/11 5/31/10 2/24/11 7/2/10 5/31/10 7/2/10 3Q 2011 3Q 2011Scheider 4/23/10 5/31/10 2/24/11 7/2/10 5/31/10 7/2/10 4/23/10 7/2/10
© 2013 IBM Corporation 20 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
In our teams own words…
“I can honestly say from a trainers view the results are amazing and are so simplified that it has made training easier and cut out variations which we had in the past”
“TWI JI works and has cut training time down from 6-12 months to as little as 2-4 weeks.”
Chad Normand – Mask House Team Member
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© 2013 IBM Corporation 21 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
Process Mapping
Data Collection
Identify wastes and opportunities for improvement
Conclusion / Next Step
Identify Role Champion
Role Population
Create Process Map
Gain Team Consensus
Determine Documentation and
Training Strategy
Standard Work
Check and Sustain
JBS JI Class
PDCA
Schedule / Train: JI
A B
C
Standard Work and
TWI Job Instruction
Process
For Leaders & Professionals
PDCA
© 2013 IBM Corporation 22 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
Supply / Demand - Drilldown Chart
Sup/Dem Drilldown
Coverage Rally Board
Revenue Rally Board
Multi Run Report Edit Report Open Supporting
Area postings Post Findings Attend Quad Meeting
CDA changes As needed
FUN NSE
Process All Pn Info bqy
Query DB2 Tables
Hyperion Environment
CDA tool To enter updates Gated Shortfall Other Shortfall
Process All Pn Info bqy
Refer to EDIT Manual
All Other Key bqys
Demand Peg bqys
Parameter bqy
DB2 Environment
Process JSchick canned
Queries
Bat Gated Capsumdaily bqy
Fab Gated Capsumdaily bqy
Leadtime Driven All Pn Info bqy
Record Issue Never closed
All Pn Info bqy
Green = JBS complete Source Lotus JBS site
Blue = Reference Manual Source AFS/Community/Understanding CPE…
Red = CPE course Source Global Campus
Hyperion Environment – CPE114 & 210
DB2 Environment – CPE106 & 208
Edit Manual – CPE207
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© 2013 IBM Corporation 23 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
In our teams own words…
“ I have been working with support groups for a few years now and it is always exciting to see a team of analysts and support staff grin from ear to ear when they map out their everyday work processes, and all of a sudden they see in the map, or Job Breakdown Sheets the wasted touch points, reworks and resends, and waiting they have in their process...everyday”
“When professionals get together and share their processes, and then write standards, they eliminate a great deal of variability in the process; saving both time and money.”
- Patrick Horton Supply Chain LEAN Core Team Member
© 2013 IBM Corporation 24 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
Case Studies for Professionals and Leaders
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© 2013 IBM Corporation 25 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
Mask House Business Ops Standard Work
© 2013 IBM Corporation 26 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13 5/9/13
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© 2013 IBM Corporation 27 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
TWI Job Instruction Breakdown Sheet - SoftwareOperation: WTSR Valuation
System / Software: BrioInformation Needed: System access, passwords
Important Terms & Achronyms:World Trade Shipping Request (WTSR)Intercompany Market Price (ICMP)
COMMON KEY POINTS * use Alt-Enter to start a new line within cell
Important StepA logical segment of the operation when something happens to advance the work.
"WHAT we do"
Key PointsAnything in the step that might:- Makes or Breaks the job- Fields, Screens, Sections - Makes the work easier to do (knack, tricks, timing) "HOW we do it"
ReasonsReasons for the Key Points
"WHY we do it"
1 Start WTSR evaluatiuon template 1) Transfer request to evaluation template 1) To ensure accurate information for legal / export / quality reasons.
2 Determine the valuation process utilized1) If lot has PN then use technology/layer to derive cost2) If no PN then run BRIO WTSR valuation query for each lot3) Complete template with appropriate lot value
1) Utilize standardized costs when applicable.2) Obtain each lot's tool and glass charges from the query.3) The correct value must be approved prior to shipping the part. The value also determines the fees charged for the shipment.
3 Set up PN in Boulder export database1) If lot does not have a PN then skip this step2) Determine correct export codes based on destination country3) Send setup request to Boulder team
1) Only PNs are tracked by Boulder.2) Incorrect export code declaration to customs can cause IBM to pay large fines and even lose its export license.3) PN shipments will not be approved until the PNs are set up in the Boulder database.
4 Obtain WTSR valuation approval1) Send standard request form to WTSR finance2) Track request to ensure completion w/in 24 hours3) Ensure approval was sent to original CC list
1) WTSR shipment will not be approved unless WTSR finance has approved the valuation before hand.2) Delays in the approval will cause delays in shipping.3) Folks on CC list need the information to process the WTSR shipping request.
© 2013 IBM Corporation 28 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13 28
Training – Output examples
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© 2013 IBM Corporation 29 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13 29
Training – Output examples
© 2013 IBM Corporation 30 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13 30
Initial World Trade Shipping Valuation Process: � Original process
� Time to complete each request (10 – 20 min)
� Varied input from requesters
� Multiple paths to get answers
� Many unclear and undocumented decision points
� Challenge with training
� Time to complete (5 – 10 min) - 50% improvement!
� Standardized and simplified input from requesters � Standard request form – paste to template
� Only required information
� Structured “smart” Excel template used for each request
� Clear and accessible documentation
� Greatly simplified training (TWI JI)
New Process:
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© 2013 IBM Corporation 31 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13 31
Lessons Learned
� Process Map is a good way to visualize all work processes
� Utilize QMX to store and link all documentation
� Central place for all documentation material � JBS, Desk Procedures, Process Flows
� Used throughout MD for documenting standard work
� Forces us to review documentation on a periodic basis
� Requires significant work to cover all processes
� Agree on prioritization
� Identify target dates for completion
� Develop cross-training matrix and utilization plan
© 2013 IBM Corporation 32 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
1st Line Manufacturing Managers
Standard Work, Training, and Optimization Initiative
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© 2013 IBM Corporation 33 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
Identified Problems and Opportunities:
1. Our managers do not have enough time to help employees solve problems § Process Improvements § Process inhibitors § Checking sustainability
2. When time is available, our managers don’t have the skills to find improvements and/or put actions in place that will sustain.
3. There are currently no visuals to indicate that identified problems are resolved
4. Communication and training can be clearer
© 2013 IBM Corporation 34 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
Manufacturing Manager Standard Work
People Production Admin Tech Center Upline RequestsSeparations Top 15 Charts (11am & 4pm) Vacation Scheduling/Tracking Tech Center Meetings - Attend "Special" Dept MeetingsSTD/LTD - Return Actions Work Man's compRecognize - Verbal Daily Power Meeting Payroll Tech Center Meetings - Follow-ups Visitor Tours
Recognize - Reward 5S AuditsTime Cards - OT / Short term Dis/UPA Capacity Meetings Charts - Work-off/Capacity/Utilization
TrainingProductivity Improvement - CIP /A3's etc/Scrap/Strategy Deployment BCG's White Board Meetings maars charts updates
Daily Coverage - Staffing Tactical 9AM - Prep Security Training Critical Tool Responses Follow--ups (Floor observations)9AM - Meeting I9's Engineering Interaction Capacity and Deployment
People Development 12:30 pm Prep WST ( Work Station Assets) CIP Process Matrix Responsibilities - Morale
PBC 12:30pm Meeting Assets Tech Center Review MeetingsRandom(Power outage/Disaster/IT outages)
Compensation - Individual 4:30pm Prep Expense Reports
Customer Requests - Line visits/Metrics etc/Review Procedures &/or Audit
TBDM - LTS and Regs Ops Pitch Prep (D2) ITAR Special Requests (to improve production)
Mid-Year ReviewsCommunicate Changes to MFG Teams Read QMX Updates 1:1's with 2nd lines
Interviews - LTS Gemba Meetings About You Updates - Transfer 2nd line coveragePersonelle Issues Gemba walks Phone Calls!!!!
Determine R&R's for DEPTPC Requests - Track down lots, status, reporting follow-on Emails!!!!!
"Human Factor" - Floor Time Crossover (X2) Classes- ContractorCoaching & Mentoring Chasing Hold Lots Basic Blue ClassesDiscipline - Verbal Kaizen Events Computer Set-upDiscipline - Formal Lead Interaction System upgradesDiscipline - PBC (3)/Improvement Plan Tech Interaction Sametime responsesRetirements (Parties) EBI Interaction Credit Card Set-up new manager25th Anniversary Maintenance Interaction Compute set-up new managerTraining Matrix 5P Auditing Home Computer Set-upFunerals/Wakes/Hospital Visits BookClubsBaby Stuff Audits in General1:1's Buddy Checks Check the CheckerConflict Resolution Pilots (Gathering data on CI Items)Morale Events - Dept Battery ChecksMorale Events - Shift Engineering Contact (On Weekend)Morale Events - SiteBirthday's/Anniversary'sResource ActionsPromotionsBreaks and lunch tracking (as needed)
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© 2013 IBM Corporation 35 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
Manufacturing Standard Work Reflection § Not enough time to do all required tasks
– Meeting vs. people and waste focused § Are all of the current tasks necessary?
§ Are they optimal?
§ Where should they be done?
§ No Standardized training – Not enough time to train
© 2013 IBM Corporation 36 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
Process Mapping
Data Collection
Identify wastes and opportunities for improvement
Conclusion / Next Step
Identify Role Champion
Role Population
Create Process Map
Gain Team Consensus
Determine Documentation and
Training Strategy
Standard Work
Check and Sustain
JBS JI Class
PDCA
Schedule / Train: JI
A B
C
Standard Work and
TWI Job Instruction
Process
For Leaders & Professionals
PDCA
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© 2013 IBM Corporation 37 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
Current Condition
© 2013 IBM Corporation 38 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
Manager’s floor presence is greater then 50%, Standard work, training and Leader Standard Work established Managers document time away from floor to gain clarity of detractors & remove them.
Proposed Future State
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© 2013 IBM Corporation 39 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
Boots on Floor Team Feedback - Pilot -
+7%
© 2013 IBM Corporation 40 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
Next Steps
Eliminate unnecessary tasks & Implement sustainable leader standard work at all levels
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5/9/13 Template Documentation 41
First Line Mfg Manager Standard Work What to do How to do it Why do it Spend >50% of your time on mfg floor Update your daily calendar to reflect >50% on floor People management, continuous improvement and waste
elimination. If not scheduled, other task will replace
See each of your employee every day Go to tool sets and aisles their assigned. Each employee is important and deserving of your attention whom may require personnel help or problem identification or waste elimination coaching
Ask open ended leading questions. Can you tell me how your area is running? How do you know when it’s running well and when it isn’t?
If you could fix one problem in this area to make it run smoother what would it be?
Open-ended questions require a response with more depth and a lengthier response. Open-ended questions are also helpful in finding out more about a person or a situation,
Review Tool Status and follow up with support teams if needed
Go See Deployment Page
Gemba Boards
Less impact to operator and you see real time Ability to see all tools and how long in that state
If correct, problems will be made visible by operators
Monitor pace Deployment Page” To capture deltas to standard quickly and respond with actions and follow ups.
Spot Check Corrective Actions & Operator Standard work
One on one with employee To assure procedures and standard work are being followed. .
Record time off floor and send to John Leggett at end of day
Utilize Manager daily tracking sheet. To capture detractors from manager floor presence.
Look for opportunities to recognize extra effort and results
As soon as it occurs One on one or in group setting
To develop and foster behaviors and results that improves morale and fab metrics.
Perform Leader standard work checks (Cip, Scanners, Stockers, 5S, load/unload… )
Daily or weekly depending on standard work schedule To show and support the importance of standard work.
Con
tain
men
t Act
ions
:
5/9/13 Template Documentation 42
Senior Mgr’s Floor Presence Check
Continuous Improvement Process
Scanner Check Gemba Process
Tier 1 Check FEOL
Clean Room Scrap Update
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5/9/13 Template Documentation 43
5/9/13 Template Documentation 44
TEAM Project Mgr April 15th April 30th May 15th May 31th June 15th June 30th July 15th July 31th
D1 Leslie
D2 TBD
N1 Mike
N2 Mike
Overall Ron
Boots on the Floor
Any 1st line mgr <50% All 1st line mgrs >= 50% online time
Reason:
Reason:
Reason:
Reason:
Reason:
Reason:
Reason:
Reason:
Reason:
Reason:
Reason:
Reason:
Reason:
Reason:
Reason:
Reason:
Reason:
Reason:
Reason:
Reason:
Reason:
Reason:
Reason:
Reason:
Reason:
Reason:
Reason:
Reason:
Reason:
Reason:
Reason:
Reason:
R Y G
R Y G
R Y G
R Y G R Y G
R Y G
R Y G
R Y G R Y G
R Y G
R Y G
R Y G R Y G
R Y G
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R Y G R Y G
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R Y G R Y G
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R Y G R Y G R Y G
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R Y G R Y G
R Y G
R Y G
Any 1st line mgr with consecutive periods below 50%
R G R G R G R G R G R G R G R G
R Y G
Owner: R. Plouffe
4/1/13
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© 2013 IBM Corporation 45 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
Closing Comments - Standards and TWI JI Implementation for all…
Lessons Learned: “Mapping Processes and using TWI Job instructions to implement standards eliminates
waste, reduces task time, and creates visuals to show a teams strengths and… prioritizes learning in a world where there is never enough time!”
Laura Murray - Lean Transformation Team Member § Other LEAN tools, (Value Stream Maps and Structured Problem Solving) often point
to the need for standards and focused training for our professionals
© 2013 IBM Corporation 46 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
Lessons Learned: § Only implement standards that matter! § Training by accident is not an acceptable option for professionals, engineers, and
our leadership team!
Without Leadership support and understanding the value of Standard work and TWI JI, teams will fail!
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© 2013 IBM Corporation 47 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
Q & A
© 2013 IBM Corporation 48 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
Contact Info:
Laura Murray – IBM Lean Transformation Coach
(802) 769-4679
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© 2013 IBM Corporation 49 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
Backup Slides
© 2013 IBM Corporation 50 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
§ Mission: World-class semiconductor manufacturing and development in support of the production of leading edge technologies for IBM and our OEM clients
§ Wafer size: 300 mm § Multiple technology nodes: 130 nm, 90 nm, 65 nm, 45 nm § Facility:
– “One Fab” - Technology development and manufacturing – 140K ft2 of Fab clean room space (Class 1 Mini-environments) – 500 state-of-the-art manufacturing
and development tools
IBM’s 300 mm Semiconductor Manufacturing – Fishkill, NY
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© 2013 IBM Corporation 51 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
§ Mission: Provide world class semiconductor products through a diverse technology portfolio and manufacturing and engineering excellence.
§ Wafer Size: 200mm
§ Multiple Technology Nodes: +250nm, 180nm, 130nm, 90nm
§ Products: Microprocessors, Analog and Mixed Signal, Image Sensors, ASICs, Foundry
§ Facility: – Chip Manufacturing, Wafer Test, Mask House, Technology Development – 725 Acre campus, 30 buildings – 3.5 million square feet, 450,000 square feet of cleanroom space
IBM’s 200 mm Semiconductor Manufacturing – Burlington, VT
© 2013 IBM Corporation 52 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
IBM’s Mask House Burlington, VT
Mission
q Provides photomasks for all IBM semi-conductor wafer fabricators (200mm and 300mm)
§ Logic technology nodes from 500nm thru 22 nm
§ 24 hour/day by 7 days/week production operations
q Advanced photomask development and engineering
§ 22 nm photomask Joint Development onsite in BTV with Toppan Printing Co.
q World class photomask technical performance with better than competitive turn around times.
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© 2013 IBM Corporation 53 2013 TWI Summit – Savannah Georgia – Laura Murray, IBM LEAN Transformation Coach 5/9/13
Mission § Module assembly and test services § Ceramic substrate plating
Roles § Process development and qualification § New product introductions § Automated volume manufacturing § Customer support
Bromont, Canada