The US established the Training within Industry (TWI) Services as part of the War Manpower Commission in the summer of 1940. At the time the US faced a significant challenge – how to increase industrial production of wartime materials while the industrial workforce was abroad, fighting the war.
In our article dedicated to The Benefits of Visual Work Instructions, we looked at how a digital, multi-media upgrade of Standard Operating Procedures can have a far-reaching positive impact on the shop floor – from improved safety and quality, to reduced training costs.
Do you have a bunch of cookbooks in your kitchen and yet, whenever you cook, you search online for a recipe with step-by-step images? Have you ever fixed a home appliance, or resolved a plumbing disaster, or revived your car in the middle of nowhere by following a YouTube video rather than the paper manual? Have you ever video-called a friend who knows how to fix or do something that you’re struggling with and followed their guidance? What you’ve searched for in any of those situations are visual work instructions.
The term Overall Equipment Effectiveness (OEE) was coined in the 1980s by Seiichi Nakajima and has since been used in Total Productive Maintenance to measure the total productivity of a machine or product line.
Nearly half of organisations’ attempts to implement continuous improvement fail. We look at what might be the underlying causes and how fixing the feedback loop between planning and frontline execution can increase the success rate of adopting continuous improvement.
In 2013, not long after the term Industry 4.0 had been coined, an Oxford study predicted that 47 per cent of US employment was at risk of being automated out of existence1. Since then many pessimistic (and technophobic) accounts have followed suit.
Manufacturers today face a challenging task - how to continuously drive the speed, scale and efficiency of manufacturing operations while addressing the implications of employee churn, an ageing workforce and increasing technological complexity.
Today, the average person changes job ten to fifteen times during her career. People born between 1960s – 1980s averaged two job changes by 32 years of age while young people today average four . This indicates a shift away from the employment for life mindset – understood as the first job you get determines your career path for life.
In 2016/2017, 137 workers were killed at work with construction, agriculture and manufacturing being the industries with the highest number of fatalities.
Developed in 1971 at the Japanese Institute of Plant Maintenance, the Six Big Losses in manufacturing have been used as a way to categorize equipment-based losses and maximize overall equipment effectiveness.
Many industries have a large deskless workforce, deployed across countries and even continents to perform a diverse set of tasks. This poses several challenges – how can organisations ensure that:
• frontline workers, regardless of their location, are following the same standards of operational execution and compliance;
An ageing workforce in sectors such as field service, construction and manufacturing is posing a threat to the preservation of operational knowledge. It’s been estimated that by 2050, the UK will have a deficit of 36,800 engineers and 66,800 construction workers1.