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Work force-optimization-through-multi-skilled-workers

This document discusses work force optimization through multi-skilled workers. It defines multi-skilling as workers possessing a range of skills that allow them to participate in more than one work process. The Toyota Production System requires multi-skilling so workers can rotate jobs and undertake various responsibilities. Job rotation is discussed as a technique for developing a multi-skilled workforce. The advantages include flexibility, improved communication and innovation, while disadvantages include potential reductions in productivity during training.

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Prepared by : Hossam Abdel-samea Work force optimization through Multi-Skilled workers
2/29 Introduction Definition of Multi-Skilling The Skills Demand of the toyota Production System Relation between JIT and Multi- skilled Workers Who needs to get Multi-Skilled? The Need for Multi-Skilling Types of Multi- Skilling Techniques of Multi-Skilling Skill MatrixCase study Advantages of Multi-skilling Disadvantages of Multi Skilling Research Reports Conclusion
• In the late 1930s, hostilities with china have developed into a full- scale war. Expanding heavy industries badly need additional workforce ,while military conscription took many experienced operatives and engineers out of their factories • Tadashi seike went on to define a skilled worker “as a person with skills sufficient to provide him with enough income to support his family under piece rate system” • kan ichi yamaguchi , an engineer with the ministry of railways ,many from July 1936 of training of skilled labor in the west .he toured Europe and north America around the summer of 1935 and then stayed in Germany from July 1936 through the start of march in the following year for observing worker training. (study of the skilled worker issue) 3/29
• Multiskilling is a workforce strategy that has been shown to reduce indirect labor costs, improve productivity, and reduce turnover. • A multi-skilled workforce is one in which the workers possess a range of skills that allow them to participate in more than one work process • The success of multiskilling greatly relies on the foreman’s ability to assign workers to appropriate tasks and to compose crews effectively. The foreman assigns tasks to workers according to their knowledge, capabilities, and experience on former projects. • Multi Skilling= Core Skill + Other Trained Skill(s) 4/29
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• According to Toyota, the TPS requires ‘multi-skilling’ because workers have to rotate jobs and undertake various responsibilities. • An individual worker may be required to operate and master different kinds of machines, to be responsible for the quality of his own work, • Further, the flexible use of the workforce makes ‘multi-skilling’ even more important. 6/29
1. Just in Time system (JIT) • JIT is a Japanese management philosophy which has been applied in practice since the early 1970s in many Japanese manufacturing organizations. • It was first developed and perfected within the Toyota manufacturing plants by Taiichi Ohno as a means of meeting consumer demands with minimum delays (1986) • In a JIT environment materials are purchased and produced as and when it is needed. The whole idea is based on the phrase provide the goods just in time as promised when the order is placed by the customer 7/29
• The opposite of the JIT production is known as JIC (Just in case) system where it produces goods for inventory with the intention of having goods just in case a customer places an immediate order. 2. Work Culture for JIT organization • JIT not only appreciates quality improvement concepts; but also concentrates on existing culture, habits, norms and values of employees because people commitments, involvement and promotion of open decision-making are essential for quality improvement 8/29
• Some essential elements of work culture under JIT are briefly outlined as follows: 1)Flexible workforce 2)Cross training 3)Long-term employment 9/29
• Multi-skilling is not so-much about a particular level or category of employees. It is about a mind-set. It is about skill sets and you would agree therefore that it is fairly level agnostic. • most experts do believe that being multi-skilled is level-agnostic. • The non-technical staff can be trained in support functions to save an organization considerable cost. 10/29
• In an effort to retrenchment, reduce hiring and increase efficiency, organizations are seeking a multi-skilled workforce, which can directly impact the company’s bottom line. • from the perspective of the company , company need not depend on a particular person for doing a specialized job in which he is an expert. • From the perspective of the employee, multi-tasking would allow them to become diversified and maintain high levels of motivation and enthusiasm 11/29
12/29 Cordery (1995) classified multi-skilling into 4 types 1- Vertical Multi-skilling: • The extent to which supervisory or administrative support tasks are learned by individuals. 2- Horizontal Multi-skilling: • This is learning skills from another discipline or function within an organization. 3- Depth Multi-skilling: • This is the acquisition and application of more complex, specific skills within the same trade or discipline.
4- Multi-skilled Teams: • A multi-skilled team is a group of individuals who collectively have a range of skills. The intent being to have a team, which is competent in all of the skills required to complete a job. • There are two main types of Multi-Skilled team:- A. Traditional single skilled individuals:- collected into one team and managed by one supervisor B. A team of multi-skilled individuals:- The intent is to have a team where the strengths and specialties are combined, which increases the range of skills available to tackle certain issues 13/29
14/29 1. Coaching 2. Job-Shadowing 3. Job-Rotation 4. Mentoring 5. Temping 6. Learning by doing 7. Self-Learning
1- Coaching • Coaching is a corrective measure for inadequate performance. Survey by the International Coach Federation shows that more than 4,000 companies use a coach for their executives. • Procedure of Coaching 1) Understand the participant’s job, the knowledge, skills, and attitudes, and resources required to meet the desired expectation 2) Meet the participant and mutually agree on the objective that has to be achieved 3) Mutually arrive at a plan and schedule 4) At the job, show the participant how to achieve the objectives, observe the performance and then provide feedback 5) Repeat step 4 until performance improves 15/29
2- Job Shadowing • Job shadowing is actually one of the most common of all training techniques for new employees. • Job shadowing is a career exploration activity that offers an opportunity to spend time with a professional currently working in a person’s career field of interest. • Job shadowing can commence at one of two points in the job training process. A. Assign the new hire to an established employee on the first day. B. Implement the job shadowing after a period of orientation in a classroom setting has taken place. With this application, the job shadowing allows the new hire to already have some background into the workings of the company. 16/29
17/29 3- Job Rotation • Rotation involves a series of assignments to different positions or departments for a specified period. At the end of the cycle the accumulated evaluations will be used. • This approach allows the manger to operate in diverse roles and understand the different issues that crop up. If someone is to be a corporate leader, they must have this type of training . • A recent study indicated that the single most significant factor that leads to leader’s achievement was the variety of experiences in different departments, business units, cities, and countries. • It is the process of preparing employees at a lower level to replace someone at the next higher level.
18/29 Benefits of Job Rotation 1)Identification of Knowledge, skills, and attitudes required. 2)It determines the areas where improvement is required. 3)It provides the employees with opportunities to increase knowledge, skills, and abilities by working in different departments, business units and functions. 4)Assessment of the employees who have the ability and efficiency for filling the position.
What is Skill Matrix? • Skill matrix is a table that shows skills of individuals in a team and any gaps between the skills of employees and the job roles they have. Why Skill Matrix 1) It is a simple visual tool to aid in the management, control & monitoring of skill levels 2) It displays all tasks & skills required to work in an area or team. 3) It displays all current team members. For each team member it displays current competency/ability levels for each task 19/29
20/29 3- Practitioner • Can carry out the skill/task/work instruction/package safely. • To the correct quality standards at first time • To 1.5 times the standard cycle time i.e. is still not up to speed. 2- Learner:- Being taught the skill, task and work instruction 4- Developer • Can improve the skill, task and work instruction • To the correct quality standards at first time. • Work to the standard cycle time. 1- Untrained:- no experience of skill, task and work instruction Skill Description
5- Coach  Someone who has the skill level of a Developer, but can train & develop others in carrying out • Can improve the skill, task and work instruction • To the correct quality standards at first time. • Work to the standard cycle time. 21/29
• This particular study to ARMA factories groups, especially in ARMA filling industries factory (AFI) • It's on implementation of job-rotation technique in order to achieve multi-skilled workers • In this study, data were collected for 5 operation technician for tinplate plant 22/29
1- The performance of employees on the tinplate machines 23/34 Code Name presses square cans manufacturing circular cans manufacturing 1305 Muhamed Abo El-fetoh 2455 Mahmoud Saad 2530 Abdel-baset mohamed 3395 Mansor Mohey 3110 Yasser Zaky
2. Personnel training plan on the tinplate machines 24/32 Code Name presses square cans manufacturing circular cans manufacturing 1305 Muhamed Abo El-fetoh 1 Month Zero Zero 2455 Mahmoud Saad 1 Year 3 Months Zero 2530 Abdel-baset mohamed Zero 3 Months 1 Year 3395 Mansor Mohey Zero 3 Months 1 Year 3110 Yasser Zaky 1 Year 1 Month Zero
1)Flexibility 2)Communication 3)Positive effects on innovation 4)Employment security 5)Competitive market 25/32 1)Possible reduction in productivity during the training period. 2)Increased supervisory time is required until the employee is up to speed. 3)Competence assessments may be more detailed than in traditional systems. 4)New jobs, environment and learning can unnerve employees. 5)Employees fear not living up to expectations.
27/32 • Multi-skilling is particularly suited to the cost-reduction strategy because it operates a continuous production system, within which it is very difficult to divide jobs into individual units. The more knowledgeable workers are about the whole process, the more proficient they become. • from the perspective of the company , company need not depend on a particular person for doing a specialized job in which he is an expert. • From the perspective of the employee, multi-tasking would allow them to become diversified and maintain high levels of motivation and enthusiasm • One of the most important elements required for success JIT are multi-skilled workers
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