Establishing, training, and developing the roles/responsibilities of middle managers and front-line leaders is always essential.
Why is this important?
They are the ones who operate and directly influence operational results—both good and not so good—on every shift, day and night.
They are a critical link in the value chain of operations.
They are responsible for executing system/process requirements (Safety, Standards, Compliance, Efficiency), including adapting quickly to changes such as new products, changing customer requirements, new equipment, new processes, and new people.
They serve as the interface between what is expected to happen (customer/system/process requirements) and what is actually happening on the shop floor (real, continuous, controllable, and changeable).
There are many KPIs measured at the end of the month, week, or day, along with reports identifying “problems” such as:
- high waste
- low productivity
- downtime
- quality deviations
- recurring defects
However, solving problems effectively always requires on-site observation of what is actually happening in the workplace. This is where the role of front-line managers/supervisors must be emphasized and strengthened.
In other words, they need to be equipped with the necessary knowledge and skills to effectively solve operational problems at the shop floor.
TWI and Operations – Standardization and Continuous Improvement
- Standardizing skills, ensuring work is performed correctly, safely, and with care
- Improving productivity and quality
- Reducing training time
- Working more safely
- Improving morale and teamwork
- Solving problems effectively (including “people-related” problems)
