Panel Discussion 2

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18 Νοε 2013 (πριν από 3 χρόνια και 9 μήνες)

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Panel Discussion 2

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Sturm
Ruger

-

Mike Butler

Pryer

Machine and Tool
-

Cayla

Brumble

New Hampshire Ball Bearings
-

Donna
Cadrette

& Sheila O'Brien

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Sturm, Ruger & Co., Inc.

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Tooling U User Group Discussion

Las Vegas

September 12, 2011

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Sturm, Ruger & Co., Inc.


Sturm, Ruger, Co., Inc.



Made in America

Manufacturer of Fine
Quality Sporting Firearms


Mike Butler, SPHR, Director of Human Resources

o
Responsible for the Direction and Administration of all HR (Benefits,
Compliance, Employee Relations, Organizational Development and
HRIS) Environmental, Safety, Health & Security



Ruger Firearms
-

Locations


o
Corporate HQ
-

Southport, CT

o
Manufacturing Locations
-

Newport, NH, 890 Associates, Revolvers &
Long Guns

o
Prescott, AZ
-

550 Associates, Auto Loading Pistols

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Sturm, Ruger & Co., Inc.


Ruger Financial results, then and now

o
2006

o
Gross Sales 167MM

o
Operating Income
-

(280,000)

o
Net Income (after income tax)
-

break even

o
2010

o
Gross Sales
-

255.1MM

o
Operating Income
-

43.4MM

o
Net Income (after income tax)
-

28.2MM

o
2011 (first 6 months)

o
Gross Sales
-

155.1MM

o
Operating Income
-

29.5MM

o
Net income (after income tax)
-

18.7MM




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Sturm, Ruger & Co., Inc.


HOW’D WE DO THAT???????


2006 Operating Philosophy

o
Management driven, large batch, push, piecework production system
had created a culture where learning and associate engagement was
not valued.


2007 Lean Transformation Journey Begins

o
Kanban (pull), Single piece flow, participative, Lean (super cell)
production system

o
Learning culture development
-

Associate engagement and participation,
processes require folks to actually “know” the operations. Tooling U
System and Leadership Development


Key Business Objectives

o
100% fill on time

o
20% operating profit

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Sturm, Ruger & Co., Inc.

o
12X year inventory turns

o
33% sales from profits on products launched within 2 years

o
New Product introductions

o
New product platform
-

6 months

o
New product, concept to box
-

12 months



Key considerations for Tooling U online training

o
No classroom instructor, no actual classroom time

o
Less time out of the workplace

o
No seminar type environment

o
Training could be done at home

o
Could apply technical knowledge in the workplace immediately

o

Good real time reportable, record keeping of all training and rate of
success

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Sturm, Ruger & Co., Inc.

o
Regular monthly reporting of utilization data

o
User access able reporting on utilization information as required.



Design and Implementation of Tooling U training system

o
Developed new labor classification system for all positions

o
Classes based upon duties and accountabilities

o
Developed a mandatory and elective curriculum for each classification

o
Assigned each individual into the appropriate classification

o
Uploaded all assignments into each Tooling U to appropriate curriculum

o
Assigned a minimum number of courses successfully completed by
each individual each month

o
Conducted regular monthly and special ad hoc audits regarding
utilization

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Sturm, Ruger & Co., Inc.


Learning Objectives and Desired Outcomes

o
Technical Knowledge of CNC machining skills learned

o
Compliance issues learned and documented

o
Group and Team Leader leadership training

o
Trades knowledge learning



Other training enhancements

o
Extensive on the job training using JI

o
Some classroom training
-

Programming offsets, programming CMM,
Gauging



Lessons Learned from the Tooling U implementation

o
Take implementation a step at a time, no multiple implementations
simultaneously

o
Develop a system of agreed upon accountabilities prior to
implementation.



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Tooling U User Group Discussion

Las Vegas

September 12, 2011

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Welcome



Cayla Brumble
-

Director of Training



Established in 1965, PRYER is a privately held corporation


Manufacture parts for business, commercial, military planes and
the space program.


Fabricate aerospace components
-

composite, sheet metal and
machined parts.


We are vertically integrated.



120 employees with two plant locations in Oklahoma

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In Aerospace we are held to a high level of training and verification
of training.


FAA (Federal Aviation Administration) guidelines and audits


Customer audits with required training verification


Industry certifications with audits and proof of required training



Our training program was designed based on our company need for
skilled employees.



We combined online training, instructor
-
led training, and hands
-
on
knowledge. Our motivation for blended learning was to get our
unskilled employees up to speed faster and cross train current
skilled employees in other production areas.


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We opted for Tooling U it helped us solved an immediate challenge
of two locations and two shifts.



In 2008 we rolled out Tooling U.



Rollout of Tooling U
-

Our roll out team, consisted of production
employees. They were trained first and we uncovered a few
challenges before training other employees.


Employees with no computer skills


Employees with English as second language



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We have set up a Tooling U computer room, our production
employees are able to go and take their classes.


Headphones for employees who learn with audio


Vocabulary words were printed, laminated and kept in the lab



Some employees complete classes at home or on mobile devices,
while at their children’s sporting events.



All Tooling U classes were purchased for each employee. With our
focus on Production, Planning, Contract Review, Inspection, and
Maintenance. This is a positive benefit with our hiring candidates
when they ask about our training program.





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Our talented employees have completed over 7,000 Tooling U
classes.



We will continue to invest time and resources to train our
employees.



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New Hampshire Ball Bearings, Inc.

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Tooling U User Group Discussion

Las Vegas

September 12, 2011

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New Hampshire

Ball Bearings, Inc.


Introduction



Acknowledgement



Our names


Donna Cadrette and Sheila O’Brien



Our role



Divisional Trainers



Company overview

New Hampshire Ball Bearings, Inc. (NHBB)




NHBB

is part of the
Minebea Group
family of companies headquartered in
Tokyo, Japan


The world’s largest producer of miniature ball bearings and a world class manufacturer of precision


bearings and assemblies for the aerospace, defense, medical/dental, and high technology markets


The
Minebea Group
comprises:


60

subsidiaries and affiliates in
17
countries employing approximately
40,000

people



Locations:

Astro Division


Laconia, NH
-

Union Shop
-

Donna





HiTech Division


Peterborough, NH
-

Sheila




Precision Division


Chatsworth, CA

NHBB

operates three highly specialized precision manufacturing facilities in the United States


Astro and HiTech are within the top 10 largest employers in NH


over 1000 Employees














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Overview of need for training


Improved productivity, organizational growth, maintaining a competitive advantage


Our workforce paradox
--
the need for skilled machinists and technically
-
competent production workers continues to dramatically increase while the
prevalence of these desired skills among the workforce continues to rapidly
decrease overall



In response, we
MUST

accelerate our training and development programs


Key business objectives


Reduce scrap, increase productivity, improve
on
-
time delivery to the customer through
an empowered workforce dedicated to continuous improvement.


Key considerations for designing our training program


A formalized, consistent program to enhance current skills, production time and self
-
investment programs


Limited Trainer resources


Why we opted for Tooling U


Unique on
-
line
MFG

adult learning, self
-
paced

Targeted to key business metrics


Variety of subjects




Convenient


accessible 24/7

New Hampshire

Ball Bearings, Inc.

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New Hampshire

Ball Bearings, Inc.


Overview of how we designed the Tooling U program

ASTRO Division


In
-
House Program


Access to Computer Lab, 1:1 with Trainer, 2 hours during work week.


Volunteer Home Program


classes are completed outside of normal work hours.

HITECH Division



In
-
House Program


Access to Computer Lab, 3:1 with Trainer, 2 hours during work week.


Desired outcomes


Improve skills and competency


Improve cross training & job transferability


Improve employee moral and bolster promotable potential


Key training/learning objectives


Move beyond basic machine skills


Refine ‘shop skills” such as math, gaging, blueprint reading, etc.


Overview of how we implemented and rolled out to workforce


It took time to gain go
-
forward support for TU so our first year enrollment was essentially on
an individual approval basis. Later, government grant funds became available which
defrayed some cost so we transitioned to an open enrollment.






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New Hampshire

Ball Bearings, Inc.

Continued overview of how we implemented and rolled out to workforce


Presentation and demo for supvs/mgrs


Trial accounts setup for supvs/mgrs to explore


Arrange for space and computers to conduct training


Solicit managers/supervisors as to who should participate


Administer pre
-
assessments and develop course curriculum relative to job function


Briefing session for students and supvs (show TU website & 8 min video)


Create a schedule for classes


Prepare instruction booklets and materials needed
--
headsets


On
-
going training provided from in
-
house Trainer


Celebrate success


Key Tooling U pieces/functionality for supporting our objectives


Access 24/7



-

Audio option



Pre & post assessments


-

Quizzes and labs


Administrative capability

-

Ability to set our own requirements


Reporting system


-

TU service support


Transcripts shows only highest score (all about learning)


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How long have you been live with Tooling U


ASTRO



July, 2009

HITECH

-

July, 2010

Other critical pieces of program, i.e. shop floor, classroom, etc.


Tutors, On
-
the
-
job training, Professional Development Planning, Computer classes

For whom?



Line Leaders, Supervisors, Machinists, Quality Inspectors, Technicians,

Engineers, Sales, Administrators, Maintenance

How many?


15
-
20 students per 3
-
month session

Summary of outcomes and results


ASTRO

124 employees
-

3,912 hours


4,763 classes


HITECH

45 employees


705 hours


1,237 classes

In partnership with other various aspects, we reduced scrap, increased productivity and
increased on
-
time deliveries at both divisions





NEW HAMPSHIRE

BALL BEARINGS, INC.

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Summary of ongoing progress


New Terms start October, 2011


ASTRO

11 students,
HITECH
18 students


Continuous Improvement culture


“Learning Organization”
-

NHBB company value


Implement new TU features


Ongoing challenges


Training funds in a business environment are always being scrutinized for
the value added so matching grants make it a certainty.


Both Divisions will apply for a Government Grant as they become available


A settled and quiet location for on
-
line training (HITECH moved 3 times)


Pulling production workers off the mfg floor for 2
-
hr training


Helping students who are inexperienced with computer technology
overcome fear and anxiety

New Hampshire

Ball Bearings, Inc.

toolingu
.com



Key lessons learned


Need quiet space


Set a fixed schedule for training (allow flexibility to re
-
schedule time)


In
-
House Trainer guidance at least during the first 4
-
5 weeks of training


Good study skills will help students progress further


Be prepared to support students with generational differences





The company investment is valued and appreciated by employees and in turn


the Company has realized productivity gains
-

Win/Win





New Hampshire

Ball Bearings, Inc.

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