MassMEP Course Descriptions for Workforce Training Fund Manufacturing Consortium Grants MANUFACTURING CONSORTIUM TRAINING COURSES

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1 MANUFACTURING CONSORTIUM TRAINING COURSES Shown below are the course descriptions tentatively scheduled for the 2013/2014 Southern Worcester County Manufacturing Consortium. Basic Manufacturing Skills Manufacturing Skills Training Provides the foundation for more advanced technical skills training. Class covers basic math concepts and terms, arithmetic operations, line drawings, special part features and configurations. Includes shop math, blueprint reading and metrology. GD&T Shop Math: Students will be able to understand basic math concepts and terms as well as recognize the symbols that represent them. They will be able to solve basic problems with and without the use of a calculator. Students will be able to compute basic mathematical equations required to perform related tasks on the shop floor. Blueprint Reading: Students learn how to read and interpret technical drawings (blueprints). They gain a fundamental understanding of the critical role the technical drawing plays with respect to work process, quality control and a product s critical features. Metrology: Attain a basic level of competency in the use of precision measurement tools that will allow them to monitor and validate the production outputs related to the precision parts making process. Students gain a solid foundation of knowledge and skill in performing measurements and calculations. The student learns to use precision measurement tools, such as steel rule, tape measure, protractor, micrometer, height gage, calipers and dial indicators. Students gain proficiency selecting the proper tools for inspecting parts and in preparing quality control inspection report. Basic Geometric Dimensioning and Tolerancing Tolerancing to familiarize the student on its use and application on the shop floor. Introductory course for G D & T includes fundamental symbols, rules, concepts, datum, orientation, position, concentricity, symmetry and profile. The materials are based on the ASME Y14.5M 1994 standard. Definition of GD&T Current definition in manufacturing Previous usage Overview of Advantages of GD&T Function and relationship of parts Feature location Control Frames Feature control frame Reference control frame Datums Origin or Dimension Types

2 Tolerance zones Uniformity in description of design intent No special notes required Standards Standards in use Understanding the nature of a Standard Tools Used Micrometer Caliper Depth gauge Comparator CMM Overview of Tolerances Symbols Terms Rules of GD&T Material Conditions Maximum Material Conditions (MMC) Least Material Condition (LMC) Regardless of Feature Size (RFS) Rules of GD&T When only tolerance specified Implied and specified conditions Rule for crew threads, gears Virtual condition Statistical Process Control Method of Instruction: Instructor & Projected Presentation The two unit program takes a back-to-basics approach in teaching Statistical Process Control. Its friendly and non-threatening style ensures everyone will learn SPC and confidently apply it back on the job. Audience: Operators, first-line supervisors, those who have little or no prior exposure to statistical process control. Also ideal for ongoing and refresher training. Training Time: 8 hours Prerequisites: Basic math, addition, subtraction, multiplication and division Program Content Module 1: Basic Statistics for Process Control Variation Natural and unnatural variation Probability Expected occurrences vs. actual occurrences Histograms Normal distribution curve Standard deviation Calculating mean and range

3 Module 2: Application of Basic Statistics to Process Control Definition of SPC How SPC can improve quality Relationship between distribution of individuals and sample averages Purpose of control charts Central line Difference between control limits and tolerances Relationship of normal distribution curve to control limits Why the control chart has power Definition and purpose of process capability studies Variables and attributes Control chart interpretation WORKFORCE DEVELOPMENT SOLUTIONS ORE Manufacturing Skills Training G&M Codes Participants demonstrate and deepen their understanding of G and M codes and learn to write part basic programs for milling and turning operations. Participants also learn the basic elements of computer-aided drafting, such as arcs, lines, rectangles, text and circles, use polar, relative and absolute coordinates to construct various designs. After creating CAD drawings, they will generate NC files and produce their NC programs on a CNC milling machine. They receive ongoing hands-on training on full-size Haas turning and milling machines. Course Topics: Introduction to G&M Programming and CNC Machining Part Development and Inspection G&M Programming 3D Machining Canned Cycles Cutter Compensation Turning Operations and Linear Moves Turning Operations and Arc Moves Thread Cycles Roughing and Finishing Cycle Introduction to CAD Using CAD Managing CAD Files Creating the LMC Project Speaker Design Project SpectraCAD Engraver Introduction to CMMs Basic Operation Demonstration of Measuring Techniques Practice Exercises Statistical Process Control SPC Tools Process Capability Introduction to Lean Manufacturing Lean Manufacturing Tools & Methodologies Implementing Lean

4 Pocketing TWI- Job Instruction, Job Methods, Job Relations Job Instruction: Participants learn how to quickly train employees to do the job correctly, safely, and conscientiously. The demands of developing a flexible workforce and training employees require standardized best practices. JI teaches how to effectively breakdown a job and deliver instruction for individual tasks. Developing and delivering training in this structured fashion fosters the conditions for process stability. Program attendees are taught how to set the stage for instruction, effectively demonstrate the task, observe and coach the trainee and taper off coaching with proper follow-up. Benefits experienced when practicing Job Instruction are reduced training time, less scrap and rework, fewer accidents, and increased job satisfaction. Job Methods: Participants learn how to improve the way jobs are done. The aim of the program is to produce greater quantities of quality products in less time by making the best use of the people, machines, and materials currently available. Participants are taught how to break down jobs into their constituent operations. Every detail is questioned in a systematic manner to generate ideas for improvement. New methods are developed by eliminating, combining, rearranging, and simplifying steps in the process. Job Methods yields significant benefits including reduced cost through productivity gains, increased throughput, and reduced work in process. Job Relations: Building positive employee relations, increasing cooperation and motivation, and effectively resolving conflict. Job Relations teaches the foundations of positive employee relations. Developing and maintaining these good relationships prevents problems from arising and is paramount to earn loyalty and cooperation from others. When problems do arise, Job Relations teaches a proven method of getting the facts, weighing options, deciding, taking action, and checking results.benfits experienced from practicing Job Relations include increased productivity, improved attendance, better morale, and higher employee retention rates. Job Safety: Based on the TWI instructional model, Job Safety (JS) is a complementary program focused on environmental health and safety. JS provides a framework for supervisors to engage employees in identifying potential hazards and eliminating them in conjunction with their training and knowledge in OSHA and EPA regulations. JS was developed in Japan and, although it was not part of the original TWI program, it plays a critical role in industry today. This program teaches supervisors a method to analyze the chain of events leading to accidents and hazardous situations. Root causes are identified and remediated to "break the chain". JS stresses that the relationship of the supervisor and employees plays a pivotal role in a safe and environmentally responsible workplace.

5 TWI Job Instruction Application Workshop This course is designed as a follow up to the TWI Job Instruction workshop where the participants who had taken part in that workshop would then learn to apply Job Instruction development and training to a pilot area within their company. The application and deployment training will help trainees and management to apply the skills learned in the TWI Job Instructions skill building workshop into a pilot location. Coaching actions during the application and deployment will be developed with the MassMEP facilitator and the management team. ISO Internal Auditor Training Create a successful ISO Audit Team in 2 Days. An effective Internal Audit program is a big part of maintaining your management system, customer satisfaction, making companywide improvements and compliance. If your Internal Auditors are not well trained, you run a risk of investing a great deal of time and resources and failing to achieve the benefits of being ISO registered. This course will meet that need - it is designed to increase your understanding of auditing techniques and will take you step-by-step through the stages of an internal audit from audit planning to closure and follow up. Training Overview: Fully understand ISO 9001:2008 requirements including an introduction to the different audits. Fully understand the 5 states of the internal audit process including audit program/schedule. Plan and conduct effective internal audits. Properly present audit findings Engage in a risk-based audit approach from planning through process documentation to testing, analysis, and reporting.

6 Continuous Improvement & LEAN Training Principles of Lean Manufacturing 101 An eight-hour version of Principles of Lean Manufacturing, the course combines classroom instruction with intensive hands-on experience in the simulated shop-floor venue of the Time Wise, Inc. Clock Factory. The class exposes the frailty of Traditional Manufacturing Concepts in a high volume, low variety mass production facility. Students experience the process of assembling a variety of working clocks in an environment that begins with traditional thinking (Push Scheduling) and is gradually transformed (3 rounds) into a world-class Lean facility utilizing Lean Concepts (Cell and Pull). Students experience directly the immediate and dramatic impact of the transformation process on themselves, their workplace roles, and the enterprise of which they are part. Value Stream Mapping A value stream map is a standardized model used to layout the stream of value adding activities in a process while overlaying material flow, information flow, and non-value adding waste information to provide a qualitative picture of the actual process in a facility. This tool also maps the information flow from the customer, through the enterprise to suppliers and back to customers. It provides a common language for discussing any process. It provides a means to tie together lean concepts and techniques and a method to develop a working blueprint for implementing lean concepts on the shop floor. It is an excellent method for describing what is actually taking place now on the shop floor and what a company wants it to look like in the future state. It takes an enterprise systematically from its current state of operations to a dramatically improved future state a Lean Enterprise. Time Wise 5S Kaizen Workshops This training instills a five-step highly disciplined housekeeping technique. This technique provides the how to for a manufacturer to clean up the typically disorganized work area and ensure the success of lean manufacturing on the shop floor. The 5 steps are: Sort through all items and remove unneeded items Set in Order remaining items, set limits, create temporary location indicators Shine or clean everything and use cleaning as inspection Standardize the first 3 S s by implementing visuals displays and controls Sustain the gains through self-discipline, training, communication and total employee involvement.

7 Deliverables Basic Lean Refresher training Basic 5S methodology Learning by training first then doing Complete visual order & minimum waste of motion in the work area Maximize value adding work Point-of-Use Communications resulting in reduced scrap & rework Safety and improved Quality of Work Life Increased productivity A basis for Continuous Improvement Full documentation of the 5S FIW Kaizen Mandate Checklist Form Kaizen Team Composition Form Kaizen Storyboard Workplace Scan Display wterial Flow Map Workplace Scan Checklist Digital photo display RED Tagging Unneeded Items List Hands on experience with Setting-in-Order (Visuals) o Workplace Initial Cleaning Plan o Workplace Standardization Form o Workplace 5S Sustaining Plan and 30-day Kaizen To-Do List Follow on audit

8 Principles of Lean Office A six-hour version of Principles of Lean Office, combines classroom instruction with intensive hands-on experience in the simulated above the shop-floor quoting process. The class exposes the frailty of Traditional Manufacturing Concepts in a high volume office setting. Students experience the process of quoting, estimating and sales in an environment that begins with traditional thinking (Push Scheduling) and is gradually transformed (3 rounds) into a world-class Lean facility utilizing Lean Concepts (Cell and Pull). Students experience directly the immediate and dramatic impact of the transformation process on themselves, their workplace roles, and the enterprise of which they are part. Visual Management/Scheduling Continuous improvement is best accomplished through the application of Kaizen, a Japanese process that follows the Deming Wheel Plan-Do-Check-Act. Kaizen is a process where problems are quickly identified, analyzed and solved and the root causes are eliminated. This just-do-it philosophy utilizes flow and pull signals to link all parts of the system to the customer s demand while optimizing the manufacturing process through continuous improvement. This Kaizen enables visual management by displaying the results of scheduling graphically on the screen in the form of a Gantt chart. You can see at a glance the schedule stretching from the current state of the shop floor to several months in the future, making possible quick and accurate delivery date quotations. Furthermore, by monitoring the future schedule, you can take necessary measures ahead of time to prevent late deliveries. Visually identifying bottleneck resources also enables you to increase overall throughput, while monitoring the load on equipment.

9 NOTE; THIS COURSE IS NOT COVERED BY THE GRANT Lean Management In The Fast Lane

10 Leadership & Team Development Skills Leader Effectiveness Training (LET) Workshop based upon the assumption that organizations need a new kind of leadership that puts human values first and facilitates people's creative capacities, the free expression of their individuality and their acting participation in problem solving and goal-setting. L.E.T. teaches leaders Dr. Thomas Gordon s world-renowned model of human relationships. The purpose of L.E.T. is to: To help organizations develop a culture which taps the creative resources, abilities and productivity of all its members, not only its leaders. To help leaders create a climate of cooperation in which all members can experience the benefits of participation and collaboration. To describe a tested, proven model of leader effectiveness based on solid research evidence from hundreds of studies. To offer participants a specific set of communication and conflict resolution skills that will enable them to apply this model to effective leadership (Required course materials are at the company $125.00/person) Leader Effectiveness Training (L.E.T.) Refresher Workshop This workshop is normally conducted 6 8 weeks following the completion of the Leader Effectiveness Training. The course offers an excellent opportunity to practice the L.E.T. skills and to discuss the progress of implementing those skills throughout the plant.. Coaching actions during the application and deployment will be developed with the MassMEP facilitator and the management team. (Required course materials are at the company $40.00/person) Building a Successful Lean Team Management level course delivers the knowledge of the characteristics, techniques and methods of building a successful lean team. Course provides the know-how for managers to form and nurture successful work teams in their organization. Students will: Learn that teams are a critical component to a successful lean implementation Learn the nine characteristics of a highly effective team Learn how to facilitate the development of the nine characteristics

11 Learn methods for nurturing effective teamwork Course Topics: Establishing a Shared Purpose Creating Rules of the Road Clarifying Team Practices and Behaviors Conducting Effective Meetings Making Effective Decisions Confronting and Resolving Conflict Conducting Self Assessments and Correcting Problems Seeking Organizational Integration Celebrating Success Team Involvement Problem Solving (TIPS) Team Involvement Problem Solving (TIPS) is an eight hour course that teaches a structured, team based, root cause oriented problem solving process that supports the elimination of impediments to process flow. This highly interactive course leads participants through an understanding of problem solving skills and tools such as creative/divergent thinking, consensus decision making for convergent thinking, data collection and analysis, and tools for planning actions. An eight step problem solving process with associated guidelines for executing each step is presented. Problem solving meeting facilitation is covered. The workshop concludes with a problem solving practice exercise in a team setting. TIPS Skills Mastery & Deployment Workshop The Team Involvement Problem Solving (TIPS) Skills Mastery & Deployment Workshop is designed to be a follow up session for graduates of the Job TWI Workshop. TIPS needs to be applied and practiced as soon as possible so as to reinforce what was learned and to maximize the potential impact of getting to the root cause and permanently resolving costly problems within value streams. This is an opportunity for company management to determine the critical skills, tasks, metrics, measures and priorities as they relate to the future deployment of the problem solving methodology. Participants will have the opportunity to use the problem solving skills and tools such as creative/divergent thinking, consensus decision making for convergent thinking, data collection and analysis. They will use these tools for planning actions and demonstrate their new skills at their workplace; ask questions, receive personalized feedback and develop model root cause solutions to actual workplace problems.