How do we get started?

How do we get started?

There are a few good things to be done in order to get a good start. One thing we always recommend is to visit one of our current customers who have started working with TWI and/or KATA. Please contact us to get in touch with companies that fit your situation.

In addition to this, we have put together seven starting steps, which you can use as the foundation for the development of your own starting plan.

The 7 starting steps

1. The formation of a Steering Group

The first step you need to undertake is to design the framework for managing your TWI and/or KATA launch, including determining sponsors, steering group members, and a TWI and/or KATA coach.

Once you have chosen your TWI steering group, it is wise to study and make sense of TWI and/or KATA - so that you have the knowledge required to support the launch and the subsequent journey. This can be done by reading books and articles, participating in TWI and/or KATA introduction workshops, attending TWI and KATA conferences, or possibly by making company visits.

Afterwards, the steering group may favorably write down the first thoughts about a start-up plan, extent and resources, and not least why TWI and/or KATA is chosen. This is an important part as proper preparation is a necessity to ensure sustainable implementation. It is important to understand which problem the company wants to solve with the introduction of the TWI and/or KATA programs. Some companies use A3 tools to clarify these parts.

You can find additional inspiration and information in the form of articles, books, videos and activities in the form of workshops and conferences on the btp.dk website under Knowledge Center and under Courses and Conferences

2. Identify Pilot Project and Team Members

To ensure the best start to a TWI and/or KATA process, we recommend that you begin with testing in a minor area. You start on a small scale and then build the structure according to a sequential method. When selecting these pilot areas, you may keep in mind that it must be a current problem that you want to solve.

Here it may be beneficial to continue working with the above-mentioned A3, which we recommend that everyone from the steering group sign with a pen, to ensure proper commitment (like a contract).

Our main company Business Through People provides a consultant/leader training in selecting the right group members for their pilot project(s). This may be used with advantage when selecting the pilot area. For more information. The importance of putting together the right team may be crucial to your success in the pilot project.

3. Basic training and practice period in TWI and/or KATA

In this step, we recommend three minor steps where we as an officially certified TWI Institute partner can assist you with the right TWI and KATA courses, coaching and certification. That is, 10% training, 20% coaching and 70% practice to master a skill. This will help increasing your success in the pilot project. It's important that team members feel that they are qualified before they go "live". During this period, the group members will prepare themselves to go live in the pilot area. The length of this period will vary relative to the organization and the maturity of the process.

4. Carry out pilot project

In the pilot project itself, the team will now use the method in the pilot area.

During the pilot project, it is important to support, coach and continuously guide the pilot project team. In this way, the risk of failure will be reduced. The focus here should be on the improvement process and on creating and maintaining good relations with workers.

An important part of the implementation of the pilot project is that executives perform a confirmatory process with their employees to ensure that the pilot team has practiced effectively. That is, the worker is sufficiently qualified and motivated to follow what has been learned. This is a difficult process to carry out and requires good leadership skills and training - so you don't create guilt and shame among the workers.

NOTE: Be sure to have valid data before starting the pilot project and make measurements during and after the pilot project - so that there is valid data to demonstrate the impact of the pilot project.

5. Publication of the results of the pilot project

For a wider expansion of TWI and/or KATA, the results of the pilot project are of crucial importance. Therefore, it is important before, during and immediately after the actual pilot project to make measurements of the effect. When this is done, the next step is to clarify the reactionary results and not the rational results in order to make an impression on the rest of the organization.

This makes the work of spreading TWI and/or KATA to the rest of the organization a lot easier. Talk speaks well for itself and is a good catalyst for opening the "doors" of those who have not been part of the pilot project.

6. Develop internal TWI and/or KATA trainers

Choose your future TWI and/or KATA 10-hour course trainers from the pilot project group. Then let them participate in a TWI Institute-certified 40-hour "train-the-trainer" course. After this they will be ready to train their own TWI 10-hour courses and coach new supervisors in TWI.

7. Roll out TWI and/or KATA on a larger scale

When you undertake the expansion of TWI/KATA on a larger scale in your organization, we strongly recommend using the same model as the one used above. Each time you start a new area, it means repeating steps 1-5 again - and maybe step 6 as well.

Be careful to:

  • Spread TWI and/or KATA slowly but steadily
  • Not all areas at the same time
  • Make sure you have the management's commitment
  • Continue coaching your supervisors

Keep in mind that these 7 pillars should only be seen as inspiration for your launch plan. Feel free to contact us when you're about to get started with this important planning process.

 

Reference

"We contacted Business Through People for the first time in the summer of 2014, when we had just encountered TWI and had begun to consider whether it was something for our company. Through our dialogue, it was clear that Business Through People has a deep insight into TWI, is very passionate and has an infectious enthusiasm that is inspiring.

Business Through People is convinced that it is a major change process initiated, which they are more than happy to convey. It has been crucial for a good process and has given us a solid platform for the expansion of TWI throughout the company.

Business Through People has a good network in which they are good at including its customers. We have enjoyed great benefits from being able to look for knowledge and experience in the network, both during the phase of the pilot project and now that TWI has become part of our daily business."

Jesper Sørensen - Lean Manager, IdealCombi

In the link, you can read more of our references