In lean manufacturing environments, cross-training is often used to achieve multi-skilling in order to increase flexibility in meeting fluctuating demand, to create a shared sense of responsibility, and to balance workload between cross-trained workers. This paper presents a model that assigns workers to tasks within a lean manufacturing cell while minimizing net present cost. In determining how to assign workers to tasks, the model addresses production requirements to meet customer demand, skill depth requirements for tasks, varying quality levels based on skill depth, and job rotation to retain skills for a cross-trained workforce. The model generates an assignment of workers to tasks and determines the training necessary for workers to meet skill requirements for tasks and customer demand. While the model can be used in a number of ways, in this paper it is used to generate a worker assignment schedule for cross-trained workers in a dedicated lean manufacturing cell in an electronics assembly plant and to evaluate the effect of increased cross-training on the cell. The resulting worker assignment schedules for the current state and several alternative scenarios for the cell are evaluated using cost results from the optimization model and from a simulation model to assess additional performance metrics. These results demonstrate the usefulness of the worker assignment model and indicate that moderate increases from current cross-training levels are not beneficial for this cell.

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Because of lean performance expectations are set higher than those found at benchmark comparison mills. s-g, job1. Be a non-union shop, leanly stafled with broadjob descviptz'ons and few work rules. According to the mill's employee and public relations manager, one of Commonwealth Paper's goals is "to not carry one more body than is absolutely necessary." Because of lean staffing, job performance expectations are set higher than those found at benchmark comparison mills. The mill operates with 3 management levels and 245 employees (65 exempt employees, 150 mill operating employees, and 30 clerical employees), organized to directly support the production process. Managers, engineers, and operators often help mechanics repair paper breaks, maintain equipment, and install new equipment. Shareperformanceplans and information.Information-sharing is, in the words of President Allen, "a piece as important as the gainsharing program." Posted daily at the mill entrance are production results and gainsharing bonus percentages. All employees have access to the computer system that houses production and financial reports. In addition, departmental performance, process and product changes, workteam issues, technical data, and internal and external customer feedback are shared with work groups o n a weekly and monthly basis. Semiannual communications meetings are held and an Annual Report to Employees is distributed to keep all employees informed of company performance and upcoming plans. A contractor who was overseeing the installation of new equipment noted that "working on Commonwealth Paper projects is a joy, because everyone knows what is going on and everyone is willing to talk about the project." Manage by a set ofguidingprincz'ples rather than by a unioncontract. These principles, referred to by managers as the "Ten Commandments," outline management's duties and responsibilities to employees. Developed by Chairman Neal on the basis of discussions with his church minister, the principles are used by managers to evaluate plans and decisions and to determine whether individuals seeking employment fit the company's culture. 4. Provide employment security. Commonwealth Paper's management has never laid off any employee, either temporarily or permanently. Its philosophy is to maintain production levels, even when demand falls. "We'll worry about selling the stuff later," says Allen. Partly as a result of this policy, 69 percent of the work force has ten or more years' seniority, and turnover other than retirement occurs infrequently. Minimize status and pay dzrerentials.Everyone-from the president to the janitor-participates in the same base pay system, gainsharing program, and benefits program. The president's total compensation averages roughly 3.5 times the average total compensation of the lowest-paid employee group. Average mill-operating employee compensation in 1991 was 14 percent higher than the average of six benchmark comparison mills. The average mill-operating employee, doing the same job today as in 1976, has ga...

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