Training Within Industry

(TWI)

Supervisor Skills Training

“The Missing Link to Lean”
 We Know WHAT to do about
Waste

■ Henry Ford
Earned unprecedented profits in 1926 by eliminating waste to
gradually reduce the production cycle to 81 hours from iron ore to
finished product.
■ Toyota Production System
Eliminate non-value-added waste to continuously reduce the time-line
between Order and Cash.
■ Kaizen
Elimination of Muda (non-value adding waste) epitomizes the low-cost,
commonsense approach to continuous improvement.
■ Lean
Do more with less by eliminating non-value-adding activities.

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HOW To Do It is the Problem

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 The Realities of Lean

Implementing Lean is the easy part –

sustaining those changes is what’s hard.
■ A crisis may be the best way to get people to
understand the need for change, but it is a very
poor way to run daily operations.
■ Implementing Lean reveals problems and
internalizing policies for corrective action, but
it does not ensure that everyone continuously
works on these problems.
■ Lean Manufacturing relies on the involvement of
everyone and Kaizen Events alone will simply
take too long to involve everyone.

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 The Realities of
Kaizen
Continuous Improvement
never seems to be continuous
■ People resist change and this mindset will cause
people to backslide and abandon improvement.
■ Supervisors and managers often leave improvement
until after “making the numbers.”
■ People typically rely on others for improvements.
■ Even when people want to improve they don’t have
improvement skills.
■ Companies tend to rely on Kaizen Events to make
even small changes.

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 The Reality of Kaizen Events

Output
Event #3

What Standard should be

Event #2 Maintenance

What Standard should be

Event #1 Maintenance
What actually becomes
the Standard when people
do not sustain the changes.
Work Standard

Time

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 Lessons About Waste

Strategies do not eliminate waste, People Do!

“We want to get full value out of labour so that we may

be able to pay it full value. It is use – not conservation
– that interests us.”
Henry Ford, 1926

Lean and Kaizen provide countermeasures to eliminate

the waste of time and material but neither provides a
countermeasure for companies to eliminate the waste
of Underutilized People.

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 TWI - The Countermeasure

TWI provides a systematic approach to sustain

changes and continuously improve by
■ Indoctrinating people into an “improvement”
frame of mind.
■ Teaching people how to identify opportunities for
improving their jobs.
■ Training people how to generate ideas to take
advantage of these opportunities.
■ Showing people how to get these ideas into
practice right away.
■ Creating ownership for people to maintain
standard work.

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 The Missing Link to Lean & Kaizen
Next
Output What the Standard becomes Innovation

Gradually Improve Productive

the Standard, TWI JM & JR Potential of
New Standard
Maintain the Standard Underutilized
TWI JI & JR People
Innovation

Current Work Standard

Time

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 Training Within Industry
Program

Job Instruction Training (JI)

teaches supervisors how to quickly train employees to do
a job correctly, safely, and conscientiously.
Job Methods Training (JM)
teaches supervisors how to continuously improve the way
jobs are done.
Job Relations Training (JR)
teaches supervisors how to develop and maintain positive
employee relations to prevent problems from happening
and how to effectively resolve conflicts that arise.

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 TWI - Created for a Purpose

TWI was developed by a U.S. Government Service after

the fall of France on June 22, 1940 that signaled a U.S.
involvement in the war in Europe was inevitable.

The purpose for TWI was

“to help industry to help itself to get out more materials
than have ever been thought possible, and
at constantly accelerating speed” to win the war.

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 Impact of TWI on the War Effort

Actual data reported by over 600 client

companies monitored throughout the war
attributed the following results to TWI:

86% increased production by at least 25%

100% reduced training time by 25% or more
88% reduced labor-hours by over 25%
55% reduced scrap by at least 25%
100% reduced grievances by more than 25%

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 TWI - After the War

■ Discontinued in 1945 as US manufacturers

focused on getting product out of the door to fill
a world wide demand for consumer products.

■ The U.S. Occupation Government brought TWI

to Japan to “quickly” rebuild their industrial base
to avoid mass starvation that the U.S. feared
would further the cause in worker communism.

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 Impact of TWI at Toyota
THEN
1951 to 1960 – Toyota utilizes TWI to train their employees
in the Toyota Production System.
NOW
2001 - Toyota KY received over 100,000 improvement
suggestions from employees, 98% of which were used
resulting in a savings of $18,000,000, and returned
$3,000,000 for individual awards of $25 to $25,000.
FUTURE
“The Toyota Way of going to the source, observing in
detail, and learning by doing were all very much
influenced by TWI (Dietz and Bevens, 1970) and
became the backbone of Toyota’s standardization
philosophy.”
The Toyota Way (P141), 2004, Jeffrey Liker

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 TWI - A Timeless Training
Approach

1. The program is one of utter simplicity

2. It uses a blueprinted procedure that requires a
minimum of time
3. Adheres to the learn by doing principle
4. Built in multipliers to spread the training

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 1. Utter Simplicity

The Four-Step Learning Process*

Step 1. Preparation – make the learner think to aid

comprehension of the new idea.
Step 2. Presentation – add the new idea to those
already in the learner’s mind.
Step 3. Application – train the learner to apply what
was presented and check results.
Step 4. Testing – test the ability of the learner to
apply the new idea alone.

* Developed by Charles R. Allen in WWI

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 2. Blueprinted Procedure

A common thread runs through all TWI programs as the result

of much trial and error learning during introduction:

■ Each program has a similar 4-Step Method.

■ The method is stated in shop terms, not in academic
language.
■ Each participant must use the method to solve a current
problem in class to get immediate use and acceptance.

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 Blueprinted Procedure

■ Small groups of 10 to practice the method under

guided assistance to “learn by doing”.
■ An outline of what and how and time sets a
universal standard.
■ Ten hours of class are best delivered in five 2-hour
meetings without a break.
■ Compact scheduling of the 5 meetings to keep the
subject fresh and not keep people away from their
jobs over long periods of time.

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 3. “Learn by doing”

The TWI approach is not a matter of schools or

classes or lessons –
it is individual and/or group work on current day
problems of output, quality, lost-time, scrap, re-
work, maintenance, and working relations.

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 4. Multipliers Spread the
Training

The TWI Program utilizes a standard method to

■ Train people from industry to become TWI Trainers
■ TWI Trainers train the people who direct the work of
others (supervisors, team leaders, managers, etc.)
■ Supervisors spread the training to other people in the
workplace by involving them as required in the process.

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 The Five Basic Needs of Supervisors

Knowledge
unique to the Company and/or the Industry that
supervisors must know to do their job:
1. Knowledge of the Work
2. Knowledge of Responsibilities

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 The Five Basic Needs of Supervisors

Skills
that are required for supervisors to perform
within their role, regardless of the industry:
3. Instruction
4. Methods Improvement
5. Leading

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 Job Instruction - Objective

Develop a well-trained workforce resulting in

less scrap and rework,
fewer accidents, and
less tool and equipment damage.

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Results from JI Training

■ Reduced training time

■ Increased production
■ Fewer accidents
■ Less scrap
■ Less rework
■ Less tool and equipment damage
■ Increased job satisfaction
■ Improved quality
■ Increased profits

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 JI = Standard Work = $
Mold Assembly in the Wax Department at Gray-Syracuse, Inc.
On Time Mold Releases:
2002 – Average per month 73%
2003 – Average per month 86%
2003 – Last 7 months 89%
2003 – Last 5 months 97%
2004 – First 2 months 99%

The Human Capital Readiness Report raised from 40% to 84% in

the initial twelve month period of JI training for mold assembly.

From a Six Sigma perspective, TWI Job Instructions establishes the

best practices for a process by providing “the current best
method” of achieving control and minimizing variation.

Significant Reduction in Assembly Defects – (See next slide)

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 Wax Department Assembly Defects

4000
3500
3000
2500
Defects Found 2000
2002
1500
2003
1000
500
0
JanFeb Mar Apr May Jun Jul Aug Sep Oct NovDec
Months

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The 4-Step Method for JI

1. Prepare the worker to learn

2. Present the operation
3. Try-out performance
4. Follow-up

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 Present the Operation
No. __________

JOB INSTRUCTION BREAKDOWN SHEET

Operation: ____________________________________________________

Parts: ________________________________________________________

Tools & Materials: ______________________________________________

IMPORTANT STEPS KEY POINTS REASONS

A logical segment of the operation when Anything in a step that might— Reasons for each key point
something happens to advance the work.1.Make or break the job
2.Injure the worker
3.Make the work easier to do, i.e.
“knack”, “trick”, special timing, bit of
special information

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 JOB INSTRUCTION TRAINING TIMETABLE
Name: Break- Changes
__________________ down No. In
Dept.: Production
__________________
Date:
__________________

Turnover
Work Performance

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Job Methods - Objective

Make the best use of the

people, machines, and materials
now available.

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Concrete Results from JM
Training

Improvement is not a matter of impression,

results are obtainable and apparent
■ Reduced cost
■ Reduced WIP
■ Reduced inventory
■ Increased throughput
■ Increased sales
■ Increased profits
■ Continuous improvement

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 JM = Immediate ROI

ROI for a manufacturing company as the result of Job

Methods Training, December 2002

Investment: Training: $5,000

Employee time (est. 120 hrs.): 6,000 Total Cost
(est.) $11,000

Savings realized within 30 days $34,300

Immediate Return on Investment 312%

Projected Annualized Savings $124,690

Potential Return on Investment 1134%

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The 4-Step Method for JM

1. Breakdown the Job

2. Question Every Detail
3. Develop the New Method
4. Apply the New Method

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 Step 1- Breakdown the Job

PRODUCT:
.
OPERATIONS:

PRESENT/PROPOS
METHOD DETAIL 34
Step 2 - Question Every Detail.

Why is it necessary?
What is its purpose?
Where should it be done?
When should it be done?
Who is best qualified to do it?
How is “the best way” to do it?

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Step 3 - Develop the New Method

Why?
What? Eliminate

Where?
When? Combine
Who? Rearrange

How?
Simplify

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JM Improvement Proposal

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 Step 4 - Apply the New Method

1. Sell the change to others

2. Obtain necessary approvals
3. Put the new method to use right away
4. Credit those involved
5. Continue to improve the new method

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 Job Relations - Objective

Build positive employee relations by effectively resolving

conflicts that arise.

Maintain positive employee relations by preventing

problems from happening.

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Results from JR Training

■ Better employee relations

■ Improved morale
■ Fewer grievances
■ Improved attendance
■ Less equipment damage
■ Improved quality
■ Increased production
■ Reduced cost

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 JR Results - Then

Problem:
“Because of poor morale, our labor turnover was
terrific; complaints and grievances were
multitudinous; production schedules lagged.”
Solution:
The Production Manager and Director of Training
became JR trainers. “They came back and
presented the program to all our supervisors.
Within a fortnight (2 weeks), complaints and
grievances ceased; labor turnover stopped, and
production went ahead of schedule.”

H. L . Austin, VP Food Machinery Corp. Sept. 1945

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 JR Results - Now

“This would have been a perfect course when I

started as a leader, 20 years ago! It is
simple and based on a foundation of values.
This will help build trust and understanding
in the workforce.”

Team Leader, July 2002

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 How to Handle a Problem

DEFINE YOUR OBJECTIVE

Step 1 - Get The Facts
Get the whole story
Step 2 - Weigh And Decide
Don’t jump to conclusions
Step 3 - Take Action
Don’t pass the buck
Step 4 - Check Results
Did your action help production?
DID YOU ACCOMPLISH YOUR OBJECTIVE?

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 How to Prevent Problems

■ Let each worker know how he/she is doing

■ Give credit when credit is due
■ Tell people in advance about changes that will
affect them
■ Make the best use of each person’s ability

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 Measures for “Best in Class”

■ QUALITY
– Providing exactly what the customer wants the first time,
■ COST
– at a price that represents value to the Customer,
■ DELIVERY
– in a manner that is timely for the Customer,
■ SAFETY
– with concern for the well-being of all,
■ MORALE
– through the spirit of Improvement.

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 Strategies don’t produce, People Do!

TWI - the Missing Link to Lean

Proactive Leadership
Job Methods - maximize the use of people, machines and materials
JIT TPM Pull / Kanban Cellular/Flow

Batch Reduction Quick Changeover PM POUS

Job Instruction - standardize work to sustain the gain
Quality at Source Standardize Work Visual
Controls

5S Value Stream
Plant Layout Teams
Mapping
Job Relations - utilize the productive potential of people

CULTURE CHANGE
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