TWI (TRAINING WITHIN INDUSTRY)
Filed in: TWI Training Within Industry (JR, JI, JM)Sep 15th, 2009 | No Comments
TWI (Training Within Industry) is sometimes called the “Roots of Lean.” TWI was developed in WWII to rapidly get new supervisors up-to-speed and effective in industry in order to sustain and grow war productivity. It was tremendously successful from 1942 to 1945, but, after the war ended, the US basically put it on the shelf because it was no longer needed. But TWI was implimented in post-war Japan in order to help that country get back on its feet again.
It lay dormant in the US until 2002 when it was re-instituted in some mid-size companies in the Syracuse, NY area. Since then it has seen significant and steady growth in the US and Canada, and pretty much world-wide.
TWI has 3 primary component training programs:
- Job Methods Training
- Job Instruction Training
- Job Relations Training
These 3 TWI Programs show up as the basic levels in a “House of Lean”:
Job Relatons = the “foundation”…building a strong, positive relationship with all employees so that there’s a culture willing and able to support lean iniatives.
Job Instruction = the “first floor”….teaching people the best-practice way of doing their jobs, so they can quickly remember to do their job correctly, safely, and conscientously.
Job Methods = the “second floor”….enabling people to continuously improve their current jobs, making the best use of materials, machines, manpower, methods, and measures presently available.
JCM Work Designs/The Lean Sigma Team can deliver any one, two, or all 3 of these TWI Programs for you, depending on your specific needs. contact us for a formal proposal.
TWI – Job Instruction
Filed in: TWI Training Within Industry (JR, JI, JM)Sep 15th, 2009 | No Comments
TWI - Jobs Instruction Workshop
Workshop Overview
TWI (Training Within Industry) is often referred to as the “Roots of Lean”. TWI Job Instruction (JI) is specifically designed to help the supervisor with his/her responsibility for providing proper training and assuring this training is effective in helping people do their jobs correctly and efficiently. The objective of JI is to help supervisors develop a well-trained work force.
Supervisor is broadly defined as “anyone in charge of people and/or who directs the work of others.” Many job titles fall into this definition of supervisor.
Learning Objective:
Job Instruction is a way to get a person to quickly remember to do a job correctly, safely, and conscientiously.
The supervisor learns to follow this 4-step method in actually instructing people in doing their jobs:
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TWI – Job Methods
Filed in: TWI Training Within Industry (JR, JI, JM)Sep 15th, 2009 | No Comments
TWI - Jobs Method Training - Value Proposition
TWI (Training Within Industry) is often referred to as the “Roots of Lean”. TWI Job Methods (JM) is specifically designed to help the first level supervisor with his/her responsibility for improving processes and the workplace. The objective of JM is to help supervisors develop improvement proposals and implement them to get improved results.
Supervisor is broadly defined as “anyone in charge of people and/or who directs the work of others.” Many job titles fall into this definition of supervisor.
Overview:
Job Methods is a practical plan to help supervisors produce greater quantities of quality products in less time by making the best use of the people, machines, and materials currently available to them.
The supervisor learns to follow this 4-step method in working with his/her people to improve their processes:
Step 1: Breakdown the job (specify all job details)
Step 2: Question every detail (5W + 1H applied to everything in the process)
Step 3: Develop the new method (Eliminate–>Combine–>Rearrange–>Simplify)
Step 4: Immediately apply the new method
Content:
TWI Job Methods is a 5-Day Workshop, conducted with 2 hours per day for 5 consecutive days of classroom learning time, coupled with during the workday applications time for each participant.
Day 1:
Definition of a Supervisor
Five Needs of Supervisors
Supervisor’s Role in Job Improvement
Demonstration Job: Current Design
Demonstration Job: New Design
4 Steps to Job Methods Improvement
The Job Breakdown Sheet
Job Methods Improvement Proposal Sheet
Day 2:
Demonstration Job #1
Use of the Proposal Sheet
Day 3:
Demonstration Jobs #2, #3, #4
Proposal Sheets for Job #1
Day 4:
Demonstration Jobs #5, #6, #7
Proposal Sheets for Jobs #2, #3, #4
Day 5:
Demonstration Jobs #8, #9, #10
Proposal Sheets for Jobs #5, #6, #7
Review of the JM 4 Steps and the 4 Get Ready Points
Who JM is for:
The TWI Job Methods Workshop is for those individuals whose work is to supervise and direct the work of others. This includes operations supervisors as well as staff and administration supervisors. Job titles could include:
- Supervisor
- Foreman
- Group Leader
- Team Leader
- Lead Hand
- Manager
- Director
- Etc.
Prerequisites
Be in a job that requires you to supervise and direct the work of others.
JCM Work Designs/The Lean Sigma Team can design and conduct this workshop to meet your specific needs. Please contact us for a formal proposal.
TWI – Job Relations
Filed in: TWI Training Within Industry (JR, JI, JM)Sep 15th, 2009 | No Comments
TWI - Job Relations
Workshop Overview
TWI (Training Within Industry) is often referred to as the “Roots of Lean”. TWI Job Relations (JR) is specifically designed to help the first level supervisor with his/her responsibility for leading people by:
a) effectively and positively dealing with relationship problems between him/her and the employee,
b) preventing these problems from developing in the first place by maintaining positive employee relationships.
Supervisor is broadly defined as “anyone in charge of people and/or who directs the work of others.” Many job titles fall into this definition of supervisor.
Since Job Relations is focused on working with people, descriptions of what happens to people are the materials for this program. There are 5 “textbook” problems, each of which is used at a specific point for a particular learning emphasis. Most of the 10 hours of workshop time are spent on handing the supervisors’ own problems, which they bring in for group discussion. Actual employee names are kept anonymous, of course.
Learning Objectives
A supervisor gets results through people. The supervisor learns to follow this 4-step method in working with people in resolving specific problems:
1. Get the Facts (review the record, find out what rules and customs apply, talk with the individuals concerned, get opinions and feelings…be sure you have all the facts).
2. Weigh and Decide (fit the facts together, consider their bearings on each other, list the possible actions, check policies and practices, consider the objective and the effect on the individual, the group, and on production….don’t jump to conclusions).
3. Take Action (handle this yourself, get help from your boss if necessary, watch the timing of your action….don’t pass the buck).
4. Check Results (follow up…how soon?, how often?, watch for changes in output, attitudes, and relationships….did your action help?)
The supervisor also learns how to avoid job relation problems by:
1. Letting each worker know how he/she is getting along (figure out what you expect of the person, point out ways to improve).
2. Giving credit when credit is due (look for extra or unusual performance, tell the person while the data/information is “hot”).
3. Telling people in advance about changes that will affect them (tell them why, work with them to accept the change).
4. Making the best use of each person’s ability (look for abilities not now being used, never stand in a person’s way).
Program Agenda
TWI Job Relations is a 5-Day Workshop, conducted with 2 hours per day for 5 consecutive days of classroom learning time, coupled with during-the-workday applications time for each participant.
Day 1:
Five Needs of Good Supervisors
Chart on Supervisory Responsibility
Foundations for Good Relations
Chart on the Individual
The “Adam Adams” Problem (case study)
How Problems Arise
The Four Step Method for Job Relations
Day 2:
The importance of GETTING THE FACTS
The “Amanda” Problem (case study)
2-3 Volunteer Demonstrations – Job Relations
(emphasis on Step 1: Get the Facts)
Day 3:
The importance of WEIGH AND DECIDE
The “Andy” Problem (case study)
2-3 Volunteer Demonstrations – Job Relations
(emphasis on Step 2: Weigh and Decide)
Day 4:
The importance of TAKE ACTION
The “Amy” Problem (case study)
2-3 Volunteer Demonstrations – Job Relations
(emphasis on Step 3: Take Action)
Day 5:
The importance of CHECK RESULTS
The “Norman” Problem (case study)
2-3 Volunteer Demonstrations – Job Relations
(emphasis on Step 4: Check Results)
Summary and Conclusions
Who Sould Attend
The TWI Job Relations Workshop is for those individuals whose work is to supervise and direct the work of others. This includes operations supervisors as well as staff and administration supervisors. Job titles could include:
- Supervisor
- Foreman
- Group Leader
- Team Leader
- Lead Hand
- Manager
- Director
- Etc.
Prerequisites
Be in a job that requires you to supervise and direct the work of others.
JCM Work Designs/The Lean Sigma Team can design and conduct this workshop to meet your specific needs. Please contact us for a formal proposal.
Also see TWI Training Within Industry
