Overview of Training Within Industry (TWI) by Operational Excellence Consulting

© Operational Excellence Consulting. All rights reserved.
TRAINING
WITHIN
INDUSTRY
(TWI)

Introduction to TWI
1

© Operational Excellence Consulting. All rights reserved. 3
Brief History of TWI
• Established in August 1940 by National Defense
Advisory Committee
• TWI content was developed and supported by
leading specialists, manufacturing companies
and union representatives
• TWI focused on producing safely, quickly,
correctly, and conscientiously
Copyrights of all the pictures used in this presentation are held by their respective owners.

Brief History of TWI
• Managers and supervisors were coached in
three core skill areas
 Instruction
 Improvement
 Leadership
• Initial group of over 600 client companies
reported productivity improvements of over 25%
• Toyota adopted TWI since 1951 to train their
employees in the Toyota Production System

Tactical Lean loses its impact over time
because people do not sustain the changes
Time
Event #1
Event #2
What Standard should be
Maintenance
Maintenance
Event #3
Work Standard
What Standard should be
Output
What actually becomes
the Standard when
people do not sustain
the changes

TWI – The Countermeasure
TWI provides a systematic approach to sustain
changes and continuously improve by:
• Shows respect for people by treating each person as an
individual
• Creates ownership for people to maintain standard work
• Indoctrinates people into an “improvement” frame of
mind
• Teaches people how to identify opportunities for
improving their jobs
• Shows people how to get these ideas into practice right
away

TWI - The Missing Link to Lean
Time
Innovation
New
Standard
What the Standard
becomes
Maintain the Standard
TWI JI & JR
Current Work Standard
Gradually Improve
the Standard, TWI JM & JR
Next
Innovation
Productive
Potential of
Underutilized
People
Output

What is TWI?
• TWI or Training Within Industry is a
Leadership Development Program designed
to provide supervisors and team leaders with the
ability to lead, instruct and improve the
methods of their jobs.

What is TWI?
• Is a time-proven program which uses a learn-by-doing
approach to teach essential skills to supervisors from all
types of industries
• Roots of Lean Manufacturing – It is a foundation to
Toyota’s success in continuous improvement, standard
work and more importantly, in its ability to sustain those
improvements
• Key to building up continuous improvement culture
• Developed to improve the skills of front line supervisors

TWI – “The Three-Legged Stool”
All components consists of 4-Steps
JobMethods(JM)
TWI

TWI 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 evaluate and take proper actions to
handle and to prevent people problems

Benefits of TWI
• Get more done with less machines and manpower
• Improve quality, reduce scrap by achieving standard work across
workers and shifts
• Reduce safety incidents
• Decrease training time, especially for temporary workers
• Reduce labor hours
• Reduce grievances
• Transfer knowledge from a skilled workforce to an unskilled or green
workforce
Companies that have implemented TWI have reported
improvements of 25% and more in increased production,
reduced training time, reduced scrap and reduced labor-hours.

TWI – A Timeless Training Approach
1. A simple program
2. Uses a blueprinted
procedure
3. Learn by doing
4. Multipliers spread the
training

1. A Simple Program Based on a 4-Step
Learning Process
 Make the learner think to aid
comprehension of the new idea
 Add the new idea to those
already in the learner’s mind
 Train the learner to apply what
was presented and check
results
 Test the ability of the learner to
apply the new idea alone
Step 1:
Preparation
Step 2:
Presentation
Step 3:
Application
Step 4: Testing

2. Blueprinted Procedure
• 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

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, rework,
maintenance, and working relations

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

The 4-Step Method
Charles Allen
4-Step
Learning
Process
TWI
PDCA Cycle
Scientific
Method
Job Instruction Job Methods Job Relations
Preparation
Prepare the
Worker
Breakdown the
Job
Get the Facts
Plan – observe
data and
reality; decide on a
problem; define it
Observation and
Description
Presentation
Present the
Operation
Question Every
Detail
Weigh & Decide
Do – Analyze the
problem; propose
a
countermeasure
Formulation of an
Hypothesis
Application
Try Out
Performance
Develop New
Method
Take Action
Check – Try the
countermeasure;
check
the results
Use the
Hypothesis
to make
Predictions
Testing Follow Up Apply New Method Check Results
Act – if successful,
standardize
change; if
not, start the cycle
over
Test the
Predictions
by Experiments
TWI is simply applied scientific method!

Who is a Supervisor?
• A supervisor is defined as anyone who is in a
position of supervision or who directs the work
of others
Who is considered a supervisor in TWI?
• A supervisor, team leader, manager or trainer

5 Needs Model for Good Supervisors
SKILL
Instructing
Leading
Improving
Methods
Work
Responsibilities
KNOWLEDGE

Job Instruction (JI)
2

Objective of Job Instruction (JI)
• Develop a well-trained
workforce resulting in
 Less scrap and rework
 Fewer accidents
 Less tool and equipment
damage

TWI JI Learning Objectives
• Conduct training based on the 4-Step
Method of Job Instruction
• Apply the Job Breakdown process
to define the important steps, key
points and reasons used
• Utilize a Time Table for Training to
identify, prioritize and schedule the
training necessary for productivity
improvement

TWI JI Program Outline
• Introduction to Job Instruction
• Role of Supervisors in Lean Transformation
• Five Needs of Good Supervisors
• Workforce Instruction – Two Ineffective Methods
• Four Steps of Job Instruction
• Four Steps to Get Ready
• Job Breakdown – Important Steps, Key Points & Reasons
• Training Timetables
• Special Instruction Problems (and how to handle them)
• Standard Work & Problem Solving
• How to Implement Job Instruction

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

The 4-Step Job Instruction Method
1
2
3
4
Prepare the Worker
Present the Operation
Try-out Performance
Follow Up

Job Instruction Card
JOB INSTRUCTION CARD
HOW TO INSTRUCT
STEP 1 – PREPARE THE WORKER
• Put the person at ease
• State the job
• Find out what the person already knows
• Get the person interested in learning the job
• Place the person in the correct position
STEP 2 – PRESENT THE OPERATION
• Tell, show and illustrate - one Important Step at a
Time
• Do it again – stress Key Points and Reasons
Instruct clearly, completely, and patiently giving
no more than they can master at one time
STEP 3 – TRY OUT PERFORMANCE
• Have the person do the job – stating
IMPORTANT STEPS – correct errors
• Have the person do the job again – explaining
KEY POINTS and REASONS
Make sure the person understands
Continue until YOU know THEY know
STEP 4 – FOLLOW UP
• Put the person on their own
• Who to go to for help
• Check frequently
• Encourage questions
• Taper off extra coaching and close follow-up
IF THE PERSON HASN’T LEARNED
THE INSTRUCTOR HASN’T TAUGHT
JOB INSTRUCTION CARD
How to Get Ready to Instruct
Before instructing people on how to do a job:
1. HAVE A TRAINING TIME TABLE
Determine who to train…
On what tasks…
By what date.
2. BREAK DOWN THE JOB
• List important steps
• Pick out key points and reasons
• Safety is always a key point
3. HAVE EVERYTHING READY
Have the right equipment, tools, materials
and supplies – everything needed to
instruct
4. ARRANGE THE WORK AREA
Just as in actual working conditions

Job Methods (JM)
3

Objective of Job Methods (JM)
• Make the best use of
the people, machines,
and materials now
available

TWI JM Learning Objectives
• Improve job methods based on the
4-Step Process for JM
• Apply the Job Breakdown Sheet
to analyze the current method and
develop the new method
• Utilize the JM Improvement
Proposal Sheet to communicate
and gain buy in to the new method

Program Outline
• Introduction to TWI - JM
• Definition of a Supervisor
• 5 Basic Needs of Supervisors
• Demonstration Job: Current Design &
New Design
• 4 Steps for Job Methods Improvement
• Step 1 – Breakdown the Job
• Job Breakdown Sheet (JM)
• Step 2 – Question Every Detail
• 5W’s & 1H
• Step 3 – Develop the New Method
• Eliminate, Combine, Rearrange &
Simplify
• Principles Under Simplify
• JM Improvement Proposal Sheet
• Step 4 – Apply the New Method
• Examples of Ideas for Improvement
• Practice Demonstrations – Job
Breakdown for Present & Proposed
Methods
• Resistance & Resentment
• Review of 4 Steps for JM
• Summary & Closing Comments

Results from JM Training
• Reduced cost
• Reduced WIP
• Reduced inventory
• Increased throughput
• Increased sales
• Increased profits
• Continuous improvement

The 4-Step Method for JM
1
2
3
4
Breakdown the Job
Question Every Detail
Develop the New Method
Apply the New Method

Job Methods Card
JOB METHODS CARD
HOW TO IMPROVE
Purpose: A practical plan to help you
produce greater quantities of quality products
in less time, by making the best use of
manpower, machines, and materials now
available.
STEP 1 – BREAK DOWN THE JOB
1. List all details of the job exactly as done by
the present method
2. Be sure details include all:
• Material handling
• Machine work
• Hand work
STEP 2 – QUESTION EVERY DETAIL
1. Use these types of questions:
• 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?
2. Also question the materials, machines,
produce design, layout, work place, safety,
house keeping
STEP 3 – DEVELOP THE NEW METHOD
1. Eliminate unnecessary details
2. Combine details when practical
3. Rearrange for better sequence
4. Simplify all necessary details
• Make the work easier and safer
• Pre-position materials, tools, and
equipment at the best places in the
proper work area
• Use gravity feed hoppers and drop
delivery chutes
• Let both hands do useful work
• Use jigs and fixtures instead of hands
for holding work
5. Work out your ideas with others
6. Write up your proposed new method
STEP 4 – APPLY THE METHOD
1. Sell your proposal to the boss
2. Sell the new method to the operators
3. Get final approval of all concerned on
safety, quality, quantity, cost
4. Put the new method to work. Use it until a
better way is developed.
5. Give proper credit where due

Job Relations (JR)
4

Objective of Job Relations (JR)
• Build positive
employee relations by
effectively resolving
conflicts that arise
• Maintain positive
relations by preventing
problems from
happening

TWI JR Learning Objectives
• Understand the importance
and benefits of Job Relations
• Define the foundations for
good relations
• Explain how to improve Job
Relations based on the 4-
Step method for JR
• Define the approach to get
feelings and opinions

TWI JR Program Outline
 Practice Demonstrations – Job Relations
(emphasis on Step 2: Weigh and Decide)
• The importance of TAKE ACTION
(emphasis on Step 3: Take Action)
• The importance of CHECK
RESULTS
(emphasis on Step 4: Check Results)
• How to Get Feeling & Opinions
• How to See Problems Coming
• Summary and Conclusions
• Five Needs of Good Supervisors
• Supervisory Responsibility
• Foundations for Good Relations
• People Must be Treated as
Individuals
• The “Joe Smith” Problem (case
study)
• The Four Step Method for Job
Relations
• The importance of GETTING THE
FACTS
(emphasis on Step 1: Get the Facts)
• The importance of WEIGH AND
DECIDE

Results from JR Training
• Better employee relations
• Improved morale
• Fewer grievances
• Improved attendance
• Less equipment damage
• Improved quality
• Increased production
• Reduced cost

The 4-Step Method for JR
1
2
3
4
Get the Facts
Weigh and Decide
Take Action
Check Results

Foundations for Good Relations
• Let each worker know how he is getting along
• Give credit when due
• Tell people in advance about changes that affect
them
• Make best use of each person’s ability

Job Relations Card
JOB RELATIONS CARD
A supervisor gets results
through people
FOUNDATIONS FOR GOOD
RELATIONS
1. Let each worker know how he is doing
• Figure out what you expect from him
• Point out ways to improve
2. Give credit when due
• Look for extra or unusual performance
• Tell him while “it’s hot”
3. Tell people in advance about changes
that will affect them
• Tell them WHY if possible
• Get them to accept change
4. Make best use of each person’s ability
• Look for ability not now being used
• Never stand in a person’s way
People Must Be Treated As Individuals
HOW TO HANDLE A PROBLEM
SET A GOAL
1. GET THE FACTS
- Review the record
- Find out what rules and customs apply
- Talk with individuals concerned
- Get opinions and feelings
Be sure to have the whole story
2. WEIGH AND DECIDE
- Fit the facts together
- Consider their bearing on each other
- What possible actions are there?
- Check practices and policies
- Consider objective and effect on individual,
group, and production.
Don’t jump to conclusions
3. TAKE ACTION
- Are you going to handle this yourself
- Do you need help in handling?
- Should you refer this to your supervisor?
- Watch the timing of your actions
Don’t shirk responsibility
4. CHECK RESULTS
- How soon will you follow up?
- How often will you need to check?
- Watch for changes in output, attitudes, and
relationships.
Did your action help production?
Have you achieved the set goal?

TWI – An Integrated Continuous Improvement
System
Job
Instruction
Job
Relations
Job
Methods

Various organizations have benefited from
our TWI training
“After your lecture, we appointed some of
them to Leaders. They worked well and
organized another workers well. And this
area's performance not only productivity
but also safety, is better than I
expected. Thank you for your TWI.”
- Hiroyuki Nakamura
Plant Director
NSG GROUP

our TWI training
“This (TWI training) is very useful, I
believe our company needs this to attain
its goals and objectives.”
- John Frederic M. Ramos
HR Manager
TRANSITIONS OPTICAL PHILIPPINES, INC.

our TWI training
“Effective actual practices and exercises are
very beneficial to the team.”
- Pauline Soh
Marketing Manager
Wow Education International Pte Ltd
“Training concept is clearer, (and) that will help
me to plan and do better training.”
- Tigre Chang
Creative Director, WowArt Learning
Wow Education International Pte Ltd

END OF PRESENTATION
To discuss how we can help you in TWI
training, please contact:
enquiry@oeconsulting.com.sg

Overview of Training Within Industry (TWI) by Operational Excellence Consulting

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