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Training Within Industry
(TWI)
“The Missing Link To
Continuous Improvement”
Copyright 2004
Implementing improvements 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.
• Continuous improvement methodologies reveal problems and outlines policies for corrective action, but it does not ensure that everyone continuously works on these problems.
• Continuous improvement strategies that rely on the involvement of everyone and improvement events alone will simply take too long to involve everyone.
The Realities of Continuous
Improvement
4
Copyright 2004
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.
The Realities of Lean
5
Copyright 2004
Output
The Reality of Improvement Events
6 Time
Event #1
Event #2
What Standard should be
What actually becomes
the Standard when people
do not sustain the changes.
Maintenance
Maintenance
Event #3
Work Standard
What Standard should be
Copyright 2004
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.
Lessons About Waste
7
Copyright 2004
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.
TWI – The Countermeasure
8
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Output
The Missing Link to Sustainable Improvement
9 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
Copyright 2004
Job Instruction Training (JI)
teaches leaders how to quickly train employees to do a
job correctly, safely, and conscientiously.
Job Relations Training (JR)
teaches leaders how to develop and maintain positive
employee relations to prevent problems from happening
and how to effectively resolve conflicts that arise.
Job Methods Training (JM)
teaches leaders how to continuously improve the way
jobs are done.
The Training Within Industry Program
10
Copyright 2004
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.
Created with a Purpose
11
Copyright 2004
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%
Impact on TWI on the War Effort
12
Copyright 2004
• 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.
TWI – After the War
13
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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
Impact of TWI at Toyota
14
Copyright 2004
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
TWI - A Timeless Training Approach
15
Copyright 2004
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
1. Utter Simplicity
16
Copyright 2004
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.
2. Blueprinted Procedure
17
Copyright 2004
• 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.
2. A Blueprinted Procedure
18
Copyright 2004
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.
3. “Learn by doing”
19
Copyright 2004
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.
4. Multipliers Spread the Training
20
Copyright 2004
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
The Five Basic Needs of Leaders
21
Copyright 2004
Skills that are required for supervisors to perform
within their role, regardless of the industry:
3. Instruction
4. Methods Improvement
5. Leading
The Five Basic Needs of Leaders
22
The Five Basic Needs of Supervisors
Copyright 2004
Develop a well-trained workforce resulting in
less scrap and rework,
fewer accidents, and
less tool and equipment damage.
Job Instruction (JI) - Objective
23
Copyright 2004
• Reduced training time
• Increased production
• Fewer accidents
• Less scrap
• Less rework
• Less tool and equipment damage
• Increased job satisfaction
• Improved quality
• Increased profits
Results from JI Training
24
Copyright 2004
1. Prepare the worker to learn
2. Present the operation
3. Try-out performance
4. Follow-up
The 4-Step Method for JI
27
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28
JOB INSTRUCTION CARD
Copyright 2004
Build positive employee relations by effectively resolving
conflicts that arise.
Maintain positive employee relations by preventing
problems from happening.
Job Relations (JR) - Objective
31
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• Better employee relations
• Improved morale
• Fewer grievances
• Improved attendance
• Less equipment damage
• Improved quality
• Increased production
• Reduced cost
Results from JR Training
32
Copyright 2004
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
JR Results - Then
33
Copyright 2004
“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
JR Results - Now
34
Copyright 2004
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?
How to Handle a Problem
35
Copyright 2004
• Let each person 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
How to Prevent Problems
36
Copyright 2004
37
Job Relations Card
Copyright 2004
Make the best use of the
people, machines, and materials
now available.
Job Methods - Objective
38
Copyright 2004
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
Concrete Results from JM Training
39
Copyright 2004
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%
JM = Immediate ROI
40
Copyright 2004
1. Breakdown the Job
2. Question Every Detail
3. Develop the New Method
4. Apply the New Method
The 4-Step Method for JM
41
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Step 1- Breakdown the Job
42
.
Job Breakdown Sheet
PRODUCT: MADE BY: DATE: OPERATIONS: DEPARTMENT:
REMARKS IDEAS
PRESENT/PROPOSED METHOD DETAILS
Dis
-
tance
TIME/TOLERANCE/ REJECTS/SAFETY
WH
Y
WH
ER
E
WH
EN
WH
O
HO
W
Write them down, don‟t try to remember.
Elim
ina
te
Co
mb
ine
Re
arr
an
ge
Sim
plif
y
Copyright 2004
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?
Step 2 - Question Every Detail.
43
Copyright 2004
Why?
What?
Where?
When?
Who?
How?
Step 3 - Develop the New Method
44
Eliminate
Combine
Rearrange
Simplify
Copyright 2004
45
Improvement Proposal Sheet
Submitted to: Made by: Department: Product/Part: Date: Operations:
The following are proposed improvements on the above operations. 1. Summary
2. Results Before Improvement After Improvement
Production (one worker per day)
Machine Use (one machine per day)
Reject Rate
Number of Operators
Other
3. Content
NOTE: Explain exactly how this improvement was made. If necessary, attach present and proposed
breakdown sheets, diagrams, and any other related items.
JM Improvement Proposal
Copyright 2004
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
Step 4 - Apply the New Method
46
Copyright 2004
47
JM Improvement Card
Copyright 2004
Engage employees in identifying and eliminating
potential safety hazards.
Break the chain of events that lead to incidents.
Job Safety (JS) - Objective
48
Copyright 2004
Safety Incident – A Definition
49
An Incident is …
An abnormal occurrence which has the
potential to lead to an injury or loss
Copyright 2004
The Incident Chain
50
Accidents Don’t Happen by Accident!
Copyright 2004
Break the Incident Chain
51
To Prevent Incidents,
You Must Break the Chain!
Copyright 2004
1. Spot the Causes of Danger
2. Decide on Countermeasures
3. Enforce Countermeasures
4. Check Results
The 4-Step Method for JS
52
Copyright 2004
53
JM Improvement Card
Copyright 2004
Training Within Industry – An Integrated
Continuous Improvement System
54
Safety Is At the Heart of TWI!
Copyright 2004
Achieving Basic Stability with TWI
55
Basic Stability is being able to deliver what you promised in the
right quantity and quality at the right cost.
Manpower Methods
Machines Materials Environment
Stability in the Four M’s
Copyright 2004
Manpower
– JI
– JS
– JR
Methods
– JI
– JM
– JR
– JS
Machines
– JM
– JI
– JR
Materials
– JM
– JI
Environment
– JS, JI, JR, JM,
TWI and Stability
56
Copyright 2004
• 4-step method of instructioin
• Designed for supervisors or anyone who
directs the work of others
• Enables the leader to develop the
knowledge and skill in his or her people
to successfully complete the job
Let‟s Focus On Job Instruction
The Bilas Group, LLC www.thebilasgroup.com (440) 933-9818 [email protected]
Copyright 2004
• Hire them
• Go stand by Joe or Jane
• Let them learn on their own
• Tell them
• Show them
How Do You Develop Your People?
The Bilas Group, LLC www.thebilasgroup.com (440) 933-9818 [email protected]
Copyright 2004
• Reasons Telling Alone Doesn‟t Work – Most People just don‟t get it through „telling‟
– Things seem complicated when listening to words
– We cannot use the exact words necessary
– Many operations are difficult to describe in words
– It‟s hard to tell the right amount and to know whether it is understood or not
Telling Alone Is Not Good Instruction
Telling Alone
The Bilas Group, LLC www.thebilasgroup.com (440) 933-9818 [email protected]
Copyright 2004
• Reasons Showing Alone Isn‟t Good Instruction
– Even if it looks completed, in most cases it is just a „copy of the motions‟ and doesn‟t mean we understand the job
– Many motions are hard to copy
– Tricky points are missed
– We don‟t know what comes next
– We cannot translate what we see into what we do
Showing Alone Is Not Good Instruction
Showing Alone
The Bilas Group, LLC www.thebilasgroup.com (440) 933-9818 [email protected]
Copyright 2004
Practical Demonstration of the
4-Step JI Method
• Step 1 – Prepare the Worker
• Step 2 – Demonstrate the Job
• Step 3 – Try-out Performance
• Step 4 – Follow-Up
The 4-Step Job Instruction Method
The Bilas Group, LLC www.thebilasgroup.com (440) 933-9818 [email protected]
Copyright 2004
If the worker hasn’t learned,
the instructor hasn’t taught.
Do you believe it?
The Philosophy of Job Instruction
The Bilas Group, LLC www.thebilasgroup.com (440) 933-9818 [email protected]
Copyright 2004
Job Instruction Card
The Bilas Group, LLC www.thebilasgroup.com (440) 933-9818 [email protected]
Copyright 2004
• 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 1- Prepare the Worker
The Bilas Group, LLC www.thebilasgroup.com (440) 933-9818 [email protected]
Copyright 2004
• Tell, show and illustrate one Important
Step at a Time
• Do it again stressing Key Points and
Reasons
Instruct clearly, completely and patiently, but
don’t give them more information than they
can master at one time
Step 2 – Present the Operation
The Bilas Group, LLC www.thebilasgroup.com (440) 933-9818 [email protected]
Copyright 2004
• 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 3 – Try-Out Performance
The Bilas Group, LLC www.thebilasgroup.com (440) 933-9818 [email protected]
Copyright 2004
• Put the person on their own
• Designate who the person goes to for help
• Check on the person frequently
• Encourage questions
• Taper off extra coaching and close follow-up
If the person hasn’t learned,
the instructor hasn’t taught.
Step 4 – Follow-Up
The Bilas Group, LLC www.thebilasgroup.com (440) 933-9818 [email protected]
Copyright 2004
• Make a Time Table for Training
• Break Down the Job
• Get Everything Ready
• Arrange the Worksite
How to Get Ready to Instruct
The Bilas Group, LLC www.thebilasgroup.com (440) 933-9818 [email protected]
Copyright 2004
• List Important Steps
– A logical segment of the operation when
something happens to advance the work
• List Key Points and their Reasons
– Make or break the job
– Might injure the worker
– Makes the work easier to do
Job Breakdowns
The Bilas Group, LLC www.thebilasgroup.com (440) 933-9818 [email protected]
Copyright 2004
The Bilas Group, LLC www.thebilasgroup.com (440) 933-9818 [email protected]
Copyright 2004
Training Timetable
The Bilas Group, LLC www.thebilasgroup.com (440) 933-9818 [email protected]
Copyright 2004
• New Employee – Most difficult operation
– Average time to train on job – 2 weeks
– Time to train – 3 days with zero rework
• Experienced Team Members - Transfer of an Entire Assembly Line
– Training done immediately on transfer
– No learning curve
– Qualifications done during 4-step training
– Process improvements made during breakdowns
Results – Reduction in
Training Resources
The Bilas Group, LLC www.thebilasgroup.com (440) 933-9818 [email protected]
Copyright 2004
• JI used to improve quality defects
– Current state • 2 units per week
• 7 day per week operation
• 15 out of 15 failures
• Rework costs - $2,400 per unit
– After JI • 10-12 units per week
• 40 hour per week operation
• 15 out of 15 pass
• Rework costs - $400 per unit
Results – Performance
Improvement
The Bilas Group, LLC www.thebilasgroup.com (440) 933-9818 [email protected]
Copyright 2004
• Standardized work highlights abnormal conditions
– Auditing tool for the leader
– Same outputs
• JI is to train people on standardized work
• Standardized work is the foundation of continuous improvement
• JI trains your people on this foundation
Both are essential if you want to drive continuous improvement in your operation
The Purpose of Standardized
Work and Job Instruction
The Bilas Group, LLC www.thebilasgroup.com (440) 933-9818 [email protected]
Copyright 2004
• Builds self-esteem
• Provides structured process for leaders,
formal and informal, to express
themselves
• Brings out the institutional knowledge
that is often withheld by experts
Human Development
Implications
The Bilas Group, LLC www.thebilasgroup.com (440) 933-9818 [email protected]
Copyright 2004
• Pilot Area – Pick area or process that is having difficulty due to turnover, training, vague work standards or following of standards
• Conduct a 10-Hour JI training session
– Course first two hours of the day
– Rest of the day: • Focus on developing breakdowns that will address
the business issues in the area
• Will require follow up with JR to address issues
Getting Started
The Bilas Group, LLC www.thebilasgroup.com (440) 933-9818 [email protected]
Questions?