The document outlines an operational excellence training program called Training Within Industry (TWI) that teaches supervisors how to train employees. It focuses on the Job Instruction (JI) component of TWI, which uses a 4-step method of job instruction involving preparing the worker, presenting the operation, having the worker try it out, and following up. The method includes breaking down jobs into important steps, key points, and reasons to effectively train workers through showing and telling, not just one or the other.

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TWI Job Instruction

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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
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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
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Challenges in Production & Service
Delivery
• Meeting demand
• Customer expectations
• Quality
• Cost reduction
• On-time delivery
• Job skills
• Other problem areas
Introduction to TWI

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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.
Introduction to TWI

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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
Introduction to TWI

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Benefits of TWI
• Get more done with less equipment and manpower
• Improve quality, reduce errors 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.
Introduction to TWI

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

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

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Objective of Job Instruction (JI)
• Develop a well-trained
workforce resulting in
 Less mistakes and errors
 Fewer accidents
 Less equipment damage
 Less customer complaints
Job Instruction

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How Do You Develop Your People?
• Hire new talents
• Stand by an experienced person and observe
• Let them learn on their own
• Tell them
• Show them
Job Instruction

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Teaching Methods
• Telling
 Explaining verbally
• Showing
 Demonstrating how it is done
• Illustrating
 Explaining with written material or
pictures
• Question & Answer
 Asking about and discussing the
contents
Job Instruction

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Workforce Instruction – Two
Ineffective Methods
Telling Showing
Job Instruction

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Telling Alone
• 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 is hard to tell the right amount and to know whether
it is understood or not
Telling Alone Is Not Good Instruction
Job Instruction

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Showing Alone
• 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
Job Instruction

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Job Instruction Motto
Job Instruction
“If the worker hasn’t learned, the
instructor hasn’t taught.”

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

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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
 Do it again – explain Reasons
Instruct clearly, completely, and patiently
Present no more than they can master at one time
STEP 3 – TRY OUT PERFORMANCE
 Have the person do the job – correct errors
 Have the person explain each Important Step to you
as the job is done again
 Have the person explain each Key Point to you as
the job is done again
 Have the person explain each Reason to you as the
job is done again
Make sure the person understands
Continue until YOU know THEY know
STEP 4 – FOLLOW UP
 Put the person on his own
 Designate to whom the person goes for help
 Check on the person frequently
 Encourage questions
 Taper off extra coaching and close follow-up
IF THE WORKER HASN’T LEARNED
THE INSTRUCTOR HASN’T TAUGHT
JOB INSTRUCTION
HOW TO GET READY TO INSTRUCT
Before instructing people on how to do a job:
1. MAKE A TIME TABLE FOR TRAINING
Determine who to train…
For which work…
By what date.
2. BREAK DOWN THE JOB
List Important Steps
Pick out Key Points
Safety factors are always Key Points
State Reasons
3. HAVE EVERYTHING READY
The proper equipment, tools, materials
and whatever needed to aid instruction
4. ARRANGE THE WORK AREA
Neatly, just as in actual working conditions
4 Steps of Job Instruction

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Getting Ready – Considerations
• Don’t try to ‘put over’ too much
• Present information clearly
• Don’t ‘jump about’ from one point to another
• ‘Critical’ or ‘important’ or ‘key’ points have to be
made clear
Lack of clearly organizing the job in one’s mind
is the reason for poor instruction, accidents,
delays, mistakes and discouraged workers.
Getting Ready to Instruct

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Job Breakdown
Important Steps Key Points Reasons
• Advance the work
• Change form, fit or
function
• Adds value
• Action phrases or
verb
• Safety
• Makes or breaks the
job (Quality)
• Makes the work
easier to do (e.g.
“knack”, “trick”, etc.)
• Calibrates 5 senses
• Special information
• Adjective or adverb
• Always go with key
points
• Makes the job easier
to learn or remember
• Supports Quality,
Cost, Delivery &
Safety objectives
What How Why
Job Breakdown

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Example 1: How to Scoop Ice-cream
Job Breakdown
Operation: How to scoop ice cream
Parts: Ice cream stored at 8 degrees F in parlor cooler
Tools & Materials: Dipper (ice cream scoop) staged in pan of water
Training aid: Include
sketches, diagrams, parts,
layout or pictures if
available
IMPORTANT STEPS KEY POINTS REASONS
What: A logical segment of the
operation when something
happens to advance the work
How: Anything in a step that might
—
1. Make or break the job
2. Injure the worker
3. Make the work easier
Why: Reasons for the key points
1. Scoop ice cream 1. Tap dipper lightly to remove
water
2. Start on outside wall
3. Roll, don’t dig
1. Nobody likes water on the ice
cream
2. If start on inside, you dig and
can’t get nice round scoops
3. Rolling makes the dipperfuls
round
2. Put dipperful in cone or cup N/A N/A
3. Scoop again (if desired) or
put lid back on tub
1. Dip scoop in water
2. Tap off excess water lightly
3. Start next scoop where last one
left off
1. Light coating of water helps
the ice cream roll in the
scoop and prevents sticking
to the scoop.
2. Nobody likes water on the ice
cream
3. Promotes good rolling
technique; discourages
digging from the center

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Training Time Table
Considerations:
• Meeting current needs
 WHO should be trained on WHICH jobs by WHAT date
• Promotions or transfers
• Turnover
• Poor performance
 Excessive mistakes, errors, injuries, damage to equipment, etc.
• Increase in demand
Training Time Table

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Special Instruction Problems
• The Long Operation
 How to use the 4-step method on an operation that
takes 3 hours or perhaps 3 days?
• The Noisy Environment
 How to use the 4-step method in a shop where it is too
noisy?
• Putting over ‘Feel’
 How to instruct a person in that important thing –
‘feel’?
 Examples: Nut and bolt, micrometer, sewing, etc.?

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Where to Start JI?
• Pilot Area
 Pick area or process or line of business that is having
difficulty due to turnover, training, vague work
standards or following of standards
• Conduct JI training session
 Focus on developing job breakdowns that will address
the business issues in the area
Customer
Satisfaction
Quality Cost Time

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About
Operational Excellence
Consulting

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About Operational Excellence
Consulting
• Operational Excellence Consulting is a management
training and consulting firm that assists organizations in
improving business performance and effectiveness.
• The firm’s mission is to create business value for
organizations through innovative operational excellence
management training and consulting solutions.
• OEC takes a unique “beyond the tools” approach to enable
clients develop internal capabilities and cultural
transformation to achieve sustainable world-class excellence
and competitive advantage. For more information, please visit
www.oeconsulting.com.sg

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END OF PARTIAL PREVIEW
To download this presentation,
please visit:
www.oeconsulting.com.sg