TWI Training May 19, 2010
Job Instruction Training (JI) How to teach people to quickly learn to do a job correctly, safely, and conscientiously.
JI Training Results in:  Reduced training time  Increased production  Fewer accidents  Less scrap  Less rework  Less...
The 4-Step Method for JI Step 1   - Prepare the Worker Step 2   - Present the Operation Step 3   - Try-out Performance Ste...
Prepare the worker <ul><li>Put the person at ease </li></ul><ul><li>State the job </li></ul><ul><li>Find out what the pers...
Present the Operation <ul><li>Tell the employee how to do the task using words only.  </li></ul><ul><li>Then, physically s...
Try-Out Performance <ul><li>Have the person do the job – correct errors as they occur. </li></ul><ul><li>Next, have the pe...
Follow up <ul><li>Put the person on their own </li></ul><ul><li>Designate who the person goes to for help </li></ul><ul><l...
A logical segment of the operation  when something happens to advance the work. Putting a new blade in hack saw.   Anythin...
No. __________ JOB INSTRUCTION BREAKDOWN SHEET Operation:________________________________________________ Parts:__________...
Upcoming SlideShare
Loading in …5
×

Twi training

906 views

Published on

Published in: Education
  • Be the first to comment

  • Be the first to like this

Twi training

  1. 1. TWI Training May 19, 2010
  2. 2. Job Instruction Training (JI) How to teach people to quickly learn to do a job correctly, safely, and conscientiously.
  3. 3. JI Training Results in:  Reduced training time  Increased production  Fewer accidents  Less scrap  Less rework  Less tool and equipment damage  Increased job satisfaction  Improved quality  Increased profits
  4. 4. The 4-Step Method for JI Step 1 - Prepare the Worker Step 2 - Present the Operation Step 3 - Try-out Performance Step 4 - Follow-up
  5. 5. Prepare the worker <ul><li>Put the person at ease </li></ul><ul><li>State the job </li></ul><ul><li>Find out what the person already knows </li></ul><ul><li>Get the person interested in learning the job </li></ul><ul><li>Place the person in the correct position </li></ul>
  6. 6. Present the Operation <ul><li>Tell the employee how to do the task using words only. </li></ul><ul><li>Then, physically show the employee how the task is done. </li></ul><ul><li>Do it again, illustrate the task one Important Step at a time. </li></ul><ul><li>Do it again, illustrate the task one Important step at a time along with the Key Points for each important step . </li></ul><ul><li>Do it again, illustrate the task one Important step at a time along with the key points for each important step stating reasons for each Key Point. </li></ul><ul><li>Instruct clearly, completely and patiently but don’t give them more information than they can master at one time. </li></ul>
  7. 7. Try-Out Performance <ul><li>Have the person do the job – correct errors as they occur. </li></ul><ul><li>Next, have the person explain each Important Step to you as they do the job the first time. </li></ul><ul><li>Next, have the person explain each important step and Key Point to you as they do the job the second time. </li></ul><ul><li>Finally, have the person explain each important step, the key point and reasons for Key Points to you as they do the job the third time. </li></ul><ul><li>Make sure the person understands the reasons for the key points for each important step . Continue until you know they know. </li></ul>
  8. 8. Follow up <ul><li>Put the person on their own </li></ul><ul><li>Designate who the person goes to for help </li></ul><ul><li>Check on the person frequently </li></ul><ul><li>Encourage questions </li></ul><ul><li>Taper off extra coaching and close follow-up </li></ul>
  9. 9. A logical segment of the operation when something happens to advance the work. Putting a new blade in hack saw. Anything in a step that might— •Make or break the job •Injure the worker •Make the work easier to do, i.e. ―knack‖, ―trick‖, special timing, bit of special information, etc. That 5 or 10% of a the hard or tricky parts of a job. The reason for each Key Point People learn better when they know why they do things. The JI method of breaking down a job Important Steps HOW Key Points WHAT Reasons WHY
  10. 10. No. __________ JOB INSTRUCTION BREAKDOWN SHEET Operation:________________________________________________ Parts:____________________________________________________ Tools & Materials:__________________________________________ IMPORTANT STEPS KEY POINTS REASONS Reasons for each key point Anything in a step that might— 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 A logical segment of the operation when something happens to advance the work.

×