Training Within Industry (TWI) Programs - JI, JM & JR by Operational Excellence Consulting

© Operational Excellence Consulting. All rights reserved.
TWI
Programs
JI . JM . JR

© Operational Excellence Consulting. All rights reserved. 2
Outline
• Overview and Introduction
• Five Needs of Good Supervisors
• Job Instruction (JI)
 Four Steps for Job Instruction
 Four Steps to Get Ready
 Job Breakdown – Important Steps, Key
Points & Reasons
 Training Timetables
 Special Instruction Problems
 Job Instruction & Standard Work
 Activities & Discussions
 Practice Demonstrations by Participants
• Job Methods (JM)
 Four Steps for Job Methods
Improvement
 Job Breakdown Sheet
 5W’s & 1H
 Eliminate, Combine, Rearrange &
Simplify
 Job Method Improvement Proposal
Sheet
 Resistance & Resentment
• Job Relations (JR)
 Chart on Supervisory Responsibility
 Foundations for Good Relations
 Chart on the Individual
 How Problems Arise
 Four Steps for Job Relations
Copyrights of all the pictures used in this presentation are held by their respective owners.
NOTE: As this is a PARTIAL REVIEW, only
selected slides are shown. To download the
complete presentation, please visit:
http://www.oeconsulting.com.sg

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

TWI – “The Three-Legged Stool”
All components consists of 4-Steps
Introduction to TWI
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
Introduction to TWI

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.
Introduction to TWI

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

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!
Introduction to TWI

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
instructor/trainer
Introduction to TWI

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

TWI Job Instruction

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

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

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

Workforce Instruction – Two
Ineffective Methods
Telling Showing

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

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

How to Get Ready to Instruct
• Make a Time Table for Training
• Break Down the Job
• Get Everything Ready
• Arrange the Worksite

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

Job Breakdown Sheet
JOB BREAKDOWN SHEET
Operation :
Parts :
Tools & Materials :
Safety Equipment :
MAJOR 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.
2.
3.
4.

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

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.?

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

TWI Program: Job Methods

Introduction to Job Methods
• The Job Methods program was developed in
order to provide management with a tool
whereby supervisors could acquire skill in
improving methods

Introduction to Job Methods
• Constant need to increase profitability and
productivity and with less resources
• Everyone has ideas on how to improve methods
• Most of the progress we enjoy today is the result
of improvements in production methods, e.g.
automobiles, mobile phones, notebooks, etc.
• JM is not a program to make people work harder
or faster
• Purpose of JM program is to make it easier for
us to improve our job methods

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

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

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

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 Breakdown Sheet (JM)
.
Job Breakdown Sheet
PRODUCT: MADE BY: DATE:
OPERATIONS: DEPARTMENT:
REMARKS IDEAS
PRESENT/PROPOSED
METHOD DETAILS
Dis-
tance
TIME/TOLERANCE/
REJECTS/SAFETY
WHY
WHERE
WHEN
WHO
HOW
Write them down, don’t try to remember.
Eliminate
Combine
Rearrange
Simplify

JM Improvement Proposal
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

Resistance & Resentment
• Resistance to new ideas
 Resistance to change is common
 Do not let resistance interfere with improvements
• Resentment of criticism
 People may interpret our search for a better method
as personal criticism
 Provide explanation for your purpose
 Focus on constructive criticism, not personal criticism

Review of 4 Steps for JM
Step 1. Break down the job
List all detail
Step 2. Step 4.
Question Develop
Why? Eliminate
What?
Where? Combine
When? Rearrange
Who?
How? Simplify!
Step 4. Apply the new method
Sell – Approvals – Use – Credit
Eliminate!
Combine!
Rearrange!

TWI Program: Job Relations

Supervisor’s Problems – Job Relations
• Constant need to meet output and quality targets
• Improving loyalty and cooperation
• Keeping people in top form
• Newly promoted supervisors may be more technically
inclined and less effective as a people manager
• To meet such challenges, special skill in leading is
necessary
• Skill of working with people has long been recognized as
a mark of good supervision

What is Good Supervision?
• Good supervision means
that the supervisor gets the
people in his or her
department to do what he
wants done, when it should
be done, and the way he
wants it done because they
want to do it!

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

A supervisor gets results
through people
SUPERVISOR
Job Relations
Production
Cost
Safety
Quality
Maintenance
Delivery
Training
People must be
treated as individuals
Health
Background
Education
Others
Job
Family
Individual
• 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.
People
Foundations for good
relations

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

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

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?

How Problems Arise
• Observing changes in
people’s work or attitudes
• Seize up a situation before it
happens
• Problems “come to you” on
their own
• Problems you “run into”

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

How to get feelings and opinions
1. Don’t argue
2. Encourage him to talk about what is important
to him
3. Don’t interrupt
4. Don’t jump to conclusions
5. Don’t do all the talking yourself
6. Listen

SUPERVISOR
Production
Cost
Safety
Quality
Maintenance
Delivery
Training
People
Manager
Union or shop
related parties
Other parties (engineers,
administrative staff, etc.
Internal and external
customers
Peer group from other
departments in the plant
Job Relations
JR – Key Interfaces

About
Operational
Excellence Consulting

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

www.oeconsulting.com.sg
END OF PARTIAL PREVIEW
To download the complete TWI training
presentation and worksheets, please visit:

Training Within Industry (TWI) Programs - JI, JM & JR by Operational Excellence Consulting

Training Within Industry (TWI) Programs - JI, JM & JR by Operational Excellence Consulting

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