Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

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

6,978 views

Published on

Training Within Industry (TWI) is an integral part of Lean to reinforce the practice of Standard Work. Standardized work eliminates waste and provides a baseline for process improvement.

TWI is a supervisory leadership development program designed to help the frontline supervisor and team leader provide proper training and assuring this training is effective in helping employees do their jobs correctly, efficiently and conscientiously.

The TWI Programs consist of three key modules:

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 develop and maintain positive employee relations to prevent problems from happening and how to effectively resolve conflicts that arise

TWI translates Lean Thinking into a positive and continuous improvement culture, standardized work and a safe workplace.

Companies that have implemented TWI have reported improvements of 25% and more in increased production, reduced training time, reduced scrap and reduced labor-hours.

This training presentation is closely based on the original TWI training manuals from the National Archives.

To download this complete presentation, please visit: http://www.oeconsulting.com.sg

Published in: Business, Career, Technology

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

  1. 1. © Operational Excellence Consulting. All rights reserved. TWI Programs JI . JM . JR
  2. 2. © 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  Activities & Discussions  Practice Demonstrations by Participants • Job Relations (JR)  Chart on Supervisory Responsibility  Foundations for Good Relations  Chart on the Individual  How Problems Arise  Four Steps for Job Relations  Activities & Discussions  Practice Demonstrations by Participants 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
  3. 3. © Operational Excellence Consulting. All rights reserved. 3 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
  4. 4. © Operational Excellence Consulting. All rights reserved. 4 TWI – “The Three-Legged Stool” All components consists of 4-Steps Introduction to TWI JobMethods(JM) TWI
  5. 5. © Operational Excellence Consulting. All rights reserved. 5 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
  6. 6. © Operational Excellence Consulting. All rights reserved. 6 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
  7. 7. © Operational Excellence Consulting. All rights reserved. 7 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
  8. 8. © Operational Excellence Consulting. All rights reserved. 8 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
  9. 9. © Operational Excellence Consulting. All rights reserved. 9 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
  10. 10. © Operational Excellence Consulting. All rights reserved. 10 5 Needs Model for Good Supervisors Introduction to TWI SKILL Instructing Leading Improving Methods Work Responsibilities KNOWLEDGE
  11. 11. © Operational Excellence Consulting. All rights reserved. TWI Job Instruction
  12. 12. © Operational Excellence Consulting. All rights reserved. 12 Objective of Job Instruction (JI) • Develop a well-trained workforce resulting in  Less scrap and rework  Fewer accidents  Less tool and equipment damage
  13. 13. © Operational Excellence Consulting. All rights reserved. 13 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
  14. 14. © Operational Excellence Consulting. All rights reserved. 14 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
  15. 15. © Operational Excellence Consulting. All rights reserved. 15 Workforce Instruction – Two Ineffective Methods Telling Showing
  16. 16. © Operational Excellence Consulting. All rights reserved. 16 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
  17. 17. © Operational Excellence Consulting. All rights reserved. 17 The 4-Step Job Instruction Method 1 2 3 4 Prepare the Worker Present the Operation Try-out Performance Follow Up
  18. 18. © Operational Excellence Consulting. All rights reserved. 18 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
  19. 19. © Operational Excellence Consulting. All rights reserved. 19 How to Get Ready to Instruct • Make a Time Table for Training • Break Down the Job • Get Everything Ready • Arrange the Worksite
  20. 20. © Operational Excellence Consulting. All rights reserved. 20 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
  21. 21. © Operational Excellence Consulting. All rights reserved. 21 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.
  22. 22. © Operational Excellence Consulting. All rights reserved. 22 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
  23. 23. © Operational Excellence Consulting. All rights reserved. 23 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.?
  24. 24. © Operational Excellence Consulting. All rights reserved. 24 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
  25. 25. © Operational Excellence Consulting. All rights reserved. TWI Program: Job Methods
  26. 26. © Operational Excellence Consulting. All rights reserved. 26 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
  27. 27. © Operational Excellence Consulting. All rights reserved. 27 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
  28. 28. © Operational Excellence Consulting. All rights reserved. 28 Objective of Job Methods (JM) • Make the best use of the people, machines, and materials now available
  29. 29. © Operational Excellence Consulting. All rights reserved. 29 Results from JM Training • Reduced cost • Reduced WIP • Reduced inventory • Increased throughput • Increased sales • Increased profits • Continuous improvement
  30. 30. © Operational Excellence Consulting. All rights reserved. 30 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
  31. 31. © Operational Excellence Consulting. All rights reserved. 31 The 4-Step Method for JM 1 2 3 4 Breakdown the Job Question Every Detail Develop the New Method Apply the New Method
  32. 32. © Operational Excellence Consulting. All rights reserved. 32 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
  33. 33. © Operational Excellence Consulting. All rights reserved. 33 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
  34. 34. © Operational Excellence Consulting. All rights reserved. 34 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
  35. 35. © Operational Excellence Consulting. All rights reserved. 35 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!
  36. 36. © Operational Excellence Consulting. All rights reserved. TWI Program: Job Relations
  37. 37. © Operational Excellence Consulting. All rights reserved. 37 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
  38. 38. © Operational Excellence Consulting. All rights reserved. 38 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!
  39. 39. © Operational Excellence Consulting. All rights reserved. 39 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
  40. 40. © Operational Excellence Consulting. All rights reserved. 40 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
  41. 41. © Operational Excellence Consulting. All rights reserved. 41 Objective of Job Relations (JR) • Build positive employee relations by effectively resolving conflicts that arise • Maintain positive relations by preventing problems from happening
  42. 42. © Operational Excellence Consulting. All rights reserved. 42 Results from JR Training • Better employee relations • Improved morale • Fewer grievances • Improved attendance • Less equipment damage • Improved quality • Increased production • Reduced cost
  43. 43. © Operational Excellence Consulting. All rights reserved. 43 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?
  44. 44. © Operational Excellence Consulting. All rights reserved. 44 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”
  45. 45. © Operational Excellence Consulting. All rights reserved. 45 The 4-Step Method for JR 1 2 3 4 Get the Facts Weigh and Decide Take Action Check Results
  46. 46. © Operational Excellence Consulting. All rights reserved. 46 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
  47. 47. © Operational Excellence Consulting. All rights reserved. 47 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
  48. 48. © Operational Excellence Consulting. All rights reserved. About Operational Excellence Consulting
  49. 49. © Operational Excellence Consulting. All rights reserved. 49 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
  50. 50. © Operational Excellence Consulting. All rights reserved. www.oeconsulting.com.sg END OF PARTIAL PREVIEW To download the complete TWI training presentation and worksheets, please visit:

×