TWI was developed in the 1940s to efficiently train workers during wartime. It consists of three core programs: Job Relations, which creates a positive work environment; Job Instruction, which standardizes work methods through teaching workers how to learn tasks; and Job Methods, which improves work methods. Implementing TWI typically results in reduced training time, increased output and quality, improved attendance and morale, and higher employee retention. Case studies show companies achieving benefits such as decreased costs, increased productivity, and improved profitability after utilizing TWI training.
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
Training Within Industry (TWI) - Improve shopfloor productivity and safety with the 4-step systematic approach to Job Instruction (JI), Job Methods (JM) and Job Relations (JR).
For more information, please visit: http://www.oeconsulting.com.sg
Training Within Industry (TWI) 101 - Dozuki Workshop SeriesDozuki Software
Watch the full presentation: http://www.dozuki.com/resources/register-for-training-within-industry-101
Looking for a standard framework to scale and train your teams? Curious about how LEGO applies TWI to its global workforce? Want to know what manufacturing and healthcare industries have in common? Our conversation with Patrick Graupp of the TWI Institute covered it all.
Highlights include an example of how to create a job breakdown and how proper job training helps reduce operating costs across industries.
This presentation includes:
- How to break a job down for instruction
- How TWI helps train remote employees
- What is a 'key point'
- How to set up an organizational training structure
- How to continue to improve instructions with employee feedback
- ... and more
The TWI Job Instruction (JI) Poster describes the four steps of Job Instruction based on the tried and tested Training Within Industry (TWI) methodology. The TWI JI program trains supervisors in how to instruct a person to perform a job correctly and safely; and to be productive as quickly as possible, while creating less scrap, rework, and damage to tools and equipment.
The poster comes in two themes: color and monochrome. Formatted in PDF and in editable PPTX, the poster can be easily printed on an A3 or A4-sized paper from an office copier machine and displayed on employee workstations, or distributed together with your workshop handouts.
The TWI JI Poster complements the 'TWI Program: Job Instruction (JI) Training' presentation materials and the TWI JI Pocket Cards. It serves as a takeaway and summary of your on-the-job presentation.
Contents in the TWI JI poster include:
1. What Is The TWI Job Instruction Program
2. The Four Steps of Job Instruction
3. How To Get Ready To Instruct
4. Definition Of A Supervisor
5. TWI JI Motto: "If the worker hasn't learned, the instructor hasn't taught."
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.
The TWI Job Instruction program teaches supervisors how to quickly train employees to do a job correctly, safely, and conscientiously. This tried and tested methodology is based on the 4-Step Method of Job Instruction and utilizes tools such as the Job Breakdown Sheet and Training Timetable.
Companies that have implemented TWI have reported improvements of 25% and more in increased production, reduced training time, reduced scrap and reduced labor-hours.
OBJECTIVES:
1. Conduct training based on the 4-Step Method of Job Instruction
2. Apply the Job Breakdown process to define the important steps, key points and reasons used
3. Utilize a Time Table for Training to identify, prioritize and schedule the training necessary for productivity improvement
CONTENTS:
1. Introduction to Job Instruction
2. Role of Supervisors in Lean Transformation
3. Five Needs of Good Supervisors
4. Workforce Instruction – Two Ineffective Methods
5. Four Steps of Job Instruction
6. Four Steps to Get Ready
7. Job Breakdown – Important Steps, Key Points & Reasons
8. Training Timetables
9. Special Instruction Problems (and how to handle them)
10. Standard Work & Problem Solving
11. How to Implement Job Instruction
This training presentation comes with the Job Breakdown Sheet (Word format) and the Training Timetable (Word format).
TO DOWNLOAD THIS COMPLETE TRAINING PRESENTATION, PLEASE VISIT:
http://www.oeconsulting.com.sg
The TWI program has proven to be effective in providing shopfloor supervisors and team leaders with the skills they need to engage people in Lean activities.
This presentation is a collection of PowerPoint diagrams, tools and templates used to convey various Training Within Industry (TWI) frameworks/models. They include:
Job Instruction Breakdown Sheet
Job Instruction Training Timetable
Job Methods Breakdown Sheet (simple)
Job Methods Breakdown Sheet (8.5x11)
Job Methods Breakdown Sheet (8.5x14)
Job Methods Improvement Proposal Sheet
Job Relations Situation Analysis Sheet
Job Safety Breakdown Sheet
Problem Solving Problem Analysis Sheet
Problem Solving Causation Analysis Sheet
JI Pocket Card
JM Pocket Card
JR Pocket Card
JS Pocket Card
Developing Job Breakdown Sheets according TWI methodologyMichele Lauriero
Simple but effective presentation, prepared for a small company's key production persons (foremen and team leaders) to prepare the project of writing the full set of job breakdown sheets as first step of implementation of the TWI (Training Within Industry) methodology.
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
Training Within Industry (TWI) - Improve shopfloor productivity and safety with the 4-step systematic approach to Job Instruction (JI), Job Methods (JM) and Job Relations (JR).
For more information, please visit: http://www.oeconsulting.com.sg
Training Within Industry (TWI) 101 - Dozuki Workshop SeriesDozuki Software
Watch the full presentation: http://www.dozuki.com/resources/register-for-training-within-industry-101
Looking for a standard framework to scale and train your teams? Curious about how LEGO applies TWI to its global workforce? Want to know what manufacturing and healthcare industries have in common? Our conversation with Patrick Graupp of the TWI Institute covered it all.
Highlights include an example of how to create a job breakdown and how proper job training helps reduce operating costs across industries.
This presentation includes:
- How to break a job down for instruction
- How TWI helps train remote employees
- What is a 'key point'
- How to set up an organizational training structure
- How to continue to improve instructions with employee feedback
- ... and more
The TWI Job Instruction (JI) Poster describes the four steps of Job Instruction based on the tried and tested Training Within Industry (TWI) methodology. The TWI JI program trains supervisors in how to instruct a person to perform a job correctly and safely; and to be productive as quickly as possible, while creating less scrap, rework, and damage to tools and equipment.
The poster comes in two themes: color and monochrome. Formatted in PDF and in editable PPTX, the poster can be easily printed on an A3 or A4-sized paper from an office copier machine and displayed on employee workstations, or distributed together with your workshop handouts.
The TWI JI Poster complements the 'TWI Program: Job Instruction (JI) Training' presentation materials and the TWI JI Pocket Cards. It serves as a takeaway and summary of your on-the-job presentation.
Contents in the TWI JI poster include:
1. What Is The TWI Job Instruction Program
2. The Four Steps of Job Instruction
3. How To Get Ready To Instruct
4. Definition Of A Supervisor
5. TWI JI Motto: "If the worker hasn't learned, the instructor hasn't taught."
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.
The TWI Job Instruction program teaches supervisors how to quickly train employees to do a job correctly, safely, and conscientiously. This tried and tested methodology is based on the 4-Step Method of Job Instruction and utilizes tools such as the Job Breakdown Sheet and Training Timetable.
Companies that have implemented TWI have reported improvements of 25% and more in increased production, reduced training time, reduced scrap and reduced labor-hours.
OBJECTIVES:
1. Conduct training based on the 4-Step Method of Job Instruction
2. Apply the Job Breakdown process to define the important steps, key points and reasons used
3. Utilize a Time Table for Training to identify, prioritize and schedule the training necessary for productivity improvement
CONTENTS:
1. Introduction to Job Instruction
2. Role of Supervisors in Lean Transformation
3. Five Needs of Good Supervisors
4. Workforce Instruction – Two Ineffective Methods
5. Four Steps of Job Instruction
6. Four Steps to Get Ready
7. Job Breakdown – Important Steps, Key Points & Reasons
8. Training Timetables
9. Special Instruction Problems (and how to handle them)
10. Standard Work & Problem Solving
11. How to Implement Job Instruction
This training presentation comes with the Job Breakdown Sheet (Word format) and the Training Timetable (Word format).
TO DOWNLOAD THIS COMPLETE TRAINING PRESENTATION, PLEASE VISIT:
http://www.oeconsulting.com.sg
The TWI program has proven to be effective in providing shopfloor supervisors and team leaders with the skills they need to engage people in Lean activities.
This presentation is a collection of PowerPoint diagrams, tools and templates used to convey various Training Within Industry (TWI) frameworks/models. They include:
Job Instruction Breakdown Sheet
Job Instruction Training Timetable
Job Methods Breakdown Sheet (simple)
Job Methods Breakdown Sheet (8.5x11)
Job Methods Breakdown Sheet (8.5x14)
Job Methods Improvement Proposal Sheet
Job Relations Situation Analysis Sheet
Job Safety Breakdown Sheet
Problem Solving Problem Analysis Sheet
Problem Solving Causation Analysis Sheet
JI Pocket Card
JM Pocket Card
JR Pocket Card
JS Pocket Card
Developing Job Breakdown Sheets according TWI methodologyMichele Lauriero
Simple but effective presentation, prepared for a small company's key production persons (foremen and team leaders) to prepare the project of writing the full set of job breakdown sheets as first step of implementation of the TWI (Training Within Industry) methodology.
The TWI Job Relations (JR) Poster describes the four steps of Job Relations based on the tried and tested Training Within Industry (TWI) methodology. The TWI JR program teaches supervisors how to evaluate and take proper actions to handle and to prevent people problems. It establishes the foundations of good relations.
The poster comes in two themes: color and monochrome. Formatted in PDF and in editable PPTX, the poster can be easily printed on an A3 or A4-sized paper from an office copier machine and displayed on employee workstations, or distributed together with your workshop handouts.
The TWI JR Poster complements the 'TWI Program: Job Relations (JR) Training' presentation materials and the TWI JR Pocket Cards. It serves as a takeaway and summary of your supervisory/leadership skills presentation.
Contents in the TWI JR poster include:
1. What Is The TWI Job Relations Program
2. Foundations of Good Relations
3. The Four Steps of Job Relations
4. How To Get Feelings & Opinions
The TWI Job Safety (JS) Poster describes the four steps of Job Safety based on the tried and tested Training Within Industry (TWI) methodology. The TWI JS program creates a simple and logical framework by which supervisors can prevent accidents from happening--by learning how to analyze the causes of accidents and eliminating them before they happen.
The poster comes in two themes: color and monochrome. Formatted in PDF and in editable PPTX, the poster can be easily printed on an A3 or A4-sized paper from an office copier machine and displayed on employee workstations, or distributed together with your workshop handouts.
The TWI JS Poster complements the 'TWI Program: Job Safety (JS) Training' presentation materials and the TWI JS Pocket Cards. It serves as a takeaway and summary of your occupational health and safety presentation.
Contents in the TWI JS poster include:
1. What Is The TWI Job Safety Program
2. The Four Steps of Job Safety
3. How To Spot & Avoid Safety Hazards
4. Supervisor's Major Safety Responsibilities
It is about the visual management in an organization. This presentation contains introduction part, Importance, Benefits, Process, Different phases, tools and techniques of a visual management system.
[Note: To download the complete presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Autonomous Maintenance (Jishu Hozen) is one of the most important building blocks in any Total Productive Maintenance (TPM) program. Autonomous Maintenance refers to TPM activities that involve operators in maintaining their own equipment, independent of the maintenance department.
One of the basic principles of TPM is that operators are the first line of defense against unplanned equipment downtime. Operators and others in daily contact with equipment can use their knowledge and familiarity with operating conditions to predict and prevent breakdowns and other equipment-related losses. They do this through regular cleaning and inspection of equipment, and through team-based autonomous. maintenance activities that tackle equipment-related problems.
Activities in an Autonomous Maintenance program include: daily inspections, lubrication, parts replacement, simple repairs, abnormality detection and precision checks.
The goals of the Autonomous Maintenance program are to prevent equipment deterioration, restore equipment to its ideal state, and establish basic conditions needed to keep equipment well maintained.
Developed by our JIPM-certified TPM instructor, this Autonomous Maintenance (Jishu Hozen) PPT presentation is packed with diagrams, examples and practical tips and can be used to train shopfloor staff participating in autonomous maintenance activities.
LEARNING OBJECTIVES
1. Understand the key concepts of TPM and AM activities
2. Learn how to implement the AM activities, step by step
3. Learn how to use activity boards, meetings and one-point lessons to promote TPM goals
4. Learn how to measure and audit AM activities and performance
5. Familiarize with the JIPM TPM excellence criteria for AM
6. Understand the critical success factors in sustaining AM activities on the shopfloor
Correct protocol is the cornerstone of successful gemba walks. Follow these 12 steps to ensure that your gemba walks produce the desired result.
http://traccsolution.com/resources/successful-gemba-walks/
Visual Factory is a concept focused on the visual perception.
Purpose = replace texts by communicating via “visual signals”:
- in work instructions and checklists (pictures of the equipment with control points)
- with local signage: tags, labels (what to measure, range, …), pictures
Benefits:
- quick and easy instructions
- reductions in injuries and strain
- increased efficiency and reactivity
- reduction of the variability and the non-conformity rate
- decreased training time…
An easily identified place for everything, and everything in its place, clean, safe, and ready for use.
Workplace organization and standardization
It’s NOT JUST HOUSEKEEPING!
The foundational building block of Lean
Lean Quick Changeover (SMED) Training ModuleFrank-G. Adler
The Lean Quick Changeover (SMED) Training Module v2.0 includes:
1. MS PowerPoint Presentation including 65 slides covering an Introduction to Lean Management, The Seven Lean Wastes, Lean Kaizen Events, and a Step-by-Step Changeover Time Reduction (SMED) Process.
2. MS Excel Changeover Time Analysis Worksheet Template
Den Danske TWI konference på AaU i København, den 14. september
Du får muligheden for at lære om Training Within Industry (TWI) også kendt som den menneskelige side af Lean. TWI Programmerne er meget effektive træningsprogrammer, der træner Jeres ledere og nøglemedarbejdere i at løse konflikter, oplære medarbejdere i det faglige arbejde og forbedre Jeres arbejdsprocesser. Hør om udfordringer og resultater hos et udpluk af danske virksomheder så som: Vestas, Kopenhagen Fur, IdealCombi, Odense Kommune, Fertin Pharma og PostNord.
The TWI Job Relations (JR) Poster describes the four steps of Job Relations based on the tried and tested Training Within Industry (TWI) methodology. The TWI JR program teaches supervisors how to evaluate and take proper actions to handle and to prevent people problems. It establishes the foundations of good relations.
The poster comes in two themes: color and monochrome. Formatted in PDF and in editable PPTX, the poster can be easily printed on an A3 or A4-sized paper from an office copier machine and displayed on employee workstations, or distributed together with your workshop handouts.
The TWI JR Poster complements the 'TWI Program: Job Relations (JR) Training' presentation materials and the TWI JR Pocket Cards. It serves as a takeaway and summary of your supervisory/leadership skills presentation.
Contents in the TWI JR poster include:
1. What Is The TWI Job Relations Program
2. Foundations of Good Relations
3. The Four Steps of Job Relations
4. How To Get Feelings & Opinions
The TWI Job Safety (JS) Poster describes the four steps of Job Safety based on the tried and tested Training Within Industry (TWI) methodology. The TWI JS program creates a simple and logical framework by which supervisors can prevent accidents from happening--by learning how to analyze the causes of accidents and eliminating them before they happen.
The poster comes in two themes: color and monochrome. Formatted in PDF and in editable PPTX, the poster can be easily printed on an A3 or A4-sized paper from an office copier machine and displayed on employee workstations, or distributed together with your workshop handouts.
The TWI JS Poster complements the 'TWI Program: Job Safety (JS) Training' presentation materials and the TWI JS Pocket Cards. It serves as a takeaway and summary of your occupational health and safety presentation.
Contents in the TWI JS poster include:
1. What Is The TWI Job Safety Program
2. The Four Steps of Job Safety
3. How To Spot & Avoid Safety Hazards
4. Supervisor's Major Safety Responsibilities
It is about the visual management in an organization. This presentation contains introduction part, Importance, Benefits, Process, Different phases, tools and techniques of a visual management system.
[Note: To download the complete presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Autonomous Maintenance (Jishu Hozen) is one of the most important building blocks in any Total Productive Maintenance (TPM) program. Autonomous Maintenance refers to TPM activities that involve operators in maintaining their own equipment, independent of the maintenance department.
One of the basic principles of TPM is that operators are the first line of defense against unplanned equipment downtime. Operators and others in daily contact with equipment can use their knowledge and familiarity with operating conditions to predict and prevent breakdowns and other equipment-related losses. They do this through regular cleaning and inspection of equipment, and through team-based autonomous. maintenance activities that tackle equipment-related problems.
Activities in an Autonomous Maintenance program include: daily inspections, lubrication, parts replacement, simple repairs, abnormality detection and precision checks.
The goals of the Autonomous Maintenance program are to prevent equipment deterioration, restore equipment to its ideal state, and establish basic conditions needed to keep equipment well maintained.
Developed by our JIPM-certified TPM instructor, this Autonomous Maintenance (Jishu Hozen) PPT presentation is packed with diagrams, examples and practical tips and can be used to train shopfloor staff participating in autonomous maintenance activities.
LEARNING OBJECTIVES
1. Understand the key concepts of TPM and AM activities
2. Learn how to implement the AM activities, step by step
3. Learn how to use activity boards, meetings and one-point lessons to promote TPM goals
4. Learn how to measure and audit AM activities and performance
5. Familiarize with the JIPM TPM excellence criteria for AM
6. Understand the critical success factors in sustaining AM activities on the shopfloor
Correct protocol is the cornerstone of successful gemba walks. Follow these 12 steps to ensure that your gemba walks produce the desired result.
http://traccsolution.com/resources/successful-gemba-walks/
Visual Factory is a concept focused on the visual perception.
Purpose = replace texts by communicating via “visual signals”:
- in work instructions and checklists (pictures of the equipment with control points)
- with local signage: tags, labels (what to measure, range, …), pictures
Benefits:
- quick and easy instructions
- reductions in injuries and strain
- increased efficiency and reactivity
- reduction of the variability and the non-conformity rate
- decreased training time…
An easily identified place for everything, and everything in its place, clean, safe, and ready for use.
Workplace organization and standardization
It’s NOT JUST HOUSEKEEPING!
The foundational building block of Lean
Lean Quick Changeover (SMED) Training ModuleFrank-G. Adler
The Lean Quick Changeover (SMED) Training Module v2.0 includes:
1. MS PowerPoint Presentation including 65 slides covering an Introduction to Lean Management, The Seven Lean Wastes, Lean Kaizen Events, and a Step-by-Step Changeover Time Reduction (SMED) Process.
2. MS Excel Changeover Time Analysis Worksheet Template
Den Danske TWI konference på AaU i København, den 14. september
Du får muligheden for at lære om Training Within Industry (TWI) også kendt som den menneskelige side af Lean. TWI Programmerne er meget effektive træningsprogrammer, der træner Jeres ledere og nøglemedarbejdere i at løse konflikter, oplære medarbejdere i det faglige arbejde og forbedre Jeres arbejdsprocesser. Hør om udfordringer og resultater hos et udpluk af danske virksomheder så som: Vestas, Kopenhagen Fur, IdealCombi, Odense Kommune, Fertin Pharma og PostNord.
En Introduktion til Training Within Industry (TWI) John Vellema
En Introduktion til Training Within Industry (TWI), der beskriver TWI Historien, TWI Programmerne, linket mellem TWI og Lean og 7 trin i en god TWI Implementering
For mere information: www.TWI-Institut-Skandinavien.dk
Tendex - онлайн площадка для проведения электронных торговE-COM UA
TENDEX продукт компании «Э-КОМ», который разработан с учетом зарубежного опыта.
Это торговая платформа для онлайн-взаимодействия между закупщиками и поставщиками, которая позволяет
экономить денежные средства и рабочее время.
Теперь проведение тендеров, торгов и аукционов проходит просто и удобно в онлайн среде.
.NET Core Internals. O que é o .NET Platform Standard?Victor Cavalcante
Slide apresentado no evento ASP.NET Conference por Victor Cavalcante. Esta apresentação demonstra a evolução do .NET e como o NET Platform Standard irá se encaixar na nova estratégia da Microsoft.
3 essential supervisory skills and lean businessCate Ferguson
In a lean business environment, the role of the Supervisor requires 3 essential skills. They are easy to learn and will help create excellent supervisory staff to help you meet your business improvement goals
TWI Job Instruction training eased the supervisors to create 40 Job Instruction Breakdowns, then create a Multi-Function Worker Training Timetable to best simplify the job skills training in this area.
2. Introduction
TWI was developed in the 1940s by a team of US training professionals in
response to the shortage of skilled workers during war time. There was a
need to establish an efficient, highly skilled workforce in a very short space
of time. The TWI program is now being recognised as the missing link to
sustaining lean six sigma improvements.
Setting the stage
Job
relations
Improve the standard Setting the standard
Job Job
methods instruction
4. The 3 Core Programs
Job Relations (JR)
Creates a positive work environment receptive to change. Learn the skill
of building and maintaining positive employee relations by directly
tackling real issues.
Job Instruction (JI)
Stabilise and standardise work methods by training workers how to
quickly remember how to perform tasks correctly, safely and
conscientiously. Rather than push information onto employees it is more
important that they “learn how to learn”.
Job Methods (JM)
Sustain the standardisation and improve work methods by improving the
way tasks are done. Break down jobs to determine tasks that can be
eliminated, combined, rearranged or simplified resulting in an optimum
method-based on what we know today.
5. Typical Benefits
REDUCED LESS WASTE LESS FEWER INCREASED
JOB
TRAINING REWORK ACCIDENTS JOB
TIME SATISFACTION
INSTRUCTION
REDUCED INCREASED REDUCED WIP
JOB
COST OUTPUT
METHODS
INCREASED IMPROVED BETTER HIGHER
JOB OUTPUT ATTENDANCE MORALE EMPLOYEE
RETENTION
RELATIONS RATES
6. Case Study 1
Company Profile
Currier Plastics, Inc. – winner of the 2009 AME Mfg. Excellence Award
Auburn, NY
120 employees
Founded 1982
Contract injection and blow moulding company
Situation
Currier had been under a great deal of competitive pressures to improve
quality and delivery. An assessment identified the following opportunities:
Workforce did not have a clear connection between the daily performance
of their jobs and the vision of the company. The workforce was very
committed to the company but a lack of effective team work made
decisions and problem solving a struggle.
Opportunities for quality and delivery improvements were identified
Use of a higher than normal temporary workforce added to the complexity
of the quality and work standard challenges.
Equipment utilization was not optimized. Set ups were unacceptably long.
7. Case Study 1
Solution
Value Stream Mapping was conducted to assist with the
understanding of workflow through all departments.
Cells were identified, teams formed and 5S/Visual Control, kaizen
events were held in several areas.
Several events were conducted using SMED methodology reducing
setup times and providing documented standards for the setup
operators.
Working with the TWI Institute, work standards were developed and
front line supervisors trained in TWI (Training Within Industry) to
effectively train their people. Quality issues were greatly reduced while
improving productivity by decreasing the time it takes to get a new
operator trained to production levels.
8. Case Study 1
Results
Cost of Quality decreased from 4% to 2%
Inventory was reduced 35%
Overall efficiency increased by 3%
Quality of Worklife (QWL) increased by 15%
Profitability improved by 3%
9. Case Study 1
Testimonial by Al Gross, VP Operations
The professionalism and spirit of the CNYTDO and TWI
Institute is commendable. The real world experience,
benchmarks of excellence, contacts and content is world
class. We appreciate their flexibility in providing experts in
various tools and techniques, even if from outside their
geographic region. We will continue to utilize their
expertise as we build on a great start on our journey to
become a true lean enterprise – a showplace for our
industry.
10. Case Study 2
Company Profile
Albany International Monofilament Plant
Homer, NY, USA
120 Employees
Founded 1895
Monofilament Extrusion for paper clothing industry
11. Case Study 2
Situation
Albany International Monofilament Plant is an internal supplier to
sister organizations across the globe. The company was
challenged with a shortage of technically skilled labour and was
having difficulty finding candidates to fill open positions. They
were also struggling with maxed out capacity forcing sister
organizations to source filament external to Albany International.
At the same time Albany Corporate had identified the Training
Within Industry modules as a supporting methodology for their
Lean/ Six Sigma initiatives. The Homer plant was charged with
implementing TWI according to a defined timeline. They were
falling behind schedule with the implementation. Albany
International Monofilament Plant (AIMP) was aware that the TWI
Institute is recognized as the premier source for training and
coaching of the TWI Program.
12. Case Study 2
Solution
The TWI Institute was contracted to provide implementation
guidance and coaching for the AIMP Homer, NY plant.
Individuals were selected to attend the 10 hour standard Job
Instructions session after which one on one coaching was
conducted to prepare the new trainers for their responsibilities.
Priority jobs were identified and targeted for development of job
breakdowns (the teaching methods prescribed by Job
Instructions). A frame work was established and the JI method
was started using critical setup operations as the pilot project
13. Case Study 2
Results
Results were immediate. The pilot revealed that each setup had
been done differently by each of the operators and all had varying
errors resulting in quality problems that had plagued production. All
operators were retrained using the JI methodology and the quality
issues disappeared. Expectations were productivity improvements
of 2%.
A 70% reduction in Human Errors associated with machine
changeover events
Capacity improved by 30% through the reduction in average
machine change over time of 6 hours per event.
There are now plans in development to bring work back into the
Homer plant from outside sources resulting in cost improvement for
Albany International Corp of 200% increase in plant profitability
14. Case Study 3
Initial Delivery JI-JR May 17, 2010 JITT October 25,
2010
Today I am gathering the pilot group to go over TWI outputs so
far. We are making good progress. I wanted to share the
summary results with you since it will be another two weeks
before we meet again. The table below cites the differences we
have observed so far when comparing TWI and traditional
training methods. It is clear that a large gap is now beginning to
form as we continue to compare both methods in the field with
our mechanics. TWI it would appear, is emerging as a clear
winner in this comparison.
Christian Lange
Superintendent, Mechanical Outfitting
Trades
General Dynamics-NASSCO
2798 Harbour Drive
San Diego CA 92113
16. Typical Schedule for 2 Programs
8 AM 9 10 11 12 1 2 3 4 5 PM
JI Sessions Individual Work Group Work JR Sessions
Review/List Jobs
JOB INSTRUCTION Plant tour for JOB RELATIONS
M L For Job Instruction
Session One TWI Instructor1 Session One
Breakdown & Training2
One-on-One
Review of TWI Social meeting
JOB INSTRUCTION Plant Floor Visit3 JOB RELATIONS
T U History and Lean with key
Session Two With Demonstrators Session Two
Connection4 stakeholders
2, 3 & 4
One-on-One
Group Breakdown
JOB INSTRUCTION Plant Floor Visit JOB RELATIONS
W N Practice on Plant
Session Three With Demonstrators Session Three
Floor5
5, 6, & 7
One-on-One Review of Plant Floor Social Meeting
JOB INSTRUCTION Plant Floor Visit Breakdown and JOB RELATIONS with
Th C
Session Four With Demonstrators Breakdown Session Four Key
8, 9 & 10 Fundamentals Implementers
Group Work:
Plant Floor
JOB INSTRUCTION JOB RELATIONS
F Practice H
Session Five Session Five
Demonstration
Of 1 Job Instruction6
17. Typical Schedule
All 3 core programs are 10 hours in duration.
Minimum of 6 delegates per class and maximum of 10.
The 10 hours are typically delivered in 5 x 2 hour slots.
This can be over a minimum of 2 days if required per program.