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.

1. Introducing TWI

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

3. TWI – Supervisors 5 Basic Needs
Job
Instruction
Instructing
Work
KNOWLEDGE Improving Job SKILLS
Safety Methods Methods
Responsibilities
Leading
Job
relations

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

15. Case Study 3

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.

18. Jeff Kidner
Elin Hughes

19. info@twileansolutions.co.uk
www.twileansolutions.co.uk