1. Mechanisms of TWI
1.1. The 5 TWI Program Modules
1.1.1. Job Relations (JR) Trains supervisors/team leaders on how to evaluate and take proper actions to solve and to prevent problems with people. https://drive.google.com/drive/folders/1NbMeAo_w6LwU4l93rzabduWDoFRVKZHM
1.1.1.1. 4 STEPS TRAINING METHODS HOW TO HANDLE A PROBLEM STEP 1: GET THE FACTS - Review the record - Find out what rules and customs apply - Talk with individuals concerned - Get opinion and feelings Be sure to have the whole story STEP 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 STEP 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 STEP 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 actions help productions? JR: Training within Industry – Job Relations | AllAboutLean.com
1.1.1.1.1. Results from JR Training https://bit.ly/2L6QDwD
1.1.2. Job Instruction (JI) How to teach people to quickly learn to do a job correctly, safely, and conscientiously. https://drive.google.com/drive/folders/1NbMeAo_w6LwU4l93rzabduWDoFRVKZHM
1.1.2.1. 4 STEPS TRAINING METHOD STEP1: PREPARE THE WORKER - Put the worker at ease. - Get him interested in learning the job. - State the job and find out what he already knows. - Place the worker in a correct position (so the learner can see the instructor) STEP 2: PRESENT THE OPERATION - Explain, show, and illustrate one IMPORTANT STEP at a time. - Stress each KEY POINT. - Instruct clearly, completely, and patiently, but no more than he can master. STEP 3: TRY OUT PERFORMANCE - Have him do the job and correct his errors. - Have him explain each KEY POINT to you as he does the job again. - Make sure he understands what he doing. - Continue until you know he knows it. STEP 4: FOLLOW UP - Put him on his own. Designate to whom he goes for help. - Check frequently. Encourage questions. - Taper off extra coaching and close follow up. JI: Training within Industry - Job Instructions | AllAboutLean.com
1.1.2.1.1. Results from JI Training https://bit.ly/2L6QDwD
1.1.3. Job Methods (JM) Trains supervisors/team leaders on how to analyze jobs to make the best use of the people, machines, and materials now available. https://drive.google.com/drive/folders/1NbMeAo_w6LwU4l93rzabduWDoFRVKZHM
1.1.3.1. 4 STEPS TRAINING METHODS STEP1: BREAK DOWN THE JOB 1. List each step and detail of the job as it's currently performed. 2. Be sure details include all: - Material handling - Machine work - Hand Work STEP 2: QUESTION EVERY DETAIL * Review the list of job steps and details and question each one. Ask questions like: Why is this necessary? What's the purpose? Where's the best place to do it? When is the best time to do it? Who's the worker that's most qualified / most appropriate to do it? What is the best way to do it? * In addition, question every other detail related to the job task. Consider things like: - Materials - Housekeeping - Machines - Safety issues - Equipment - Work process flow - Tools - Workplace layout - Product design STEP 3: DEVELOP THE NEW METHOD Propose a new method. To do so: - Eliminate unnecessary steps and details - Combine steps and details when possible - Put steps into the best sequence (order) - Simplify all 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 - Work out and review your ideas with other workers - Write up your proposed new method STEP 4: APPLY THE NEW 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, quantity, quality, and cost 4. Put the new method to work. Use it until a better way is developed. 5. Give proper or credit where due https://www.allaboutlean.com/twi-job-methods/
1.1.3.1.1. Concrete Results from JM Training Improvement is not a matter of impression, results are obtainable and apparent. https://bit.ly/2L6QDwD
1.1.4. Job Safety (JS): Creating a safe workplace
1.1.4.1. Job Safety provides the framework through which supervisors can engage employees in identifying potential hazards and eliminating them based on their training and knowledge in OSHA and EPA regulations. This provides supervisors a viable method to use when analyzing the events leading to accidents and hazardous situations. https://foodsafetytech.com/feature_article/training-vs-education-understanding-the-role-of-twi-part-i/
1.1.5. Problem Solving (PS): Providing supervisors and other leaders with higher-level problem-solving skills
1.1.5.1. Problem Solving is the next step for an organization wanting to advance to the next level, after implementing one or more “J” classes. This final process seamlessly incorporates the other four steps. Results include proper identification of problem points, effective solutions, and continuous improvement. https://foodsafetytech.com/feature_article/training-vs-education-understanding-the-role-of-twi-part-i/
1.2. Objectives:
1.2.1. Job Instruction (JI) Objectives: Develop a well-trained workforce resulting in: * Less scrap and rework * Fewer accidents * Less tool and equipment damage
1.2.2. Job Relations (JR) Objectives: * Build positive employee relations by effectively resolving conflicts that arise * Maintain positive relations by preventing problems from happening.
1.2.3. Job Methods Objectives: Make the best use of the people, machines, and materials now available.
2. Benefits of TWI
2.1. A TIMELESS TRAINING APPROACH
2.1.1. 1. A simple program
2.1.1.1. Based on a 4-Step Learning Process STEP 1: Make the learner think to: Preparation aid comprehension of the new idea. STEP 2: Add the new idea to those already: Presentation in the learner's mind STEP 3: Train the learner to apply what was: Application presented and check results STEP 4: Test the ability of the learner to apply: Testing the new idea alone
2.1.2. 2.Blue printed procedure
2.1.2.1. * Each program has a similar 4-step Method * The method is stated in shop terms, not in academic language * Each participant must use the method to solve a current problem in class to get immediate use and acceptance
2.1.3. 3. Learning by doing
2.1.3.1. * The TWI approach is not a matter of schools or classes or lessons - It is individual and / or group work on current-day problems of output, quality. lost-time, scrap, rework, maintenance, and working relations.
2.1.4. 4. Multipliers Spread the Training
2.1.4.1. * The TWI Program utilizes a standard method to: 1. Train people from industry to become TWI trainers 2. TWI Trainers train people who direct the work of others (supervisors, team leaders, managers, etc.) 3 Supervisors spread the training to other people in the workplace by involving them as required in the process.
2.2. By embedding TWI as a core element of your operational strategy, your organization will
2.2.1. Leverage Lean programs for maximum benefit; improving cost, quality and service competitiveness
2.2.1.1. Improves quality, reduce scrap by achieving standard work across workers and shift
2.2.2. Reduce training times for new employees and capture the knowledge and experience of retiring employees
2.2.2.1. Decreases training time, especially for temporary workers
2.2.3. Retain employees by increasing job satisfaction and morale and creating a safe working environment
2.2.3.1. Transfer knowledge from skilled workforce to an unskilled or green workforce
2.2.3.2. Reduce labor hours
2.2.4. Identify and solve problems quickly and effectively
2.2.4.1. Reduce grievances within the organization
2.2.5. Bring new products, services, and process innovations to market faster through process improvements and accelerated production ramp-ups
2.2.5.1. Get more done with less machines and manpower
2.2.6. Benefits of Training within Industry (TWI)
2.3. Benifits from the Standardization of works
2.3.1. Standardization of work effectively influences the reduction of human errors in processes as it is closely connected with the elimination of their root causes:
2.3.1.1. The lack of or poor process of training operators.
2.3.1.2. Failure to comply with a work standard by operators, due to the fact that the work standard was poorly developed.
2.3.1.3. The lack of monitoring and auditing of an operator after training.
2.3.2. Human errors are indeed the direct cause of: accidents, quality deficiencies or reduced work efficiency. The TWI program eliminates the root causes of human errors which are associated with the way of managing an organization.
2.3.3. What is the Training Within Industry TWI program
3. What is a Job Breakdown Sheet (JBS)
3.1. Definition
3.1.1. Job breakdown sheets are created to list the steps and highlight the main factors or key points that go into completing a job.
3.1.2. A job breakdown’s purpose is not to write a detailed description of the operation or to provide instruction sheets for the employees, it is to provide a standard training guide for the Instructor
3.2. Details
3.2.1. It focus on main points and not list each single detailed motion
3.2.2. It is not a "Complete Instructions Manual" for the job that can be handed to the employees
3.2.3. Is also used within the TWI-JM (Job Methods) program, with more detail, to improve the methods of how work gets done.
3.2.4. They are organizing tools for the trainer, not for handling over to the learner
3.2.5. Synthetic way to standardize the work optimizing the skill transfer to a new employee
3.3. Content of a JBS
3.3.1. Complete information about the task, task number, parts and components used, tools, material, safety equipment, etc. Reasons: 1. Explain the “Why” for each Key Point, what would happen if the Key Point is not done in this way : - It should explain the best practice - If the “Why” makes sense to Workers, they are more likely to practice this standard work 2. Think of a Customer Defined Value statement as part of the “Why.” Think of a customer defined value statement as part of the "why."
3.3.1.1. Things to consider in making instructions for Job Breakdown Sheet
3.3.1.1.1. - As it says - only major steps - Alwyas start with a "verb" - Single short sentences
3.3.1.1.2. Key points: - Safety - Quality - Tip and tricks (knowledge based on experience)
4. What is Training Within Industry (TWI)
4.1. Brief history of TWI?
4.1.1. The (TWI) service was created by the United States Department of War, running from 1940 to 1945 within the War Manpower Commission
4.1.1.1. http://www.clarityvisualmanagement.com/definition/training-within-industry-twi/
4.1.2. TWI content was developed and supported by leading specialist, manufacturing companies and union representatives.
4.1.3. Toyota adopted TWI since 1951 to train their employees in the Toyota Production System.
4.1.3.1. Toyota Training & Development
4.1.3.1.1. 1. Begin from need
4.1.3.1.2. 2. Make people before making cars
4.1.3.1.3. 3. Leader's job is to develop subordinates
4.1.3.1.4. 4. OJT is primary, Off-JT secondary
4.1.3.1.5. 5. Bring gemba into classroom, extend classroom to gemba
4.1.3.1.6. 6. Aim training one or two levels above organizational need
4.1.3.1.7. 7. Focus on: i. Problem solving (scientific method) ii. Role throughout career
4.2. Definition
4.2.1. 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.
4.2.2. Time-proven program that uses learn-by-doing approach to teach essential skills to supervisors from all types in industries.
4.2.3. Developed to improved the skills of front line supervisors.
4.2.4. It focused on producing safety, quickly, correctly, and conscientiously.
4.3. Objective
4.3.1. The objective of the TWI program was the rapid development of new talented staff in order to achieve an increase in productivity, quality and occupational safety.
4.3.1.1. TWI programs aims to the development of the 3 managerial skills:
4.3.1.1.1. the ability to instruct employees
4.3.1.1.2. the ability to improve working methods (kaizen)
4.3.1.1.3. the ability to build good relations with employees (sometimes described as the ability of leadership
4.4. Types of company that TWI program can be implemented
4.4.1. The TWI program is universal. It can be used in any company where there are people and processes. The program was originally created for the production of industry.
4.4.1.1. TWI versatility means that it works well in other industries, such as:
4.4.1.1.1. administration
4.4.1.1.2. services
4.4.1.1.3. the health service