TWI Job Instruction (JI)


A skilled, adaptable workforce, reduced costs, minimal mistakes, and continuous improvement - what may seem like a pipe dream can quickly become a reality for your manufacturing company. Training employees to work conscientiously and teaching supervisors to effectively support employees will produce these results.

Job Instruction (JI) training aims to help manufacturing companies develop a well-trained workforce characterized by less scrap, rework, and rejections; fewer accidents; and less tool and equipment damage. 

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TWI Job Instruction streamlines the training process to produce consistent results and establish the “one best way” to do the job. Training employees and developing a flexible workforce requires standardized work. A supervisor who thoroughly understands a job may need to gain the appropriate skills to teach other employees successfully.

Job Instructions (JI) trains supervisors on how to become effective teachers. Program attendees learn how to break down a job and provide instruction for individual tasks in a structured fashion to facilitate process stability. 


Developing systematic training skills helps supervisors maintain a well-trained workforce, resulting in less scrap and rework, fewer accidents, and less tool and equipment damage. If an employee doesn't follow the correct procedure, training (or lack of it) is likely the cause. In JI, supervisors learn how to effectively break down a job for instruction. 

  • The method emphasizes:
  • Preparing the employee to learn
  • Giving a proper demonstration
  • Identifying and demonstrating the critical steps and key points of the job
  • Observing the employee performing trial runs
  • Tapering off coaching while continuing to follow up
  • Training time, rework, and operator error (PPM)


As with most TWI methods, Job Instruction comes down to 4 steps: Preparing the Trainee, Presenting the Operation, Performance Opportunity, and Follow Up.

Let's break these down further: 

  1. Preparing the Trainee - For the supervisor, this first step focuses on evaluating how much knowledge the trainee already has and giving any preliminary information necessary. By first understanding where the trainee stands skill-wise, the supervisor can effectively identify important areas to focus on. Additionally, if there is anything required before beginning the process, now is the time to make the trainee aware.
  2. Presenting the Operation – Now, it’s time for the supervisor to fully guide the trainee step by step through the operation. The process must be consistent every time, so it might be a good idea to create a checklist beforehand to reference. Because TWI JI is all about producing consistent results and minimizing errors, it is imperative supervisors don’t leave anything out. Be sure to take the time needed to fully explain the process and answer any questions.
  3. Performance Opportunity – Put the trainee to the test. Allow them the opportunity to try out the operation. It’s important the supervisor remains available to guide the employee through the process, remind them of important procedures, and critique them as needed. Of course, this can and should be done in a friendly yet helpful way.
  4. Follow Up – Even if the employee passes the training course, that doesn’t mean they’re fully done learning! While it’s good to leave the operation in their capable hands, it’s also important to follow up as often as needed. Supervisors should make sure all questions are answered and that the employee is doing the job correctly, safely, and consistently. As time goes on, the need to follow up will decrease and employees will become proficient in their skill.  


JI training has a high impact on standard work and training time. Implementation of this program will drive several metrics, including time to proficiency and increased quality. Ensuring your employees use the "one best way" will also minimize rework.  

JI equips staff to deal with a range of training and procedural issues effectively, resulting in:

  • Reduced training time
  • Increased production quantity and improved quality
  • Fewer accidents
  • Increased job satisfaction and morale
  • Less scrap and rework (lean processes)
  • Increased profits
  • Less equipment and tool damage
  • Standardized work
  • Improved productivity and capacity metrics

Often, operator errors are the root cause of quality issues. Training to standard work will allow you to drill beyond typical problems to address process shortcomings, further reduce PPM defects, and simultaneously decrease rework. You can achieve sustainability by standardizing and training all operators using the best method.

Impact Washington MEP has successfully helped several manufacturers reach their goals by implementing this method. We work closely with each company, identifying important areas to improve and streamlining process for continuous improvement.