The Training Within Industry programs were originally developed in the 1940s by the U.S. Department of War in an effort to boost industrial production to the levels required to win World War II. TWI programs were introduced around the world and are still in wide use today, most notably in Japan. The Toyota Production System approach of going to the source, observing in detail, and learning by doing was very much influenced by TWI and became the backbone of Toyota’s standardization philosophy. As such, TWI has a new role for US companies looking to implement lean manufacturing.

TWI Training: A Cornerstone of a Lean Culture

TWI recognizes that supervisors and team leaders have five basic needs to be effective. Two of these needs are Knowledge of the Work and Knowledge of Responsibilities. These are unique to each company and or industry and are therefore provided locally. Supervisors also need Skills in order to perform within their role, regardless of their industry. These skills are taught by TWI.

  • Knowledge of the Work
  • Knowledge of Responsibilities
  • Skill in Instructing
  • Skill in Improving Methods
  • Skill in Leading

Job Instruction (JI) Training

Quickly train employees to do a job correctly, safely, and conscientiously

The objective of the Job Instruction course is to help companies develop a well-trained workforce, characterized by less scrap, rework, and rejects fewer accidents and less tool and equipment damage.

Training employees and developing a flexible workforce requires standardized work. Program attendees are taught how to effectively break down a job and deliver instruction for individual tasks. Developing and delivering training in this structured fashion fosters the conditions for process stability. Job instruction emphasizes the following:

  • Prepare the operator to learn
  • Identify and demonstrate the important steps and key points of the job
  • Have the operator perform a trial run
  • Taper off coaching while continuing to follow up

Training Time, Rework, Operator Error (PPM)

Job Instruction 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 operators utilize the best-known process will also help minimize rework.

Commonly, the root causes for quality issues are defined as operator errors. Training to standard work will allow you to drill beyond typical problems to address process short comings, further reduce PPM defects, and simultaneously reduce rework. Sustainability is achieved by standardizing and training all operators according to the best currently known method.

Job Instruction Benefits

  • Reduced training time
  • Less scrap and rework
  • Fewer accidents
  • Increased job satisfaction
  • Improved productivity and capacity metrics

Job Relations (JR) Training

Build positive employee relations, increasing cooperation and motivation, and effectively resolve conflict

Treating employees as individuals prevents problems from arising and provides a foundation for developing and maintaining good relations. Job Relations (JR) training teaches supervisors and team leaders to handle problems by gathering and weighing facts before taking action—and to check results to evaluate whether the action helped production.

Absenteeism and Employee Turnover

Job Relations (JR) helps supervisors and team leaders develop a professional, positive relationship with those that report to them. The program will assist supervisors in making better decisions that will make better relationships. The most effective metric for JR is employee absenteeism. An employee who feels valued and is respected for their individual knowledge and contributions tends to want to be at work. As Job Relations training takes hold, your company should be able to measure reduction in unscheduled absenteeism and employee turnover. Both of these metrics indirectly affect the productivity and capacity metrics which most organizations track.

Job Relations Benefits

  • Increased productivity
  • Improved attendance
  • Better morale
  • Higher employee retention rates
  • Job Methods (JM) Training

Continuously improve the way jobs are done

Job Methods Training (JM) teaches how to improve the ways in which jobs are done. The aim of the program is to make the best use of available manpower, machines, and materials to help produce greater quantities of quality products in less time. To do that, participants are taught to break down jobs into their constituent operations; to question each of these details (why? what? where? when? who? how?); to develop a new job method by eliminating, combining, rearranging and simplifying these details; and to apply and sell the new method to everyone involved.

Productivity, Cost, Quality

Job Methods has a big impact on most traditional metrics. However, if you have not established a foundation with Job Relations and Job Instruction training, the gains may be inconsistent and short term. Our Job Methods program trains workers to evaluate every detail, eliminate those that have no purpose, combine and rearrange those that are still required, and simplify those that add value. The result? A dramatic, significant impact on productivity. Elimination of 10-20% of detailed steps is typical on a first pass, with more reductions to follow due to simplifying the remaining processes. The impact is amplified when processing materials are eliminated.

Job Methods Benefits

  • Reduced cost through productivity gains
  • Increased throughput
  • Reduced work in process

Job Safety (JS) Training

Create a safe workplace

Based on the TWI instructional model, Job Safety (JS) is a complementary program focused on environmental health and safety. JS provides a framework for supervisors to engage employees in identifying potential hazards and eliminating them in conjunction with their training and knowledge of OSHA and EPA regulations. JS was developed in Japan and, although not part of the original TWI program, it plays a critical role in industry today.

The Job Safety training program teaches supervisors how to analyze the chain of events leading to accidents and hazardous situations. Root causes are identified and remediated to “break the chain.” JS stresses that the supervisor-employee relationship plays a pivotal role in a safe and environmentally responsible workplace.

Safety Statistics

Safety is the most important workplace consideration. OSHA, local, and company regulations safeguard your employees from unnecessary hazards. Job safety takes traditional compliance with regulations and required training to the next level. The measures for the effectiveness of JS are well established such as time lost, incidents, and injuries. The goal is zero incidents and injuries. Only a proactive workplace where hazards are identified and countermeasures are put in place before incidents and injuries occur can achieve this goal.

Course Structure

Each of our TWI courses is structured in the same way: five two-hour sessions in five consecutive days for 8 – 10 participants (team, cell, group leaders etc.). In the first session of each course, the trainer presents a real-world problem that everyone can easily relate to and shows the poor ways in which these problems are usually handled in the workplace. The TWI “4-Step Method” is introduced to show how participants can handle such problems more effectively to gain better results. The first two sessions focus on learning the methods. The remaining course time is given to participant presentation of actual and current problems. Unlike any other training, the TWI “learn by doing” methodology requires participants to put what they learned in class immediately to use in the workplace.

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