Training Within Industry
Training Within Industry (TWI) can be the missing link of Lean that produces a sustainable improvement over time. It is a dynamic and proven method of hands-on training for supervisors, team leaders, and workers.
TWI emerged during World War II to meet the high demand for wartime materials from a smaller and less-experienced workforce. TWI remains relevant because of its unique methodology that empowers frontline workers.
Workplace Symptoms That Show a Need for TWI:
- Inconsistent production results
- Excessive rework
- High employee turnover
- Low employee morale
Hire, Train & Retain Great Employees
To be competitive in today’s global market, it is more important
than ever to hire, train, and retain great employees. TechHelp has helped hundreds of Idaho companies train frontline workers in the disciplines of advanced manufacturing. Businesses that implement TWI consistently increase productivity, reduce training times, and improve morale.
TWI is a dynamic program that uses a learn-by-doing approach to teach essential skills for supervisors and team leaders from all industries.
Click the button below to let us know if you would like to attend a public course or schedule a course at your facility.
The Three Programs of TWI
Job Methods Training (JM) teaches supervisors how to improve the way jobs are accomplished. The aim of the program is to help produce greater quantities of quality products in less time by making the best use of the manpower, machines, and materials now available.
Job Methods, just as in Job Instructions and Job Relations, teaches the “Four Step Method”: a simple, straight forward, and easy to implement process focused on Preparation, Presentation, Application, and Testing. Job Methods teaches supervisors how to break down a specified job exactly as it is currently completed, question every detail, develops a new and improved method, and then apply the new method.
By applying six simple questions — why? what? where? when? who? how? – to every step of the production process, supervisors gain understanding of the core value of each detail. Through eliminating, combining, rearranging, and simplifying these details, an improved method is created. Lastly, participants are given the tools to communicate the value of the new process, acquiring employee commitment of the new method.
Job Methods yields significant benefits including reduced cost through productivity gains, increased throughput, and reduced work in process.
- Train supervisors in how to effectively solve problems
- Increase production and reduce labor time significantly by stripping activities to their core
- Reduce employee training time and grievances through adoption of a structured method
- Reduce scrap by at least 25%
These programs work together to help supervisors build and maintain positive employee relations, train workers to quickly remember how to perform jobs correctly and safely & conscientiously improve the ways in which jobs are done.
- TechHelp offers “one-stop shopping” that delivers TWI as part of a Lean or Lean Six Sigma Transformation.
- With its experienced specialists, University partnerships and affiliation with the national Manufacturing Extension Partnership – TechHelp delivers manufacturing expertise to all corners of Idaho.
- TechHelp specialists can be an “extension” of your staff; available where you need them and when you need them at an affordable price.
David O’Connell, above, of TechHelp and Idaho State University, has taken a particular interest in TWI and made it one of his primary areas of practice. As an accomplished Lean Practitioner, David has seen the unique role TWI can play in creating a workforce that is well trained, cross-trained, highly motivated and productive.
If you are interested in learning more about how TWI can help you train and retain great employees, contact David today at 208.589.5567 or DaveOConnell@isu.edu.
What Does it Do?
Training Within Industry quickly and effectively trains supervisors in:
- Skills in Improving Methods – Job Methods (JM) teaches the skills needed to analyze jobs to make the best use of resources.
- Skills in Leading – Job Relations (JR) teaches the skills required to evaluate and take action to handle and prevent people problems.
- Skills in Instructing – Job Instruction (JI) teaches the skills needed to develop a well-trained workforce quickly.
- Reduces training time.
- Standardizes training.
- Increases productivity.
- Improves morale.
What Does it Solve?
- Effects of poor training – mistakes, poor quality, rework, scrap…
- Inconsistent handling of employee issues – uses 4 step JAR method to ensure all issues are handled in a common way
- Long learning curve for new supervisors – Gets supervisors up to speed fast
TWI was developed in the U.S. during WWII to train replacements of an industrial workforce off fighting a war. It provided rapid and consistent training and is recognized as part of what helped the Allied forces secure victory as they boosted industrial production and out-produced the enemy. TWI was an unqualified success.
Expansion in Japan
TWI was introduced in Japan during post-war rebuilding. It is still in widespread use in Japan; most notably at Toyota as part of the Toyota Production System (TPS). It is a foundation to Toyota’s success in continuous improvement, and more importantly, in its ability to sustain those improvements.
A prosperous post-war America gradually lost interest in TWI. But today’s competitive global marketplace is forcing U.S. managers to adopt the best tools available to hire, train & retain great workers. In what has been described as a “movement,” Lean enterprises nationwide are increasingly turning to TWI as a means to emulate Toyota’s ability to sustain improvements and achieve standard work. Industries such as health care, construction, and manufacturing are reaping modern day benefits from this proven and recently revived program.
Who Will it help?
- Anyone in a position where they direct and plan the work of others
- Any company adding workers
Impact of TWI
1,750,650 people trained in 16,511 plants and unions
Of 600 companies monitored:
- 86% increased production by at least 25%
- 100% reduced training time by 25% or more
- 88% reduced labor hours by at least 25%
- 55% reduced scrap by at least 25%
- 100% reduced grievances by more than 25%