training within industry (twi) - thebilasgroup.com · training within industry (twi) “the missing...

Training Within Industry

(TWI)

“The Missing Link To

Continuous Improvement”

Copyright 2004

Implementing improvements is the easy part – sustaining those changes is what’s hard.

• A crisis may be the best way to get people to understand the need for change, but it is a very poor way to run daily operations.

• Continuous improvement methodologies reveal problems and outlines policies for corrective action, but it does not ensure that everyone continuously works on these problems.

• Continuous improvement strategies that rely on the involvement of everyone and improvement events alone will simply take too long to involve everyone.

The Realities of Continuous

Improvement

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Continuous Improvement

never seems to be continuous

• People resist change and this mindset will cause people

to backslide and abandon improvement.

• Supervisors and managers often leave improvement

until after “making the numbers.”

• People typically rely on others for improvements.

• Even when people want to improve they don‟t have

improvement skills.

• Companies tend to rely on Kaizen Events to make even

small changes.

The Realities of Lean

5

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Output

The Reality of Improvement Events

6 Time

Event #1

Event #2

What Standard should be

What actually becomes

the Standard when people

do not sustain the changes.

Maintenance

Maintenance

Event #3

Work Standard

What Standard should be

Copyright 2004

Strategies do not eliminate waste,

People Do!

“We want to get full value out of labour so that we may

be able to pay it full value. It is use – not conservation

– that interests us.”

Henry Ford, 1926

Lean and Kaizen provide countermeasures to eliminate

the waste of time and material but neither provides a

countermeasure for companies to eliminate the waste

of Underutilized People.

Lessons About Waste

7

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TWI provides a systematic approach to sustain changes

and continuously improve by

• Indoctrinating people into an “improvement” frame of

mind.

• Teaching people how to identify opportunities for

improving their jobs.

• Training people how to generate ideas to take advantage

of these opportunities.

• Showing people how to get these ideas into practice right

away.

• Creating ownership for people to maintain standard work.

TWI – The Countermeasure

8

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Output

The Missing Link to Sustainable Improvement

9 Time

Innovation

New Standard

What the Standard becomes

Maintain the Standard

TWI JI & JR

Current Work Standard

Gradually Improve

the Standard, TWI JM & JR

Next

Innovation

Productive

Potential of

Underutilized

People

Copyright 2004

Job Instruction Training (JI)

teaches leaders how to quickly train employees to do a

job correctly, safely, and conscientiously.

Job Relations Training (JR)

teaches leaders how to develop and maintain positive

employee relations to prevent problems from happening

and how to effectively resolve conflicts that arise.

Job Methods Training (JM)

teaches leaders how to continuously improve the way

jobs are done.

The Training Within Industry Program

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TWI was developed by a U.S. Government Service after the fall of France on June 22, 1940 that signaled a U.S. involvement in the war in Europe was inevitable.

The purpose for TWI was

“to help industry to help itself to get out more materials than have ever been thought possible, and at constantly accelerating speed” to win the war.

Created with a Purpose

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Actual data reported by over 600 client companies monitored throughout the war attributed the following results to TWI:

86% increased production by at least 25%

100% reduced training time by 25% or more

88% reduced labor-hours by over 25%

55% reduced scrap by at least 25%

100% reduced grievances by more than 25%

Impact on TWI on the War Effort

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• Discontinued in 1945 as US manufacturers focused on getting product out of the door to fill a world wide demand for consumer products.

• The U.S. Occupation Government brought TWI to Japan to “quickly” rebuild their industrial base to avoid mass starvation that the U.S. feared would further the cause in worker communism.

TWI – After the War

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THEN

1951 to 1960 – Toyota utilizes TWI to train their employees in the Toyota Production System.

NOW

2001 - Toyota KY received over 100,000 improvement suggestions from employees, 98% of which were used resulting in a savings of $18,000,000, and returned $3,000,000 for individual awards of $25 to $25,000.

FUTURE

“The Toyota Way of going to the source, observing in detail, and learning by doing were all very much influenced by TWI (Dietz and Bevens, 1970) and became the backbone of Toyota‟s standardization philosophy.”

The Toyota Way (P141), 2004, Jeffrey Liker

Impact of TWI at Toyota

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1. The program is one of utter simplicity

2. It uses a blueprinted procedure that requires a

minimum of time

3. Adheres to the learn by doing principle

4. Built in multipliers to spread the training

TWI - A Timeless Training Approach

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The Four-Step Learning Process*

Step 1. Preparation – make the learner think to aid

comprehension of the new idea.

Step 2. Presentation – add the new idea to those

already in the learner‟s mind.

Step 3. Application – train the learner to apply what

was presented and check results.

Step 4. Testing – test the ability of the learner to

apply the new idea alone.

* Developed by Charles R. Allen in WWI

1. Utter Simplicity

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A common thread runs through all TWI programs as the

result of much trial and error learning during

introduction:

• 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. Blueprinted Procedure

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• Small groups of 10 to practice the method under

guided assistance to “learn by doing”.

• An outline of what and how and time sets a

universal standard.

• Ten hours of class are best delivered in five 2-hour

meetings without a break.

• Compact scheduling of the 5 meetings to keep the

subject fresh and not keep people away from their

jobs over long periods of time.

2. A Blueprinted Procedure

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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, re-

work, maintenance, and working relations.

3. “Learn by doing”

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The TWI Program utilizes a standard method to

• Train people from industry to become TWI Trainers

• TWI Trainers train the people who direct the work of

others (supervisors, team leaders, managers, etc.)

• Supervisors spread the training to other people in the

workplace by involving them as required in the process.

4. Multipliers Spread the Training

20

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Knowledge unique to the Company and/or the Industry that

supervisors must know to do their job:

1. Knowledge of the Work

2. Knowledge of Responsibilities

The Five Basic Needs of Leaders

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Skills that are required for supervisors to perform

within their role, regardless of the industry:

3. Instruction

4. Methods Improvement

5. Leading

The Five Basic Needs of Leaders

22

The Five Basic Needs of Supervisors

Copyright 2004

Develop a well-trained workforce resulting in

less scrap and rework,

fewer accidents, and

less tool and equipment damage.

Job Instruction (JI) - Objective

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• Reduced training time

• Increased production

• Fewer accidents

• Less scrap

• Less rework

• Less tool and equipment damage

• Increased job satisfaction

• Improved quality

• Increased profits

Results from JI Training

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1. Prepare the worker to learn

2. Present the operation

3. Try-out performance

4. Follow-up

The 4-Step Method for JI

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28

JOB INSTRUCTION CARD

Copyright 2004

Build positive employee relations by effectively resolving

conflicts that arise.

Maintain positive employee relations by preventing

problems from happening.

Job Relations (JR) - Objective

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• Better employee relations

• Improved morale

• Fewer grievances

• Improved attendance

• Less equipment damage

• Improved quality

• Increased production

• Reduced cost

Results from JR Training

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Problem:

“Because of poor morale, our labor turnover was terrific; complaints and grievances were multitudinous; production schedules lagged.”

Solution:

The Production Manager and Director of Training became JR trainers. “They came back and presented the program to all our supervisors. Within a fortnight (2 weeks), complaints and grievances ceased; labor turnover stopped, and production went ahead of schedule.”

H. L . Austin, VP Food Machinery Corp. Sept. 1945

JR Results - Then

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Copyright 2004

“This would have been a perfect course when I

started as a leader, 20 years ago! It is

simple and based on a foundation of values.

This will help build trust and understanding

in the workforce.”

Team Leader, July 2002

JR Results - Now

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Copyright 2004

DEFINE YOUR OBJECTIVE

Step 1 - Get The Facts

Get the whole story

Step 2 - Weigh And Decide

Don’t jump to conclusions

Step 3 - Take Action

Don’t pass the buck

Step 4 - Check Results

Did your action help production?

DID YOU ACCOMPLISH YOUR OBJECTIVE?

How to Handle a Problem

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• Let each person know how he/she is doing

• Give credit when credit is due

• Tell people in advance about changes that will

affect them

• Make the best use of each person‟s ability

How to Prevent Problems

36

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37

Job Relations Card

Copyright 2004

Make the best use of the

people, machines, and materials

now available.

Job Methods - Objective

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Improvement is not a matter of impression,

results are obtainable and apparent

• Reduced cost

• Reduced WIP

• Reduced inventory

• Increased throughput

• Increased sales

• Increased profits

• Continuous improvement

Concrete Results from JM Training

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ROI for a manufacturing company as the result of Job Methods Training, December 2002

Investment: Training: $5,000

Employee time (est. 120 hrs.): 6,000

Total Cost (est.) $11,000

Savings realized within 30 days $34,300

Immediate Return on Investment 312%

Projected Annualized Savings $124,690

Potential Return on Investment 1134%

JM = Immediate ROI

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1. Breakdown the Job

2. Question Every Detail

3. Develop the New Method

4. Apply the New Method

The 4-Step Method for JM

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Step 1- Breakdown the Job

42

.

Job Breakdown Sheet

PRODUCT: MADE BY: DATE: OPERATIONS: DEPARTMENT:

REMARKS IDEAS

PRESENT/PROPOSED METHOD DETAILS

Dis

-

tance

TIME/TOLERANCE/ REJECTS/SAFETY

WH

Y

WH

ER

E

WH

EN

WH

O

HO

W

Write them down, don‟t try to remember.

Elim

ina

te

Co

mb

ine

Re

arr

an

ge

Sim

plif

y

Copyright 2004

Why is it necessary?

What is its purpose?

Where should it be done?

When should it be done?

Who is best qualified to do it?

How is “the best way” to do it?

Step 2 - Question Every Detail.

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Why?

What?

Where?

When?

Who?

How?

Step 3 - Develop the New Method

44

Eliminate

Combine

Rearrange

Simplify

Copyright 2004

45

Improvement Proposal Sheet

Submitted to: Made by: Department: Product/Part: Date: Operations:

The following are proposed improvements on the above operations. 1. Summary

2. Results Before Improvement After Improvement

Production (one worker per day)

Machine Use (one machine per day)

Reject Rate

Number of Operators

Other

3. Content

NOTE: Explain exactly how this improvement was made. If necessary, attach present and proposed

breakdown sheets, diagrams, and any other related items.

JM Improvement Proposal

Copyright 2004

1. Sell the change to others

2. Obtain necessary approvals

3. Put the new method to use right away

4. Credit those involved

5. Continue to improve the new method

Step 4 - Apply the New Method

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47

JM Improvement Card

Copyright 2004

Engage employees in identifying and eliminating

potential safety hazards.

Break the chain of events that lead to incidents.

Job Safety (JS) - Objective

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Safety Incident – A Definition

49

An Incident is …

An abnormal occurrence which has the

potential to lead to an injury or loss

Copyright 2004

The Incident Chain

50

Accidents Don’t Happen by Accident!

Copyright 2004

Break the Incident Chain

51

To Prevent Incidents,

You Must Break the Chain!

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1. Spot the Causes of Danger

2. Decide on Countermeasures

3. Enforce Countermeasures

4. Check Results

The 4-Step Method for JS

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53

JM Improvement Card

Copyright 2004

Training Within Industry – An Integrated

Continuous Improvement System

54

Safety Is At the Heart of TWI!

Copyright 2004

Achieving Basic Stability with TWI

55

Basic Stability is being able to deliver what you promised in the

right quantity and quality at the right cost.

Manpower Methods

Machines Materials Environment

Stability in the Four M’s

Copyright 2004

Manpower

– JI

– JS

– JR

Methods

– JI

– JM

– JR

– JS

Machines

– JM

– JI

– JR

Materials

– JM

– JI

Environment

– JS, JI, JR, JM,

TWI and Stability

56

Copyright 2004

• 4-step method of instructioin

• Designed for supervisors or anyone who

directs the work of others

• Enables the leader to develop the

knowledge and skill in his or her people

to successfully complete the job

Let‟s Focus On Job Instruction

The Bilas Group, LLC www.thebilasgroup.com (440) 933-9818 [email protected]

Copyright 2004

• Hire them

• Go stand by Joe or Jane

• Let them learn on their own

• Tell them

• Show them

How Do You Develop Your People?


Copyright 2004

• Reasons Telling Alone Doesn‟t Work – Most People just don‟t get it through „telling‟

– Things seem complicated when listening to words

– We cannot use the exact words necessary

– Many operations are difficult to describe in words

– It‟s hard to tell the right amount and to know whether it is understood or not

Telling Alone Is Not Good Instruction

Telling Alone


Copyright 2004

• Reasons Showing Alone Isn‟t Good Instruction

– Even if it looks completed, in most cases it is just a „copy of the motions‟ and doesn‟t mean we understand the job

– Many motions are hard to copy

– Tricky points are missed

– We don‟t know what comes next

– We cannot translate what we see into what we do

Showing Alone Is Not Good Instruction

Showing Alone


Copyright 2004

Practical Demonstration of the

4-Step JI Method

• Step 1 – Prepare the Worker

• Step 2 – Demonstrate the Job

• Step 3 – Try-out Performance

• Step 4 – Follow-Up

The 4-Step Job Instruction Method


Copyright 2004

If the worker hasn’t learned,

the instructor hasn’t taught.

Do you believe it?

The Philosophy of Job Instruction


Copyright 2004

• Put the person at ease

• State the job

• Find out what the person already knows

• Get the person interested in learning the

job

• Place the person in the correct position

Step 1- Prepare the Worker


Copyright 2004

• Tell, show and illustrate one Important

Step at a Time

• Do it again stressing Key Points and

Reasons

Instruct clearly, completely and patiently, but

don’t give them more information than they

can master at one time

Step 2 – Present the Operation


Copyright 2004

• Have the person do the job – stating

Important Steps – correct errors

• Have the person do the job again –

explaining Key Points and Reasons

Make sure the person understands.

Continue until you know they know.

Step 3 – Try-Out Performance


Copyright 2004

• Put the person on their own

• Designate who the person goes to for help

• Check on the person frequently

• Encourage questions

• Taper off extra coaching and close follow-up

If the person hasn’t learned,

the instructor hasn’t taught.

Step 4 – Follow-Up


Copyright 2004

• Make a Time Table for Training

• Break Down the Job

• Get Everything Ready

• Arrange the Worksite

How to Get Ready to Instruct


Copyright 2004

• List Important Steps

– A logical segment of the operation when

something happens to advance the work

• List Key Points and their Reasons

– Make or break the job

– Might injure the worker

– Makes the work easier to do

Job Breakdowns


Copyright 2004

• New Employee – Most difficult operation

– Average time to train on job – 2 weeks

– Time to train – 3 days with zero rework

• Experienced Team Members - Transfer of an Entire Assembly Line

– Training done immediately on transfer

– No learning curve

– Qualifications done during 4-step training

– Process improvements made during breakdowns

Results – Reduction in

Training Resources


Copyright 2004

• JI used to improve quality defects

– Current state • 2 units per week

• 7 day per week operation

• 15 out of 15 failures

• Rework costs - $2,400 per unit

– After JI • 10-12 units per week

• 40 hour per week operation

• 15 out of 15 pass

• Rework costs - $400 per unit

Results – Performance

Improvement


Copyright 2004

• Standardized work highlights abnormal conditions

– Auditing tool for the leader

– Same outputs

• JI is to train people on standardized work

• Standardized work is the foundation of continuous improvement

• JI trains your people on this foundation

Both are essential if you want to drive continuous improvement in your operation

The Purpose of Standardized

Work and Job Instruction


Copyright 2004

• Builds self-esteem

• Provides structured process for leaders,

formal and informal, to express

themselves

• Brings out the institutional knowledge

that is often withheld by experts

Human Development

Implications


Copyright 2004

• Pilot Area – Pick area or process that is having difficulty due to turnover, training, vague work standards or following of standards

• Conduct a 10-Hour JI training session

– Course first two hours of the day

– Rest of the day: • Focus on developing breakdowns that will address

the business issues in the area

• Will require follow up with JR to address issues

Getting Started


Questions?

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