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TWI - Training Within Industry:
The Foundation For Lean
Presented By:
University of Tennessee Center for Industrial Services
TWI The Foundation For Lean
• At the end of WWII in 1945, 600 TWI Clients were surveyed with the following results:
– 516 reported a 25% increase in production
– 600 reduced training time by 25%
– 528 reduced labor hours by 25%
– 330 reduced scrap rates by 25%
– 600 reduced grievances by 25%
TWI The Foundation For Lean
• There is a widening gap between the supply of skilled workers in America and the growing demands of lean manufacturing.
• More than 80 percent of manufacturers are experiencing an overall shortage of qualified workers.
TWI The Foundation For Lean
• Job Relations – Everyday job relationships between supervisor’s and workers. Supervisors get results through people.
• Job Methods – Continuous process improvement efforts by the supervisor. Kaizen results in higher quality at lower prices in less time.
• Job Instruction – Supervisors providing needed instruction in a consistent manner day after day. Consistency breeds quality and safety.
TWI The Foundation For Lean
5 Requirements of a Good Leader:
• Job Knowledge
• Job Responsibility
• Leadership Ability – Job Relations
• Kaizen Ability – Job Methods
• Teaching Ability – Job Instruction
TWI – Job Relations
SUPERVISOR
Training Cost
Production Maintenance
Safety Quality
Other
Job
R
elat
ion
s
Health Family
Job
Education
Other
Individual Background
Results Through People Individuals
People must be treated As “INDIVIDUALS”
How are people different?
The basics for good job relations
• Supervisors must understand: – Results come from the people.
– Using the foundations can improve relations with
people.
– The importance of treating people as individuals.
NOTE: This will not prevent ALL problems.
TWI – Job Relations
PROBLEM = Anything the supervisor has to take action on. Job Relations 4 Step Method
• Step 1, “Get the Facts.”
• Step 2, “Weigh and Decide.”
• Step 3, “Take Action.”
• Step 4, “Check Results.”
TWI – Job Relations
• Step 1--Get The Facts? – Record--personal history-blood
pressure-temperature. – Rules and customs-medical
knowledge-practice-ethics. – Talk-to get more facts, confidential. – Opinions and feelings-very important.
• Step 3-Take Action - Treatment. – Take action-prescribe, operate. – Handle yourself ?-his specialty. – Help in handling-nurse, technician. – Refer to supervisor-more experienced
doctor, specialist. – Doctors don't lose face in doing this. – Timing-importance of timing. – Don't pass the buck.
• Step 2-Weigh & Decide - Diagnosis. – Fit facts together-assemble facts. – Consider bearing on each other-
symptoms. – Possible actions--medicine, operate. – Check practices and policies-must
comply with laws. – Effect on individual-group--contagion. – Don't jump at conclusions-careful
diagnosis.
• Step 4- Check Results – Blood Test. – How soon-depends on case. – How often-it differs. – Watch for-changes in condition.
TWI The Foundation For Lean
5 Requirements of a Good Leader:
• Job Knowledge
• Job Responsibility
• Leadership Ability – Job Relations
• Kaizen Ability – Job Methods
• Teaching Ability – Job Instruction
TWI – Job Methods
Detail = Every single thing that is done, every inspection, every delay. Job Methods 4 Step Method
• Step 1, “Breakdown the Job.”
• Step 2, “Question Every Detail.”
• Step 3, “Develop New Method.”
• Step 4, “Apply New Method.”
TWI – Job Methods
Value-Added
Typically 95% of all lead time is non-value-added.
• Overproduction
• Waiting
• Transportation
• Non-value-added processing
• Excess inventory
• Defects
• Excess motion
• Underutilized people
Non-Value-Added
TWI The Foundation For Lean
5 Requirements of a Good Leader:
• Job Knowledge
• Job Responsibility
• Leadership Ability – Job Relations
• Kaizen Ability – Job Methods
• Teaching Ability – Job Instruction
TWI – Job Instruction
A well trained work force produces less scrap, has fewer accidents and suffers less damage to tools and equipment Job Instruction 4 Step Method
• Step 1, “Prepare Worker.”
• Step 2, “Present Operation.”
• Step 3, “Try-Out Performance.”
• Step 4, “Follow-Up.”
TWI – Job Instruction
KEY POINTS 5% - 10% of HOW a task is done & satisfy one of three conditions: - Success - Safety - Knack PROCESS: 1. Ask, Why? 2. Decide which condition is satisfied?
1. About 6 inches
1. In front of M/S
JOB BREAKDOWN SHEET
Operation: __________________________________ Parts: ______________________________________ Tools & Materials: ____________________________ Safety Equipment: ____________________________
Tie Fire Underwriter Knot 7 Pair Twisted Wire
None
Eye Protection
MAJOR STEPS KEY POINTS
1. Untwist & Straighten
2. Make R/H Loop
3. Make L/H Loop
4. End Thru Loop
5. Pull Into Knot
1. Pull Forward 2. Under Stub, Behind M/S
N/A
1. Ends Even 2. Thumb & Forefinger
37 Words Versus 196 words
Effective Learning = Understanding
5% Lecture
10% Reading
20% Audio/Visual
30% Demonstration
50% Discussion group
75% Learn by doing
90% Teaching one-on-one
100% Teaching one-on-one Practice
TWI The Foundation For Lean
• Manufacturing - Aerospace and Industrial Gas Turbines – Training Time cut from 2 mos. to 2 weeks – 96% reduction in defects – Inventory reduction = 50% – Cycle Time Reduction = 64% – Overall Asset Utilization Increased by 25%
• Retail Sales - In-store Furniture Sales
– Close rate increased 22.3% among TWI-trained sales personnel
• Education - Initially with maintenance and food service staff
– Decrease equipment damage due to improper use
• Construction - commercial and residential
– Job Instruction improved quality and safety conditions
TWI The Foundation For Lean
What happens when Supervisors neglect worker relations OR fail to make improvements OR don’t provide proper training?
Job
Relatio
ns
TWI - 3 “J”
Quick Changeover
Standardized Work Batch Reduction Teams
Quality at Source
5S System Visual Plant Layout
POUS
Cellular/Flow Pull/Kanban TPM
VSM
Continuous Improvement
TWI - Training Within Industry:
The Foundation For Lean
Presented By:
University of Tennessee Center for Industrial Services
