TWI: Training Within Industry Job Instruction

ST E V E V O L Z , M AT T B U S S E

N O R T H EAST I N D I A N A L EA N N E T WOR K J U N E 1 3 , 2 0 1 9

Agendao Overview of TWI - Job Instruction Training Method

o Share lessons learned and training toolso Nisco – Automotive weather stripping

o Pyromation – Temperature sensing devices

o Demonstrate the JI Breakdown and 4 step training method

o Breakout into groups to discuss and apply

Have you experienced any of these Training Methods?

o Sign and drive

o Microwave training

o Buddy system

o Death by PowerPoint

Overview of TWI Training Method

◦What is TWI?◦ A Leadership Development Program to help supervisors

instruct (JI), lead (JR), and improve (JM)

TWI Training Principles

o Charles Allen developed the 4-step approach which is incorporated into TWI

o Preparation – creates connection for learner with past experiences and the lesson to be taughto Presentation – instructor delivers bite size pieces of

knowledge for the learner to absorbo Application – the learner does the work and mistakes are

corrected by the instructoro Testing – learner does the job unaided, if the learner

hasn’t learned, then the teacher hasn’t taught.

The 5 Needs Model for Good SupervisorsThis model defines the essential knowledge and skills needed

Safety

TWI Training Approach◦Standardized training script

◦2hr sessions for 5 days

◦10-12 students in a class

◦4 step method

◦Learn by doing on gemba

◦Repetition and practice

◦Training is multiplied through the Supervisor

JI - Job Instruction◦ The way to get A person to quickly remember to

do A job Correctly, Safely, and Conscientiously

◦ Prepare a time table for training – include who to train, what work elements, and by when

◦ Utilize a JBS – Job Breakdown Sheet, break the work into trainable elements with important steps, key points, and reasons why

◦ If the worker hasn’t learned, the instructor hasn’t taught

JI4 Step

MethodCards

JI – Tools: Training Time Table

JI – Tools: Job Breakdown Sheet

JI – Tools: Job Breakdown Sheet

TWI JI at Nisco

How did Nisco get started?◦NISCO Senior Management attended the 2007 TWI

Summit◦2006-2007 NISCO consolidated from 3 plants to 2 plants◦Reoccurring quality problems due to operator error

◦Developed plan for TWI implementation starting with Job Instruction (JI)

◦Scheduled JI training through Purdue MEP◦ Targeted training for front line Leaders and Coordinators

in initial rollout ◦ Topeka Plant 2007 Q4 (24 Associates trained)◦ Bremen Plant 2008 Q1 (20 Associates trained)

Reflections

◦Over 500 job breakdowns were created

◦Finding from audits and leader feedback◦Most Job Breakdowns were copies of existing

work instructions without the pictures

◦Leaders were not consistently utilizing the 4 step method for training

◦Many had lost their JI cards

◦No leaders were using the training timetable

Solutions: Dedicated Resources ◦Senior Management attended the 2008 TWI

Summit

◦Structure was created to support TWI◦ TWI was coupled with Lean under the direction of

the Kaizen Manager◦ A dedicated Full-Time Coordinator was assigned to

be the TWI Champion◦ Bremen dedicated a Full-Time Leader to support JI

◦ Training for 3 Certified JI Trainers ◦Topeka Trained 41 associates◦Bremen Trained 32 associates

Solutions: Binders and Audits◦TWI Binders were created for each department◦ Place for Training Time Tables and Job Breakdowns

◦Audits by TWI Champion◦Binder Audit:◦ Training Time Tables are up-to-date◦ Breakdowns match those approved in the system◦ Process matches Job Breakdown

◦Trainer Audit – derived from Toyota Talent◦ Verifies use of the 4-Step Method

◦Associate Audit – verify associate trained with 4 step method

Solutions: Trainer Audit

Solutions: New Hire Orientation

◦Developed a new hire orientation program◦ Benchmarked Japanese parent company – 5 days◦ Created training center for orientation◦ Focus on NISCO basics and developed with JI concepts◦ Created a Knowledge Assessment Test of NISCO basics ◦ Alpha Group - trained 8 new hires in 2008 Q3◦ Results - operators were meeting production targets within 2

weeks of being on the production floor & knew more than more some senior operators (67% on assessment test)

◦Beta Group – trained 4 associates and 3 Leads in 2008 Q4◦ Results – test first day (66%) & last day (81%), 15%

improvement

Lessons Learned: Keys to Success

◦Support and commitment from top management

◦Developed a structure to check and audit to identify gaps and improve

◦Utilized in house trainers to mentor and coach

◦Trained more than just leaders and coordinators

◦Improved Job Breakdown redundancy between departments by consolidating (80% product/task type and 20% customer/product specific)

◦Integrated Lean and TWI into new hire orientation

TWI at PyromationAt Pyromation, training is important to

meet our quality, cost & delivery objectives

How did Pyromation get started?

Period with a spike in sales Took too long to train new Team Members

Gaps in training

Who – what – when and where

How (versus old procedures)

Need to hire and train quickly

Needed a standard to work from

Job Instruction

ReflectionsTribal knowledge Everyone had their own techniques at completing a task

Some did not want to train at all Company set a system that included all Team Members

Production “over training” (trouble keeping to a set plan)

Some where only using Work instructions not JI breakdowns

Paused on JI Classes

Some completed classes but not certified

Solutions: Dedicated Resources Training Coordinator position was established

Master Job breakdowns

Refresher classes

Provided all documents needed to train Meet with Group Leader and Coach to set timeline

Set Public drive location for storage of Master JB’s

Posted visual indicators of training status for everyone to see Thermometers at cell

Training Matrix with all Team Members current skills and who is in training and who is in queue

Solutions: JBS

◦T

Solutions: Trainer Audit

Solutions: New Hire Orientation

One day orientation Safety policies

Handbook

Training Cell (6 weeks) Hands on equipment training

Learn about Lean as we learn

Learn about the products we make and where they might be used

Lessons Learned: Keys to Success

Created a culture where the coach/learner instinctively use JI breakdowns

Constant follow-up from Group Leader and Training Coordinator to ensure all steps are being followed

Refresher courses

Training Cell

Demonstrate the JI Breakdown and 4 step training method

◦ Do you want to be able to fold your T-Shirts in a simple way that will make them compact and easy to find?

JI Breakdown Sheet – T-Shirt

Hands On Practice

◦ Now it’s your turn to try (I do, we do, you do)

◦ Work with a partner to try the JI 4 Step Method for folding a T-Shirt

◦ Alternate being the Trainer and the Trainee

Wrap Up

◦ What are your thoughts about the JI 4 Step Method?

◦ Are there jobs/tasks at your organization that would benefit from having a job breakdown?

Additional Resources and ReferencesWebsites:

https://twi-institute.org/

http://whatistwi.com/

https://www.systems2win.com/LK/teams/TWI.htm

Books: