twi_job_instruction_manual

8/7/2019 TWI_Job_Instruction_Manual

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11-Job InstructionThe Training Within Industry program of Job Instruc

The material in the "Job Instruction Sessions Outes" covers the content as handled in five 2-hour meetings

up of ten supervisors.

Divider Page from Original TWI Materials Bound Text


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WAR MANPOWER COMMISSIONWASHINGTON, D. C.

May 1944

e War Prod uct i on Tr a i ne r :You h av e an o p p o r t u n i t y t o r e n d e r a s e r v i c e o f c o n s t r u c t i v e and f a r -

c h in g s i g n i f i c a n c e t hro ug h t h i s J o b I n s t r u c t i o n P l an .You a l s o ac ce pt a major re s p o n s i b i l i ty when you assume l e a d e r s h i p i n

i s p l a n . To a l a r g e number o f i n d u s t r i a l men, YOUR p r e s e n t a t i o n of i t maya l l t he y know, f i r s t ha nd , o f t h e w ho le war t r a i n i n g e f f o r t and

s v i t a l r o l e i n war p r o d u c t i o n .You s hou l d s t r i v e w i t h a l l t h e e n e r gy a nd d i l i g e n c e y ou p o s s e s s t o l e a dg ro up i n J o b Instruct ionintheverybes twaypossible-and to do a s t i l l

t t e r j o b w i t h e a c h s u cc e e di n g g ro up .To a s s u r e a un if o r m h i gh s t a nda r d on a Nat ion-wide b a s i s , you sh ou ld

rk from t h i s o u t l i n e ALWAYS. Don' t d ev ia t e f rom i t . Don 't t r u s t t o yourmory, re ga rd le ss of t h e number of t i mes you may pr es en t t h e p la n . I t i s

i f f i c u l t an d i f you f o ll o w i n s t r u c t i o n s you c a n ' t f a il - fu r th e rm o re ,u w i l l f i n d i t a n i n t e r e s t i n g j o b.

Once ag a i n , l e a d e r s h i p i n J o b I n s t r u c t i o n p r e s e n t s a n o p p o r t u n i t y and

S i n c e r e l y ,

C . R . Dooley , Di rec tor ,T r a i n i n g W it hi n I n d u s t r y S e r v i c e .


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view of the Standard 10-hour Job Instruction Plan War Production

SESSION-2 h o u r s .I n t r o d u c t i o n .I mp or ta nc e of t r a i n i n g t o p r o d u c t i o n .I n s t r u c t i n g a b i l i t y a s a p e r s on a l a s s e t .D em on st ra ti on of f a u l t y i n s t r u c t i o n .D em on st ra ti on of c o r r e c t i n s t r u c t i o n .'The FOUR BASIC STEPS.D i s t r i b u t i o n o f "How t o I n s t r u c t " c a r d s .( S e l e c t i o n o f 2 v o l u n t e e r s f o r t h e n ex t s e s s i o n . )

COND SESSION-2 h o u r s .Two v o l u n t e e r " i n s t r u c t i n g " d emo ns t r a t i o n s , t o b r i n g o u t t h e NEED t h e f o u r t h i n g s a n i n s t r u c t o r must d o t o " g e t r ea d y. "P r a c t i c e i n mak ing j o b b re ak do wn s o f :( a ) The f i r e u n d er w r i t e r s ' k n o t .

( b ) The two j o b s p r e s e n t e d d u r i n g t h e f i r s t h ou r .Summary: T he f o u r t h i n g s a n i n s t r u c t o r d o es t o " g e t r e ad y . "IRD SESSION--2 h o u r s .--

D r i l l on t r a i n i n g t i me t a b l e s .T h re e p r a c t i c e i n s t r u c t i o n d e m o n s tr a t i o n s w i t h c o a c h in g on J o b Bredowns.URTH SESSION-2 h o u r s .

F ou r p r a c t i c e i n s t r u c t i o n demonst r a t i o n s w i t h c o a ch i n g on J o b Bredowns.SESSION--2 h o u r s .

T hr ee p r a c t i c e i n s t r u c t i o n de mo n st ra t io ns .Conclusion and Summary.( a ) Q u e s t i o n s .( b ) I!n po rt an ce o f gcod J o b I n s t r u c t i o n t o p r o d u c ti o n .( c ) N ec es si ty o f u s i n g t h e J o b I n s t r u c t i o n P l a n.


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SessionsSession I

FORE t h e S e s s i o n s t a r t s :Be th e r e 1 5 minu tes ahead o f t i me . Be s u r e you ha ve s u f f i c i e n t 5" xc a rd s f o r names, s e v e r a l p i e c e s o f e l e c t r i c l i g h t w ir e , a su p p lyp ro bl em s h e e t s , an d s u f f i c i e n t "How t o I n s t r u c t " c a r d s . A rr an ge c h a i r s a ro und t h e t a b l e i f t h e r e i s o ne . I f n o t , a r r a n g e them iU shape . Don' t l e t y o u r members' f i r s t i mp re ss io n b e one o f a " c l aroom." Remember, i n s t a r t i n g t h i s j o b i t i s y o u r r e s p o n s i b i l i t y :

- " t o ha ve t h e r i g h t t o o l s , e qu ip me nt , and m a t e r i a l s r 1- " t o h av e t h e work p l a c e p r o p e r l y a r r a n g e d . "

)

I . OPENING t h e S e ss i o n . Re fe re n1. E s ta b l i s h i n fo rma l a tmosp he re a n d p u t g ro up P a

AT EASE.-- 452 . NAMES.-Identify y o u r s e l f an d g e t members'

names an d company o r compan ies. Ex pl ai ny o u r o v r n i n d u s t r i a l c o n n e c t i o n s . Use fo ld edc a r d s f o r d i sp l a y i n g names whe re a p p ro p r i -a t e .

3 . DISCUSS THE SUPERVISOR'S FIVE NEEDSI n t h e s e m e e ti n gs we a r e g oi n g t o u se t h et e r m " s u p e r v i s o r " a g r e a t d e a l . Some o fyou a re su p e rv i so r s , so me o f y o u p e rh a p sa r e i n s t r u c t o r s . When you i . n s t r u c t . youa r e p e r f o rn i ng a s u p e r v i s o r y f u n c t i o n ."For t h e p u rp o se o f o u r d i s c u s s i o n s whenwe r e f e r t o t he su pe rv i so r we mean any-body i n c h a r g e o f p e o p l e , o r who d i r e c t s


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Job Inst ruct ion P la n for W ar Production

Good su p e rv i s o r s h av e a lwa ys r e a l i z e d Re fe r e nt h a t t h e y ha ve f i v e n e ed s .L e t ' s t a k e a lo o k a t t h e s e n ee ds . Theya r e :

"1 . knowledge of t h e work"2 . k n o w l e d g e o f r e s p o n s i b i l i t i e s"3 . ski -11 i n improving methods"4 . s k i l l i n l e a d i n g"5 . s k i l l i n i ns t ru c t i n g"

N O T E : Co un t the five needs o n yourfingers ns you enumerate.

"1 . Knowledge o f t h e work r e f e r s t o t h ek i nd o f in fo rm at io n which makes yourb u si n es s d i f f e r e n t from a l l o t h e rb u s i n e s s e s :mater ial t o o l s o p e r a t i o n smach ines p r oc es s es t e c h n i c a l s k i l lSome p e o p l e h av e s p e n t t h e i r l i f e -t i m es i n t h e i r work an d a re s t i l la c q u i r i n g knowl edge o f t h e i r work.I f t h e y move t o a n o t h e r i n d u s t r y , anew knowledge of work h a s t o bel e a r n e d .We a re n o t g oi ng t o a t t e m p t t o meett h i s need i n t h e se s e s s i o n s .

"2. Know1edp.e of r e s p o n s i b i l i t i e s r e f e r st o t h e p a r t i c u l a r company s i t u a t i o nr e g a r d i n g :

p o l i c i e s s a f e t y i n te rd e pa r t -a g r e em e n t s r u l e s m e n t a l r e-r e g u l a t i o n s s ch e du l e s l a t i o n s h i p s

T he se a r e d i f f e r e n t i n e v e r y companyo r p l a n t . Hence t h i s kno wledge o fr e s p o n s i b i l i t i e s must be s u p pl i e d


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Sessions O u tl in eEvery s u p e r v i s o r t o d o h i s j o b mustha ve a c l e a r u n d er s t an d i ng o f h i s R e f e r e na u t h o r i t y and r e s p o n s i b i l i t i e s a s apar t o f management .

These l o c a l r e s p o n s i b i l i t i e s a re t h e' g ro u nd r u l e s ' u n d e r w hi ch e v e r ys u p e r v i s o r h a s t o work-but w e a ren o t g oi ng t o a t te m p t t o meet t h i sneed i n t h e s e s e s s i o n s .S k i l l i n i mp ro vi ng methods d e a l s w i t hu t i l i z i n g m a t e r i a l s , m ach ines , a n dmanpower more e f f e c t i v e l y by h a v in gs u p e r v i s o r s s t u d y e ac h o p e r a t i o n i no r d e r t o combine, r e a r r a n g e , a nd s i m -p l i f y d e t a i l s o f t h e j o b .T h i s s k i l l i s p r a c t i c e d i n J o b M e t h o d ss e s s i o n s .

S k i l l i n l e a d i n g h e l p t h e s u p e r v i s o rt o improve h i s a b i l i t y i n wo rk in gw i t h p e o p l e .T he re a r e b a s i c p r i n c i p l e s t h a t , whena p p l i e d d a y i n a nd d ay o u t , w i l l t e n dt o k ee p r e l a t i o n s smooth an d p r e v e n tp ro bi em s from a r i s i n g .S k i l l in instructing i s c o n c e r n e dw i t h h e l p i n g s u p e r v i s o r s d ev e lo p aw e l l t r a i n e d work f o r c e :

h ave l e s s s c r a p , re wor k, a n d re-j e c t s

h av e f ew er a c c i d e n t sh a v e l e s s t o o l a n d e qu ipm e nt dam-

a g eT h i s s k i l l . i s p r a c t i c e d i n J o b In-s t r u c t i o n s e s s i o n s . "


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Job C nstrwtion P lan for W ar Product ionSTRESS THE FACT THAT SKILLS ARE ACQUIRED BY PRACTICE Referen

b1 T h e s u p e r v i s o r i s n o t b o r n w i t h t h e s es k i l l s b u t h e m us t a c q u i r e them by a c t u a lp r a c t i c e i n d i v i d u a l l y .I n t h e s e f i v e 2-hour s e s s i o n s , we w i l ld i s c u s s t h e s k i l l i n i n s t r u c t i n g whichwe s h a l l c a l l J o b I n s t r u c t i o n .T hos ew ho s u c c e s s f u l l y c om p le te t h i s pro -gram w i l l r e c e i v e a c e r t i f i c a t e o f recog-n i t i o n from t h e War Manpower Commission.

4 . WHAT THIS I S ALL a b o u t :- " I am not h e r e t o t e l l you how t o r un yo ur

j o b s ; I d o n ' t n e c e s s a r i l y know a n y t h i n ga b ou t y ou r t e c h n i c a l j o b s . I

- "1 am he re t o d i s c u s s one p rob lem commont o a l l - J O B INSTRUCTION. "

- "I w a s on y o ur s i d e o f t h e t a b l e a fewweeks ago-was s o l d an d am now e n t h u s i -as t ic -h ave a p p l i e d p l an t o my job-con-s i d e r i t REAL PRIVILEGE t o ha ve p a r t i np a s s i n g t h e p l a n o n t o o t h e r s . "

- T h i s i s a WAR o f PRODUCTION. The armed .f o r c e s must h a v e f i g h t i n g e qu ip me nt -i no v e r w h e l m i n g q u a n t i t i e s t o a c h i e v e v i c t o r yi n t h e a i r , on t h e l a n d and on t h e s e a .

5 . T here a r e t h r e e maj o r g ro up s t o b e t r a i n e d :M i l l i o n s o f PRESENT EMPLOYEES must l e a r nnew o r h i g h e r s k i l l s EVERY DAY, as a r e s u l to f :

P

- E n g i n e e r i n g c h a n g es .- New mach ines .- New t y p e s of j o b s .


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Sessions Q u tl in e

S

e

min. )

- Promot ions . R e f e r e n- T r a n s f e r s- A l l k in ds o f new p ro duc t io n r equ i r e men t s .- SEVERAL MILLION p r e s e n t em pl oyee s wer et a k e n on d u r i n g t h e p a s t y e a r . Are t h e g

a l l working to s t a n d a r d ?Hundreds of t h o u s a n d s of NEW EMPLOYEES must

be t r a i n e d .An unknown number of DISPLACED EMPLOYEESi n n o n- e ss e g ti a l i n d u s t r i e s must b e t r a n s -f e r r e d t o a c t i v e war p r o d u c t i o n ;- must be t r a i n e d t o d o , i n many c a s e s ,

t o t a l l y d i f f e r e n t k i n d s of work.6 . WHY TRAINING I S VITAL t o e v e r y s u p e r v i s o r , Pa

eve ry exp er i enc ed employee . 47-- Do you have peo pl e f rom t h e s e groups i n

you r depa r tmen t?- "Are th ey ca us in g you any prob lems?"- D i s t r i b u t e PROBLEM SHEETS; e x p l a i n t h e s e P

a r e problems v o l un te e r ed by men l i k e them- .s e l v e s i n s e v e r a l h un dr ed war i n d u s t r i e s .

- Review sh e e t s wi t h two main qu es t i on s :( 1 ) Does t h i s g r o u p h a v e s i m i l a r p r o b l e m s ?( 2 ) " Coul d t h e s e p r ob l em s b e s o l v e d o rh e lp e d i f t h e work f o r c e were b e t t e rt r a i n e d ? "

- Br in g ou t CLEARLY t h a t a bo u t 80 pe r c e n to f pr ob le ms o f t h i s k i n d c a n b e s o l v e d o rh el pe d i f h e h a s a b e t t e r t r a i n e d workf o rc e . More and more o f th e "exper iencedemployee 's" j ob i s t r a i n i n g .


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Job Ins t ruc t ion P lan fo r W ar Product ion

min.

min.

- Competence as a GOOD TRAINING MAN is oneof the MOST IMPORTANT qualities of asupervisor Everyone can PERSONALLY gainmuch from this program.

7. HAT IS THIS PROGRAM?- TRAINING is a broad field, composed ofmany phases.- ONE PHASE only is to be discussed at these

sessions, namely:Job Instruction

orHow to get A man to do A job

correctly I P l a c e o nquickly blackboardconscientiously- Getting EACH man to do EACH job correctly,multiplied by all the men in the depart-ment, represents much of the ANSWER toWAR PRODUCTION.

11. DEMONSTRATE FAULTY INSTRUCTIONNOTE: U s e T H R E E dliflere,lt m em be rs ; 1 for te l l ing ,1 j o r d r o ~ r i r ~ g ,for correct i7lstructio7z.1. Intrcduction to "faulty instruction."

- "How do we get A man-NEW or EXPE-RIENCED to do A job?"- Make statements:

- "TELLING a man how to do a job mayhe an excellent means of instructionwhen used PROPERLY. But it has lim-itations-and much scrap and grief canresult from this method when usedalone. I

- "TO point out the limitations of TELL-

Refere

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Sessions Outl in e- " T h i s j o b i s o n ly an EXAMPLE. You

s h o u l d o b s e r v e i t i n t e r m s of YOUR R e f e r e nJOBS i n YOUR d e p a r t m e n t s . l1

I

- E x pl a in you a r e " t a k i n g a p a r t " t h e p r o ce s so f i n s t r u c t i o n a nd e xa m in in g e a ch p a r ts e p a r a t e l y .

- S e l e c t a member ne ar you: Do n o t as khim t o s t a n d . T ur n t o h im . A d d r es s himp e r s o n a l l y .

- "Do you know how t o t i e th e kno t ?" ( I fh e knows, t u r n t o a n o t h e r . )- "L e t me TELL you how t o t i e a f i r e under-w r i t e r s ' k n ot . L i s t e n c l o s e l y . "

N o te t o T m i n e r : P u t yo ur H A N D S I N Y O U RP O C K E T S : Ha ve wire in table drawer or yourpocket. D on 't have wir e in sight.2 . TELL t h e member how t o t i e t h e f i r e under - Pa

w r i t e r s ' k n o t , s l ow l y, a c c u r a t e l y , and I N 50DETAIL.-Then hand t h e member t h e c or d and as k

him t o t i e i t .-A f te r h e t r i e s t o t i e i t , t w i s t l o o s e

en d s ba ck t o g e t h e r a nd LAY WIRE O N THETABLE. Don' t h o l d i t o r f u s s w it h i t !

3 . P o i n t O u t :- F a i l u r e was NOT t h e member 's f a u l t-TELLING, a l o n e , i s NOT GOOD INSTRUCTION

-Most p e o p l e j u s t d o n ' t " g e t i t " t h rough" t e l l i n g . I

-Many o p e r a t i o n s a r e d i f f i c u l t t o de-s c r i b e i n w ords .


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-T hin gs seem " ~ o m p l i c a t e d ~ ~h e n l i s t e n - Re fe r e ni n g t o w o rd s.e

4,

h e r e

- I t ' s h a rd t o " t e l l " t h e r i g h t amountand know whether i t i s "g o in g o v e r . 1

-And many o t h e r r e a s o n s known by mosto f u s when we s t o p t o t h i nk o f i t .

m i n . )

-MUCH OF THE INSTRUCTION I N THE SHOP I STELLING-THOUSANDS OF WORKERS ARE BEINGTOLD AT THIS VERY MOMENT. HOW MANY OFTHEM REALLY UNDERSTAND?

- "T hi s k i n d o f i n s t r u c t i o n i s t h e r e a lcaus e o f some of t h e p rob lems on t h ep r o b l e m s h e e t . I

-Emphasize t h a t I F THE WORKER HASN'TLEARNED, THE INSTRUCTOR HASN'T TAUGHT.

4 . SHOWING i s another common means of instruc-t i o n i n t h e s hop .- I t a l s o i s an ex c e l l e n t method when used

p r o p e r l y . B u t i t a l s o h a s l i m i t a t io n s -and s e r i o u s o n es .

- E x pl a in a g a i n t h a t you a r e " t a k i n g a p a r tt h e p r o c e s s o f i n s t r u c t i o n an d e xam inin geach p a r t s e p a r a t e l y . '

-Turn t o a n o t h e r member n e a r you. Do no ta s k h i m t o s t a n d . A d dr es sh im p e r s o n a l l y .

-"Do you know how to t i e th e kno t?" ( I fh e knows, t u r n t o a n o t h e r . )

-"A gain t h i s s a mp l e j o b i s o n l y a n EXAMPLE.-"Think of i t i n t e r m s o f YOUR OWN JOB i nYOUR OWN DEPARTMENT."

5 . SHOW member how t o t i e t h e kn o t , by do in g i ton ce i n f r o n t o f hi m.

ATOTE: BE SITREhe sees i t 13ACIl'TTrARDS.DON' T EXPLL4IN--REMAIF i l BSOL UTE-LY SILEN 7'.

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Sessions OutlineNOTE: If he t i es i t , bu t bac lmards , th i s i s jus t Referena s use fu l as though he fai led to t ie i t . I f by chancehe t ic s i t cor rect ly , co m p l i m en t h i m , a n d t u r n toanotl'ccr.m e m b c r .After member completes trial, untie knot,twist loose ends back together and LAYWIRE ON THE TABLE. Don't hold it or fusswith it.

6. Point Out:- Failure was not the member's fault.- SHOWING, alone, is NOT GOOD INSTRUCTION.- He saw the knot tied backwards.- Even when seeing a job from the properangle, most people don't "get it."- Most of us just "copy motions"; this

doesn't mean we understand.- Many motions are hard to copy.- "Tricky points" are missed.- We don't know what to look for.- We can't translate what we see into

what we should a.- COUNTLESS THOUSANDS OF EMPLOYEES ARE

BEING SHOWN HOW TO DO THEIR JOBS ATTHIS VERY MOMENT. HOW MANY OF THEMUNDERSTAND?

- "This kind of instruction is the real causeof some of the problems we saw on theproblem sheet.


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Job instruction Plan for War Production7 . P o i n t o u t : R e f e r e n- Men can l e a r n t h e i r j o b s w i t h enough

" t e l l i n g a nd sh ow in g, " but :II

- These a r e n o t SURE afidDEPENDABLE m ethods.- T here i s a SURE and DEPENDABLE method t h a t

works EVERY TIME, i f i t i s b u t a p p l i e d .- T h i s m ethod r e p r e s e n t s t h e o u tg r o wt h o f

2 5 y e a r s o f t e s t i n t h e s h o p s o f t h e c ou nt ry .I4 , - I t was f o rm u la t ed by p r a c t i c a l i n d u s t r i a lh r . men .h e r e - I t i s b e i n g made a v a i l a b l e t o a l l wari n d u s t r i e s .

111. DEMONSTRATE CORRECT INSTRUCTION.)

Announce :1 . "We a r e now go in g t o ' t a k e a look a t T t h e

c o r r e c t ' s u r e - f i r e ' m et ho d. "I E xp la in s e t t i n g"I w i l l b e a ' l e a d man' i n an e l e c t r i c a l

s h o p . T h i s man h a s b ee n i n t h e l a b o r g an gf o r s e v e r a l m on th s. He h a s b ee n t r a n s f e r r e dt o my gr ou p. I ' m go ing t o make an a s sem ble ro f e l e c t r i c a l equipm ent o u t o f h im . I ' ma l l o w i n g m y se lf 5 d a ys i n which t o d o i t . Hei s g o in g t o l e a r n t h e f i r s t p a r t o f h i s newwork-the, f i r e u n d er w ri t er s ' knot-now . I

3. S e l e c t a no t he r member, and have him come upi n f r o n t o f t h e g roup .A s k g r o u p a g a i n t o n o t e t h e m e t h o d o f i n s t r u c -t&, NOT t h e jo b of knot t y i n g .

4 . GIVE CORRECT INSTRUCTION.NOTE: A l l yo u r f'ollo wing wo r k d ep en d s u p o n

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Sessions Outline

4h r .

h e r e

min. )

-F ollo w t h e FOUR BASIC STEPS.

-Do a c om pl et e, c o r r e c t i n s t r u c t i n g j o b i nt h i s d e m o n s t r a t i o n . Make EACH of t h e FOURSTEPS s t a n d o u t c l e a r l y an d d i s t i n c t l y .Make t h e ke y p o i n t s s t a n d o u t .

5 . STRESS t h a t t h e s u c c e s s f u l i n s t r u c t i o n f o l -lowed a d e f i n i t e b u t s i mp l e p l a n .

6 . E s t a b l i s h t h e FOUR BASIC STEPS-Draw o u t by b r i e f d i s c u s s i o n w ha t t h e

i n s t r u c t o r d i d i n e ac h s t e p .

ATOTE: T o tlrc c7xtent y o u ca n , ciie cxnm ples f r o myou r o z i : ~xperience to 7 '11ustmt~ome of the pointsa s y o u p u t t h e m o n th e bo ar d.- L i s t s u bh e ad s f o r S t e p I f i r s t , t he n t h e

S t e p . Do t h e same f o r t h e . o t h e r 3 s t e p s .F ol lo w t h e "How t o I n s t r u c t " c a r d . G ete v e r y p o i n t on t h e b oa r d .

- Di sc us s b r i e f l y WHY e a c h s u b p o i n t c a n n o tb e l e f t o u t , a nd WHY i t i s a p a r t o f ap a r t i c u l a r s t e p a nd n o t o f a n o th e r .

- S t r e s s : I F THE WORKER HASN'T LEARNED,THE INSTRUCTOR HASN'T TAUGHT.

N O T E : b+'ollouvkg a re t l ~O U R STEPS to beplaced o n tllc hotrrd.STEP I . PREPARE t h e w o r k e r.

P ut h im a t e a s e .S t a t e t h e j o b and f i n d o u t w ha t h e

a l r e a d y knows a b ou t i t .G et him i n t e r e s t e d i n l e a r n i n gj o b .

R e f e r e


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I lastruct ion Plan fo r W a r P r o d u c t i o n

J.h r .

min.h e re

STEP 1 1 .

STEP I11

STEP IV.

PRESENT t h e o p e r a t i o n . R e f e r e nT e l l , show, a nd i l l u s t r a t e oneIMPORTANT STEP a t a t i m e .

S t r e s s e ac h KEY POINT.I n s t r u c t c l e a r l y , c om p le te ly , and

p a t i e n t l y , b u t n o more t h a n h ec a n m a s t e r .

TRY OUT pe rfo rmance .Have him do t h e job -co rre ct

e r r o r s .Have him e x p l a i n each KEY POINT

t o you a s he d o e s t h e j o b a g a i n .Make su r e he und er s t a nd s .C on tin ue u n t i l YOU know HE knows.FOLLOW UP.Put him on h i s own. D e s i g na t e t o

whom he go es f o r he l p .Check f r eq ue n t l y . Encourageques-

t i o n s .T ap er o f f e x t r a c o a c h i n g a nd c l o s e

fol low-up.

in.

J.

I V . CONCLUDING THE SESSION1 . D i s t r i b u t e "How t o I n s t r u c t 1 ' c a r d s .2 . E x pl a in t h a t t h e f o l l o w i n g s e s s i o n s w i l l b e

d e v o te d t o " l e a r n i n g by d o in g " i n w hic h e ac hm e m b e r w i l l b e g i v e n o p p o r t u n i t y f o r p r a c t i c ei n a c t u a l i n s t r u c t i o n .

3 . C a l l f o r two v o l u n t ee r s ( t h r e e i f t h e r e i sl i k e l i h o o d o f a b s en ce ) t o p u t on i n s t r u c t i n gd e m o n s t r a t i o n s a t t h e n e x t s e s s i o n .- Ask t h e s e v o l u n t e e r s t o r emain a f t e r t h e

s e s s io n f o r f u r t h e r d i r e c t i o n s .4 . I f t i m e p e r m i t s , a s k t h e r e m a in i n g members

t o s t a t e t h e jo bs t h ey w i l l " b r i n g i n " a t t h el a t e r s e s s i o n s . ( O f t e n t h i s whole q u e st io ncan b e s e t t l e d a t t h e e nd o f S e s s i o n I s o t h a to n l y a r e v ie w o f j o b s c h os e n i s needed a t t h ec l o s e of S e s si o n 1 1 . )


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Sessions Out l ine6 . D i sc us s t h e f o l l o w i ng p o i n t s w i t h t h e v o l- Re fe r e nu n te e r s a f t e r t h e s e s s io n i s c l o s e d :

T e l l them t o i n s t r u c t j u s t as t h e y n c r -m a l l y w ould on t h e j o b , u s i n g t h e 4 s t e p sa s b e s t t h e y c a n, b u t w i t ho u t an y s p e c i a lp r e p a r a t i o n .E x p l a i n - t h e i r d e m o n s t r a t i o n s a r e ONLYt o HELP YOU b r i n g o u t c o n v i n ci n g l y t h eno rm al m i s t a k e s most EVERYONE mak es , s oy o u c a n " p u t o v e r " t h e " g e t r e a d y " p o i n t s .T e l l them t o e x p e c t m a n y t e c h n i c a l c r i t i -c is m s. T hes e a r e j u s t " p a r t o f t h e pro-gram" - & p e r so n a l i n a ny way.Choose a n a c t u a l j o b t h a t c a n b e b r o u g hti n t o t h e m ee ti ng - no t r i c k s o r p u z zl e s .Choose a SMALL UNIT t h a t c a n b e don e i n1 0 t o 1 5 m i n u t e s . However, i f t h e vo lu n-t e e r s a r e i n c l i n e d t o choose t o o l on gj o b s , l e t them d o s o . T h i s w i l l p r o v i d ea good p o i n t f o r you t o comment upon a tt h e n e x t s e s s i o n . (Of c o u r s e , b e p re -p a re d t o STOP e a c h of t h e d e mo n s t r a t i o n sa t t h e e nd o f 1 5 m i n ut e s t o a v o i d t a k i n gup t o o much t i m e i n t h e n e x t s e s s i o n . )Have them b r i n g i n a l l n e c es s a r y t o o l s ,e q uip me n t, a n d su p p l i e s .

E xp la in a g a i n t h a t t he y a r e " p a r t o f t h es t a n d a r d program " t o b r i n g o u t somep o i n t s . Thank them f o r h e l p i n g you - andth e p ro g ra m.


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Sessions OutlineSession I 1

FORE th e S es s i on s t a r t s :Be t h e r e 1 5 mi nu te s ahe ad of t im e. Wr i te t h e FOUR STEPS (w i t h sh e a d s ) on t h e b l a ck b o ar d . Ee s u r e t h a t c h a i r s a r e a r ra n g ed a roa t a b l e . I f no t a b l e i s a v a i l a b l e have c h a i r s a r ra n g ed i n as h a p e . Have a s u p p l y o f j o b b reak do wn s h e e t s , sample comple ted bredowns and time t a b l e , some b l a nk s h e e t s , a nd s e v e r a l p i e c e s o f w i

I . OPENING t h e S e s s i o n .)

1. G re et g ro up , e x p r e ss i ng g r a t i f i c a t i o n a tt h e i r i n t e r e s t i n i mproving WAR PRODUCTIONI1 th ro ugh b e t t e r JOB INSTRUCTIO!.J, a s e v i -d en ce d b y t h e i r p r e s e n c e .

2 . Ey a p p r o p r i a t e rem ark s c r e a t e INFORMAL AT-MOSPHERE and p u t GROUP AT EASE.

3 . Review f i r s t s e s s i o n b r i e f l y .4 . Emphas ize keynote :

I F THE WORKER HASN'T LEARNED, THE INSTRUC-TOR HASN'T TAUGHT.

I I T . VOLUNTEER INSTRUCTION DEMONSTRATIONS/ 1 . Announce t h a t , f o r th e FIRST h ou r , t h e FOURS T E P S o f i n s t r u c t i n g w i l l be demonst r a t e d--by two gro up members. who w i l l i n s t r u c to t h e r members how t o do new jo b s .

R e f e r e n


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Sessions Outline

h e r e

2 .m in . )

- E x p l a i n t h a t t h e s e v o l u n t e e r de mo nstr a- R e f e r e nt i o n s a r e NOT e x p ec t e d t o be p e r f e c t ,t h a t t h e y a r e p ut on t o b r i n g o u t somef un da me nt al p o i n t s t o b e d i s c u s s e d a t t h i ss e s s i o n .

- Askmembers t o t a k e t h e i r l ' H o w t o I n s t r u c t "c a r d s a n d n o t e how n e a r l y t h e s a mp l e jo b-i n s t r u c t i o n s f o l lo w t h e c o r r e c t p ro ce du re .

Ask f o r a v o l u n te e r t o b e t h e " l e a r n e r " f o rt h e f i r s t j o b .- Be s u r e t h e " l ea r n e r " doe s NOT a l r e a d y

know t h e j o b .

N O T E : K E E P C L E A R L Y I N M I N D W H A TY O U A R E L O O K I N G F OR :- Y o u are seeking to /lave members P R O V E T OT H E M S E L V E S t hat i ns tr uc ti on o n the job c un

only be done properly when instructors G E TR E A D Y to inst ruc t . T he sole purpose ofthese tw o de mo ns tr at io ns i s t o S E L L T H EN E E D A N D N E C E S S I T Y that Supervisorsdo de f in i te p lanning BEFORE ins truc t ing .Jot down 011 a breakdown sheet, steps and keypoints as nearly as you can catch them as thedemonstrat ion i s put on.LO O K F O R these points, in particulur, during thedemo?~stration:

- W a s the instructor 's att itude toward the m a nconstructive?(D on 't loo/,: or anythin g m ore in Step I at th isstage of the program. I t is n' t the point y ou


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J ob I n s t r u c t i o n P l a n for War Production

- I N STEP I T : R e f e r e nI,OOI< F O R COAIPT,I?TLCNEASAS, C L E A R -N E S S , t r n d O R 4 1 E R L Y P R E S E N T A T I O N . P

- List s teps and key points in STEP I I so thatkey points chcckcd in STEP 111 u:ill appeardirectly oppositc the m o n the page. U se formshown o n page 66.- I,envc blan k sp ocm where the irzstrzcction i s

[ hazy " or something cl pp cu ~s o be onzitted.- Xote places whew tire instructor "back trcrc/;cd,"or brought in new ideas at the "zc3rong pl trw,or ">~nzpecl about" fr om o;:c point to cinotl~cr.

(IS"I'EP IT i.s THE most important stcp tolook trt lo bring out the ? z e d or brcakd owr is.)

L O O K F O R C O M P L E T E N E S S O F C H E C K ,a d H O W E L HE POINl 'rYC H E C K E D . P O LL O W E D THE P011Y?'SP R E S E N T E D .- Li s t X'cy points i n Step 111 opposite ihosebrought out in S tep 11, to the extent they canbe "matclzed 7cp" at all.- Look for neu) idct ls prcscnted in S t ep I I I thatwere olniticd i j i S tc p I I .


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Sessions O u tl in e- I N XTEP IV:ime

a b l e

h e r e

- Did the instructor designate somcoue to whomthe worke r should go for help ?

I

Do n't look for more in this step. Y o u are o nl ytrying to csiablish the nccd for job breakdowns.( E n d of note to Tr ain er .)

min. )3 . COMMENT on t h e De m on s t ra t i on :

II!Ii1jI4

a . Ask t h e v o l u n t e e r : Do you t h i n k y o u ri n s t r u c t i o n would h ave b een b e t t e r i f y ouhad had more t ime t o p l a n?

b . Ask t h e gr ou p t o comment on t h e derfion-s t r a t i c n s .IVOTE: Don'l expect the comments to be par-ticulrtrly hel pju l jor your purpo se.

c . E r i n g o u t t h e d i s c r e p a n c i e s , e r r o r s , a ndom is s io ns you have obs e r ved w hich t heym i s s e d .

- P o i n t o u t t h a t t h e j o b w a s " - too b ig "f o r one u n i t , i f s uc h w a s t h e c a s e .

- B r in g o u t any t r a d e o r t e c h n i c a l t erm st h a t w ere u s e d, b ut n o t e x p l a i n e d .

- P o i n t o u t l a c k o f o r d e r l y p r e s e n t a t i o n .- ASK THE "LEARNER" QUESTIONS O N POINTS

THAT WERE NOT MADE CLEAR BY THE I N -STRUCTOR.

d. E x pl ai n a g e i n t h a t t h e v o l u n t e e r was gocde no ug h t o " g i v e u s a p i c t u r e o f how wer e a l l y i n s t r u c t on t h e j ob . " E x p la i n t h a th e knew y o u r p u r p o s e i n a d v a n c e , a n d t h a tyo ur comments were SOLELY t o b r i n g o u tt h e PROELEMS an d FAULTS i n i c s t r u c t i o n .

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Job ins t ruc t ion P l an fo r a r P roduction4 . C a l l on th e SECOND vo lu n t ee r and hand le t h i s Referen

d e m o n s t r a t i o n i n t h e same way a s t h e f or me rone .

)e

5 . CONCLUDE t h a t j obs mus t be " t hou ght th rough"more c a r e f u l l y , b e f o r e i n s t r u c t i n g ,

V

- We " th i nk " we know a j o b when we re a l l yd o n ' t .

min. )

- We KNOW I T SO WELL t h a t we o v e r l o o k t h ep o i n t s t h a t "stump" t h e l e a r n e r .

h e r e

rnin. )

- We o f t e n KNOW I T SO WELL t h a t we d o n ' tPLAN how t o p u t i t o ve r t o a n o t h e r .

- T he se w e a kn e s se s , u n f o r t u n a t e l y , a r e a l-m o s t u n i v e r s a l .

- They a r e t y p i c a l o f most o f t h e i n s t r u c -t i o n i n t h e s ho p a t t h i s v e ry m i nu te .

- These de m on st ra t i on s were p ro ba bl y BETTERt h a n t h e i n s t r u c t i o n b e i n g g i ve n th rou gh -o u t i n d u s t r y .

- Thank v o l u n t e e r s a g a i n f o r h a v i n g h e lp e db r i n g o u t t h e s e p o i n t s .

- Conclude w i t h , "We need more t ha n j u s t t h ef o u r s t e p s t o g e t j o bs ' o v e r ' t o w orke r s . "

111. WHAT a n i n s t r u c t o r sh o ul d do t o GET READY t oi n s t r u c t .1 . Ask members t o t u r n t o t h e "How t o Get Ready' '

s i d e o f t h e c a r d .2 . Read t h e f i r s t G e t Ready p o i n t "Have a Time

T a b l e . "

N O T E : Don't claborutc. Ex p l u i n t ha t t h i s po in twil l be discussed fu l ly during the next sess ion.


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Sessions Ors the

3 . Read t h e ne xt Get Ready po i n t , "Break down Referet h e j o b . "- Announce t h a t f o r t h e nex t hour t h e g roupw i l l work on j o b breakdowns. Th is "g etready" p o i n t r e q u i r e s s p e c i a l a t t e n t i o n .

- The two volunteer demonstra t ions wouldhave been b e t t e r had breakdowns been made.4 . S t r e s s a s t h ey ap pl y any o r a l l o f t h e f ol low-i n g :

- The i n s t r u c t o r s w ou ld n' t have t r i e d t o p u tover too much.- The informat ion would have been presentedmore c l ea r ly .- The i n s t r u c t o r wouldn ' t have "jumpeda b ou t " f ro m o ne p o i n t t o a n o t h e r .- The " c r i t i c a l " o r l l im p or t an t fl o r "key"points would have been made c lear .- ( o r whatever p o i n t s s h ou l d b e s t r e s s e d )- Co n cl u d ewi t h , "Lack o f c l e a r l y o r g a n i z i n gt h e j o b i n o n e ' s mind i s t h e r e a s o n f o rp o o r i n s t r u c t i o n , s c r a p , a c c i d e n t s , d e -l a y s , m i s t a k e s , d i s c o u r a g e d wo rk er s , i nf a c t a l l o f t h e p r o bl ems on t h e s h e e t w elooked a t a t t h e l a s t s e s s i o n . "

5 . Bre ak down t h e f i r e u n d e r w r i t e r s ' k n o t .a . H e r e ' s a qu ick s im pl e way t o make abreakdown.b . E xp la in t h a t h e r e i s what y ou d i d t o g e tt h e f i r e u n de r wr i te r s ' k not c l e a r i n y ou rm i n d b e f o r e i n s t r u c t i n g .

N O T E : P a s s o u t b la n k B r e a k d o w n S he et s a n dexp l a i n h ea d i n g s , i mp o r t a n t s t ep s , a n d key


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c . Take w i r e a n d go t o t h e b o a r d .- W r i t e down h e a d i n g s PART a nd OPERATION.

F i l l i n .

- Do t h e f i r s t i m po r ta n t s t e p , t h e n w r i t ei t on th e boa rd .- Do t h e se co nd i m p o r t a n t s t e p , w r i t e i t

down, and s o on thr ou gh .

- Then Lie t h e k no t a g a i n , s t e p by s t e p ,b r i n g i n g o u t e ac h k e y p o i n t . A sk yo ur -s e l f a lo ud t h e t h r e e q u e s t io n s f o r ea chs t e p a nd an sw er t hem y o u r s e l f .

d . E s t a b l i s h t h e breakdown on t h e bo a r d i nnumbered s teps as f o l l o w s :

Par t : Twis ted LampCord-- - - - --

I m p o r t a n t S t e p s( 1 ) Untwist and

s t r a i g h t e n( 2 ) Make r . h .

1 op( 3 ) Make 1 . h .

1 op( 4 ) Put end througl-

l o o p( 5 ) P u l l t a u t

O p er a ti o n: T i e F i r eUnderwr i te rs ' Knot

Keg P o i n t s6 i n c h e s .

i n f r o n t o f mains t r and .p u l l t o w a r d y o u .

u n d e r s t u b .b e h in d main s t r a n d .

ends even , kno tsnug.

R e f e r e


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e . D i s c us s t h e b re ak do wn . R e f e r e n- Purpose i s t o :- c ov e r e v e r y c o n ce i v ab l e s t e p , p o i n t ,

m otion o r p r e c a u t i o n .- o r w r i t e a d e s c r i p t i o n of t h e o per a-

t i o n .- o r p r ov id e i n s t r u c t i o n s h e e t s f o r

employees .- Purpose IS t o :- h e l p o r g a ni z e t h e o p e ra t io n i n t h ei n s t r u c t o r ' s mind.- b e s u r e o f t h e on e b e s t way t h e

o p e r a t o r s h o u l d do t h e j o b .- I t i s j u s t "a n o t e f r om o u r s e l v e s t o

o u r s e l v e s .

6 . What is a n " I m p o r t a n t S t e p . "a . An i m p o r t a n t s t e p i s a l o g i c a l s eg me nt o f

t h e o p e r a t i o n when s c m e t h i n g h a pp e ns t oADVANCE t h e work.F or ex am ple , i n p u t t i n g a b l a d e i n a h ack-saw :- "Take ho l d o f t h e w ing nu t " i s NOT as t e ~ o r t h n o t i n g as a r emi nde r .- "Screw down wing nut" is a s t e p , b u t

n o t an i m p o rt a n t s t e p .- " A dj u st t h e t e n s i o n 1 ' i s t h e IMPORTANT

STEP.- " A d j u s t in g t h e t e n s i o n " i s t h e r e a lt h i n g t h a t h a pp en s. I t i s u n n e c e s s a r yt o go i n t o g r e a t e r d e t a i l .


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J Q ~nstruction Plan for War ProductionT he se br ea kd ow ns a r e h a i r - s p l i t t i n g Refe renm ic r o -m ot i ons tud ies . ~ h e y a r e j u s t ~ 1 ~ -PLE, COMMON SENSE rem in de rs o f what i sr e a l l y i m p o rt a nt t o "p ut o ve r" i n a j o b .

b . Read t o t h e g ro up p a r t o f t h i s p o s s i b l ed e t a i l e d d e s c r i p t i o n of numbered s t e p so f t h e k no t o p e r a t i o n as a means of show-in g l a t e r how s im ple b reakdown reminder scan b e . S t r e s s t h a t t h e se a r e all t h es t e p s , n o t j u s t t h e i mp or ta nt s t e p s .S t e p s i n Ty in g F i r e U n d e rw r it e r s' Knot( 1 ) P i c k u p w i r e .( 2 ) Hold wi th l e f t hand, between thumband f i r s t f i n g e r , 6 i n c h e s f r o m t h e

end .( 3 ) Untwis t l o os e ends , fo rming a V .( 4 ) S t r a i g h t e n l o o s e e n ds b et we en thumband f i r s t f i n g e r of t h e r i g h t h and.( 5 ) Hold wir e a t t h e be gi n ni n g o f t h e V .( 6 ) Take t h e r igh t-hand lo os e end wi th

r i g h t hand, making c lock-wise lo op ,b r i n g in g l o o s e end a c r o s s i n f r o n to f t h e main s t r a n d .NOTE: Usu a l ly th i s i s far enough toread .S ee t h a t l o o p is a b o u t 1 i n ch i nd i am e te r and s t u b p ro t r u d es t o l e f to f m ain s t r a n d a b o u t 2 i n c h e s . H o l dt h e w i re a t t h e j u n ct i o n o f t h e l o opa nd t h e m ain s t r a n d .Take o t h e r l o o s e e n d w i t h r i g h t h an d.

( 9 ) Make cou nte r-c loc kwi se l o op . Tomake t h i s l o o p , p u l l w i r e f o r wa r d ,p a s s i t u n d er n e at h s t u b , b e h i n d m a i ns t r a n d .


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Sessions Outline

a b l e(11) Hold ends ev en ly be tween thumb and

f i r s t f i n g e r o f r i g h t h and . R e f e r e--( 1 2 ) P u l l k no t t a u t( 1 3 ) S h a pe k n o t b et we en thumb a n d f i r s t

f i n g e r of l e f t hand a s i t i s p u l l e dt a u t .- P o i n t o u t t h a t t h e r e were 13 s t e p s a nd

163 words i n t h i s d e t a i l e d d e s c r i p t i o n ,a n d o n l y 5 i m po r ta n t s t e p s a n d 36 wordsi n t h e b r i e f , c o r r e c t breakdown. Thei n s t r u c t o r m ight u s e t h e f u l l 1 6 3 wordsi n e x p l a i n i n g t h e knot-or 200 o r 3 0 0.But t o GET STRAIGHT I N HIS OWN MINDj u s t what t h e o p e r a t io n i s , t h e 3 6 w o r d sa r e a l l h e n e e d s .

7. What i s a "Key PointT1?-Review q u i c k l y .- L ar ge p o r t i o n o f e v e r y j o b i s e a s y t o

l e a r n .- I t i s t h e 5 o r 1 0 p e r c e n t t h a t r e p r e s e n t s

t h e " ha rd " o r " t r i c k y " p a r t s . T he se re-q u i r e t h e time t o l e a r n- r e pr e s en t t h er e a l s k i l l n e c e s sa ry .

- "Key p o i n t " was t h e t e r m c h o s e n t o r e p r e -s e n t w h a t e v e r i s t h e " key" t o d o i n g as t e p p r o p e r l y .

- Key p o i n t s mean, i n t h e i r o r d e r o f i m -p o r t a n c e :( a ) T ho se t h i n g s t h a t "make o r b r e ak " t h e

j o b .( b ) H a za r ds ( i n many j o b s t h e s e r a n k

f i r s t ) .( c ) Thingsthatmaketheworkeasierto do-


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a b l eI

- Key p o i n t s d o n o t mean e v e ry c o n c e iv a b le R e f e r et h i n g t h a t i s t o b e w a tc h ed , o r wh ic hmight go wrong. The re i s no need t o got h a t f a r i n t o d e t a i l .Knowing what key paints are and how to pickthem out quickly and e ad y i s perhaps t h eWBANT single thing in Job in-struction.

Examples of ke y p o i n t s ( c i t e a s a p p r o p r i a t e ) :- "F ee l . " When p u t t i n g a micrometer on a

p i e c e o f s t o c k , t h e k ey p o i n t i s "howt ig ht 1! - a m a t t e r o f " f e e l . "

- "Knack. " When r i v e t i n g , a n im p o r t a n tp o i n t i s t o know when t o remove t h e pneu-m a t i c r i v e t e r . The "key" t o t h i s p o i n t ist o l i s t e n t o t h e r i v e t i n g . The scund w i l lch ang z when t h e p i e c e s a r e s o l i d l yt o g e t h e r .

- " Ti ni ng a nd p l a c i n g o f h e a t . " When weld-i n g t h e r e a r e , among o t h e r s , two m ain k eyp o i n t s : (1 ) a p p l y t h e f la me ah ea d o f t h ev:eld and ( 2 ) g e t t h e me ta l t h e r i g h t h e z t ,a m a t t e r o f o b s e r v i n g t h e c o l o r an d behav-i o r o f t h e u ,e ta l .- "Hazsrd . " V!hen u s i n g a k n i f e , a k ey p o i n ti s t o " c u t away f rom y o u . " When l i f t i n g al o a d w i t h a n o v e r he a d c r a n e , a k ey p o i n ti s t o p u l l t h e c h a i n s o r c a b le s up t a u t ,t h e n h e s i t a t e f o r a moment t o c he ck t h eh i t c h e s , b e fo r e l i f t i n g t h e l o a d .

- "Specia l . mot ion . " When ca tc h i ng h o t ro dss h o ot i n g o u t o f r o l l i n g m i l l s , t h e k e yp o i n t i s t o s w i ng q u i c k l y t h e f l o w i n g ro di n an a r c eway f rs m you b e f o r e i n s e r t i n gt h e end i n t h e n ex t s e t of r o l l s .

- " S p e c i a l ~ p f o r m a t i o g . " On some k i n d s o fe l e c t r i c a l w i r i n g t h e key p o i n t i s t oa t t a c h t h e i d e n t i f i e d n e ga t i ve w i r e t o t h e


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Sessions Outline

"Knack i n j u d g i n g s o u n d . " I n m i n e s, the R e f e r e ns t r e n g t h a nd s a f e t y o f t h e r oo f i s d e t e r -ab le1h r . 5

)

mined b y t a p p i n g t h e r o o f r o ck w i t h a s t e e lb a r . The " sound" as t h e b a r s t r i k e s t h er o of t e l l s t h e s t o r y . J ud gi ng t h e soundi s t h e k e y p o i n t .

8 . B re a k down on t h e b o a r d o n e o f t h e v o l u n t e e rd e m o n s tr a t io n job s-the s i m p l e r one f i r s t .in. )Use t h e f o l l o w i n g p r o c e d u r e :

H el p him i d e n t i f y t h e p a r t a nd o p e r a t i o nand have h im w r i t e i t on h i s b reakdowns h e e t . (You w r i t e i t o n b l a c k b o a r d . )Have him s t a r t d o i n g t h e j o b .

When t h e j o b h as been advanced ( t h ef i r s t i m po rt an t s t e p ) have him t e l lyou what was do ne . Have him w r i t et h e f i r s t i mp or ta nt s t e p on h i s break-down s h e e t . (You w r i t e i t on board . )

C o n t in u e sarne p r o c e d u r e u n t i l u n i t i sc o m p l e t e .Have him d o t h e f i r s t i m p o rt an t s t e pa g a i n , a nd a s k h i m s e l f t h e t h r e e key-p o i n t q u e s t i o n s .

Have him w r i t e t h e k e y p o i n t s on h i sbreakdown. (You w r i t e them on bo a rd . )I f h e s eems t o b e m i ss in g d e t a i l s t h a ta r e k e y p o i n t s , "smoke o u t " w i t h s u c hq u e s t i o n s as :

Does i t make a n y d i f f e r e n c e i f- - - - ?What would happen i f ' . - - - - ?Why d i d you - - - - ?

C on ti nu e u n t i l a l l t h e i m p o rt a nt s t e p sa r e f i n i s h e d .


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9 . B re ak down t h e o t h e r v o l u n t e e r j o b . Referen10. summarize:

- Make c l e a r t h e d i f f e r e n c e b e tw e en a STEPand a KEY POINT.

I - Make c l e a r t h a t FEW WORDS a r e r e q u i r e d .- Make c l e a r t h a t b reakdowns can be done

EASILY and QUICKLY a f t e r a l i t t l ep r a c t i c e .

11. S t r e s s v a l u e o f " b r e a k i ng down" o p e r a t i o n son w hich t h e y i n s t r u c t .D i s t r i b u t e sam ple j ob breakdowns and t ime Pat a b l e . 56

I Discuss Samples 3 and 3 A .I S t r e s s :I Everyone sh ou ld make h i s own breakdowns.A c t u a l l y do t h e j o b .L i s t t h e i mp or ta nt s t e p s .F i nd t h e k ey p o i n t s

What makes o r b re aks t h e job?I n j u r e s t h e w orker?Knacks t h a t make t h e work e a s i e rt o do?- Breakdown s h e e t s a r e NOT t o be g i ve n t o

w or ke rs . They a r e f o r t h e i n s t r u c t o r ' sown u s e i n CLARIFYING and ORGANIZING h i sown t h i n k i n g a b o u t t h e j o b .


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Sessions Outline-

a b l eI V . Have Ev er yt hi ng Ready and t h e Work Pl a ce A r - R e f e r e nr a n g e d .

.L

1 . R e f e r g r o u p t o "How t o g e t r e a d y" s i d e o ft h e c a r d .min. )

h r .

2 . Read t h e l a s t two " g e t r e a dy " p o i n t s , "Havee v e r y t h i n g r e a dy " a nd "Have t h e work p l a c ep r o p e r l y a r ra n g ed . "

h e r e )

min. )

P o i n t o u t- Tha t t h e f or eman , leadman, exp e r i enc edworker s h o u l d SET THE RIGHT EXAMPLE f o re v e r y w o rk e r .

- M a k es h if t t o o l s s h o u l d n o t b e u s e d .- A p o l o gi e s f o r u s i n g wrong e q ui p me n t h u r ta w or k er ' s r e s pe c t f o r h i s l e a d e r .- Lack o f m a t e r i a l s o r " f o r g e t t i n g f 1 some-t h i n g makes f o r po o r work s t a n d a r d s .- P o o rl y a r ra n g e d b en ch , o r c l u t t e r e d u pt o o l c h e s t , o r d es k p i l e d w i th pa p e r s , o rany s i n g l e t h i n g t h a t i s wrong s e t s a p o o rexample t o employees.

3 . D is cu s s t h e above p o i n t s b r i e f l y , p o i n t i n go u t t h a t :- T h es e a r e well-known f a i l u r e s .- Not hin g new i n them.- OFTEN OVERLOOKED, ho wever, b e c a u s e th e y

a p p e a r s m a l l a n d u n i m p o r t a n t .- We s h o u l d ne v e r b e s o b us y t h a t we c a n ' tSET THE RIGHT EXAMPLE f o r e mployees .- T h a t ' s what fo remen, l eadmen, and in -s t r u c t o r s a r e on t h e i r j o b s t o d o .

V. SUMMARY and d i s c u s s i o n o f NEXT SESSION.1 . S ummarize t h e " g e t r ea dy " p o i n t s by s t r e s s -i n g t h a t t h e y s h o u l d and c a n b e d on e q u i c k l y .


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Job Imstruct ioe~Plan for a r Prodwctiom2 . R e f e r t o "How t o I n ~ t r u c t ~ ~a r d s , p o i n t i n g

o u t t h a t t h e t w o s i d e s o u t l i n e t h e WHOLE R e f e r e nJ ob I n s t r u c t i o n p l a n .

3 . Each member, inc lu d in g t h e two vo l un te e r sa t t h i s s e s s i o n , sh ou ld s e l e c t a SIMPLE JOBf r o m t h o s e h e a c t u a l l y s u p e rv i s e s a n d b e p re-p a re d t o " pu t i t over" a t t h e n ex t s e s s i o n .

I

a . Announce t h a t a s many members w i l l dem-o n s t r a t e i n s t r u c t i o n a t t h e ne xt s e s s i o na s t im e w i l l p er mi t , and t h e r e s t a t t h ef o l lo w i n g s e s s i o n s .

b . Have each member s t a t e t h e j ob he i n t ~ n d st o u se a s h i s p r a c t i c e d em o ns tr at io n.

- I f j o b s e l e c t e d i s t o o b i g a j o b f o rs imp le demons t ra t i on , he lp member t os e l e c t a s i m p l e r j o b .

- Each member s hou ld p l an t o u se a j o bt h a t w i l l consune no more than a 15-min u te p e r io d .

- E ach sh o u ld b r in g a l l n e c e s s a r y t o o l saxid su p p l i e s t o p ro v id e f o r a mple "p ra c-t i c e " i n S t e p 111.

c . Be s u r e each member und ers tan ds t h a t t h ec oi np le te , c o r r e c t i n s t r u c t i o n pr oc e du rei s now expected, i . e . :

- The fo u r "ge t- re ad y" p o in t s , p a r t i c u -l a r l y t h e j o b b rea kd own. Make c l e a r :Each member s h o u l d b r i n g h i s COMPLETEDbreakdown sheet .


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Sessions Outline4 . C l o s e m ee t in g w i t h BRIEF' "SALES" STATEMENT Referen

on pe r s on a l adva n tag es o f becoming good- i n s t r u c t o r s .a . The f o l l oi vi ng p r a c t i c e a nd d r i l l s e s -

s i o n s w i l l e n a b l e them t o " g e t t h e f e e lo f t h e i n s t r u c t i n g t o o l s . "

b . P r a c t i c e w i l l d e v e l o p i n them t h e c o r -r e c t i n s t r u c t i n g h a b i t s s o t h a t e f f e c t i v ei n s t r u c t i n g m ethods w i l l "come na tura l"t o them .

h r s .) 5. Adjou rn mee t ing p rompt ly a t s c h e d u l e d t i m e .


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essionsSession I 1

ORE t h e S e s s i o n s t a t s :Be t h e r e a h e a d o f t i m e . Have a s u p p l y o f br ea kd ow n s h e e t s f o r y o u r sand

)

a l l members. Have c h a i r s a r r a n g e d p r o p e r l yI . OPENING t h e S es s io n . Re fe re n

1. R e v i e w b r i e f l y :- FOUR t h i n g s n eGessary t o GET READY t oi n s t r u c t , p a r t i c u l a r l y t h e J o b Breakdown.

- FOUR BASIC STEPS o f i n s t r u c t i o n .11. Pr e s e n t Time Ta b le .

1 . Now t h e gr ou p w i l l wo rk w i th t h e f i r s t " g e tready " i t em on t h e card-"Have a Time T a b l e . I- R e f e r t o p r e v i o u s m e n ti o n o f Time T a bl e i n

S e s s i o n 11.2 . D i s c u s s q u i c k l y :- How nu ch s k i l l s h o u l d t h e w or k e rs h a v e ?- By what date?- S o t h a t t h e t r a i n i n g o f w or ke rs c an be

done by PLAN and n o t by ACCIDENT.- WHO s h o u ld be t r a i n e d ?- f o r WHICH jo b ?- by WHAT d a t e ?

3. Here i s a Q U I C K , EASY way t o make a t r a i n i n gtime t a b l e f o r y ou r f o r c e .- D i s t r i b u t e b la nk s h e e t s o f p a pe r- Go t o th e boar d . Bu i l d up th e form-do

n o t a s k g r ou p t o d i s c us s - - pr e s e nt i t .- D r a w c h a r t l i n e s q u i c k l y o n t h e b oa rd . P


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Sessions Outline

1II

I

- " H e r e a r e a few o p e r a t i o n s f o r w hi ch o ne R e f e r es u p e r v i s o r i s r e s p o n s i b l e . L e t ' s u s ethem t o i l l u s t r a t e how t o make a TIMETABLE. "

- "Your jobs w i l l be d i f f e r e n t , o f c o ur s e .The i d e a works ou t t h e same eve r yw here ,however . I

4 . F i l l i n a t t h e 'iop c f s h e e t a nd e x p l a i np u r p o s e .- The s u p e r v i s o r ' s n a ~ e - G i l l S mi th- T h e s u p e r v i s o r ' s d e p a r t m e n t - M a c h i n i n g .- T h e d a t e - - - - 2/1/44.

5. " Ne s t , B i l l Sm ith f i l l e d in t h e j ~ b s n h i sd e pa r tm e nt a c r o s s t h e t o p . nlhey wereDRILL, BORE, REAhI, FACE, TAPER-TURN, BiiRRa n d BURNISH." ( P l a c e i n t i m e t a b l e . )- " I n t h i s c a s e E i l l ' s w ork er s did. a VARIETY

of t h i n g s . He l i s t e d t h e j o b s h i s w or ke rsd i d .- " I r h i s w o r ke rs ha d a l l done - the SAME t h i n g ,his h e a d i n g s would k a v e b ee n l i s t e d b y:

- ' l e v e l s o f s k i l l 1 o r- t y p e s o f m a c h i n e s v .- "F or i n s t a n c e , if t h e w o r k e r s we re c o re -

maker s i n a f o u n d r y , t h e j 05 hea din gs maybe l i s t e d 2s ' s n a l l c o r em a k e r, 'mediumc o r e m a k e r , ' l a r g e c o re m ak e r, ' a n d ' h e l p -e r s ' .

- " O r i f t h e d e p a r t m e n t d i d o n l y t a p p i n g , t h el i s t i n g may b e by m a ch i ne s. Fo r example ,'Boyce , ' 'Ba kew ell No. 1 , 'Has i r ins , e - t c . '

6 . Then pu t t h e w or ke r s ' names down t h e l e f tside-"Whi t e " "Nolan, I ' "Black , " " J o n e s , ""Green , " "Brown, " a n d " R i l e y . "

7 . "Th en, B i l l Sm it h c he ck ed o f f t h e j o i s e a c hw o rk e r c o u l d d o . '


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Job Instruct ion Pl an for W ar Pro

8 . "Next , B i l l r ev ie we d :he t i m e t a b l e t o s e e i ft h e r e mere any u r g e n t t r a i n i n g ne ed s i n h i sd e p a r t m e n t .- " F i r s t h e r ev ie we d t h e l i s t o f w or ke rs f o r

p o s s i b l e c ha ng es by:s e p a r a t i o n s ,p ro m o t io n s ,t r n n s f e r s , e t c- " I n t h i s c a s e h e knew B la c k was s c h e d u l e d

f o r i n d u c t i o n March 1 and made a n o t e o fi t on t h e s i d e . " ( F i l l i n "March 1, In-d u c t i o n , " s e e Time T a b l e . )- "Then he review ed th e l i s t o f w o rk e rs a g a i nfrom t h e a n g l e o f POOR PERFOWNCE asi n d i c a t e d by:

e xc es s r e j e c t s ,i n j u r i e s ,damage t o eq u ip m e nt , e t c .

- " B i l l f e l t h i s wo rk er s' p er fo rm an ce wass a t i s f a c t o r y ." F i n a l l y h e r ev ie w ed t h e j o b h e a d i n g s ,c o n s i d e r i n g :


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Sessions Butiine

a b l e- W he th er t h e r e w e re a n y c o n t e m p l a t e d

INCREASES i n p ro d u c t i o n . Re fe re n- " B i l l knew tha t a change was coming thro ugh

i n t h r e e we ek s t h a t wo uld r e q u i r e o ne moreman on t h e d r i l l i n g o p e r a t i o n s .

- "He h a d ' s p o t t e d ' two u r g e n t t r a i n i n gnee ds . Now he had t o make p la n s t o meetthem.

9 . " I n c o n s i d e r i n g WHO s h o u l d be t r a i n e d on-WHICH j o b , a n d by WHAT d a t e , B i l l d e c i d e dt h a t :- " R i l e y w a s t h e l o g i c a l m a n f o r t h e d r i l l i n g

jo b and he w ou ld have him t r a i n e d by Feb-r u a r y 2 0 . T h i s would h a ve R i l e y t r a i n e db e f o re t h e change t oo k p l a c e . " ( F i l l i nd a t e 2/20 i n Time T a b l e . )

- " B l a c k ' s i n d - u ct i o n w ou ld l e a v e him s h o r t aCman on Tsp er - tu r n in g . He s e l e c t e d Nolan

a s t h e l o g i c a l p e r so n a nd s e t Fe br ua ry 25a s t h e d ead l i n s f o r t r a i n i n g him. " ( F i l li n d a t e 2 /25 . )

1 0 . Review q u i c k l y t h e p r o c e d u r e f o r mak ing aT i x e T a b l e .- I d e n t i f y s h e e t - s u p e r v i s o r ' s n a ne , de-

p a r t m e n t , a n d d a t e .- L i s t j o b h e a d in g s

A v a r i e t y o f t h i n g s -- l i s t "j obs ."A l l t h e same t h i n g - - l i s t by " c l a s s i f i -c a t i o n s " o r " l e v e l s o f s k i l l , " "ma-.c h i n e s , " e t c .

- L i s t vzor ks rs ' names .- Check o f f j o b s .- S p o t t r a i n i n g n e e d s . Review l i s t o f :

Workers :


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Job lnstruet ion Plan for W a r Prodwetiow.

IIIiIiIiI!IIIIii11

J o b H e a d i n g s-- R e f e r e nM e e ti ng p r e s e n t p r o d u c t i o n q u o t a sC o n t em p l a te d i n c r e a s e s i n pr0duC-t i o n

- P l a n t o m eet n e e d s .- WHO s h o u l d be t r a i n e d

on WHICH j o bby WHAT d a t e

11. Summarize:- L e t ' s PLAN ou r t r a in ing - don ' t j u s t l e tt h e m l e a r n .

- When t h e "p r e s s u r e i s on" f o r p r o d u c t i o na n d men m us t l e a r n new s k i l l s you o f t e nh ~ a r : ~ p e r v i s c r s a y :

"Ii t a k e s t i n e . . . ' Is l A i o t o f n i s t a k e s a l wa y s h ap pe n . . . ""L et "em l e a r n , t h a t ' s %he o n ly t h i n gY OU can do . . . I 1

BUT-- The may t o g e t r e s u l t s i s t o d e t e r m i ~ e"HOW MUCH TINE"-then SHORTEN t h a t t im e ,

i f p o s s i b l e , th ro ug h INTENSIVE INSTRUC-TION. Do n' t b e c o n t e n t with-"IT TAKESTIME. "

- Time t a b l a s a r e e a s y t o make. One c a n b ep u t t o g e t h e r i n 1 0 t o 1 5 m in ut es .

- They c a n b e r e v i s e d a n d b r o u g h t u p t o d a t ei n f i v e m in u te s .- Time t a b l e s s h o u l d b e r e v ie w ed w he n ev e ra n yc ha ng es a r e coming i n p e r s o n n e l , d e s i g n ,o u t pu t , q u a n t i t y , o r a n y t h i n g t h a t m ig hti n d i c a t e t r a i n i c g i s n e ed e d t o k e e p p ro -d u c t i o n r o l l i n g .

- C on cl ud e by d r i v i n g home t h e t h o u g h t t h a tm en 's l i v e s a n d t h e wa r p r o d u c t i o n pro gra mde pe nd on good PLANNING, a nd t r a i n i n g i sno ex ce p t io n . W or ke rs mus t KNOW t h e i rjo bs b ef or e th e y can PRODUCE. I n t r a i n i n g


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Sessions Outline

me 12 . Have each s u pe r v i s o r s t a r t h i s own t im e R e f e r e ne t a b l e now.

1h e r em i n . )

C o a c h i n d i v i d u a l l y a s you c i r c u l a t e a ro un dt h e t a b l e .

S t o p a t en d o f t i m e l i m i t .Ask each t o b r in g h i s own comple t ed t imet a b l e t o t h e n ex t s e s s i o n .

11 1. E xp la in P r a c t i c e I n s t r u c t i o n .1 . Announce:- E ve ry on e sh o u l d p u t on h i s " t h i c k s k i n s '

becaus e eve r yone i s g o ing t o " d o h i s s t u f f "b e f o re t h e g ro up a nd i n v i t e c r i t i c i s m s ands u g g e s t i o n s .

2 . I t i s a r e a l advan t ag e t o each member t og e t t h e b e n e f i t of o t h e r s ' comments, i n athoroughly FRIENDLY and HELPFUL atmosphere.

3 . Ex pla in how de mo ns t r a t io ns and comments w i l lbe made.- R e f e r t o "How t o I n s t r u c t " c a r d s .- Exp la in t h a t members a r e now expe c t ed t o

f o l l o w t h e WHOLE PLAN-the FOUR GET-READYp o i n t s , a s we l l a s th e FOUR BASIC in s t r u c -t i o n s t e p s .- E x p l ai n t h a t you would l i k e t o l o o k o v e reach member's jo b breakdown sh e e t w hi leh e is i n s t r u c t i n g , j u s t t o s e e i f he h a s" caugh t t h e knack" o f b r ea k ing down aj 05-that you w i l l r e t u r n t h e s h e e t s a f t e reach demor i s t r e t i on .- Ask eachmember t o g e t h i s t o o l s , s u p p l i e s ,a n d work p l a c e a r r a c g e d j u s t a s h e w a n t s ,and t h a t a f t e r t h e i n s t r u c t i o n s t a r t s , anye r r o r s o r " fu mb le s1 ' w i l l be commentedupon.- Each member s h o u ld d e s c r i b e t h e SHOP

s e t t i n g of h i s j o b b e f o r e he s t a r t s ,

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Jo b I n s t r u c t i o n BBan fo r ar P r o d u ct i o n

5 min.

min .r e a cha nd

in. f o rs

- Whether man i s e x p e r i e n c e d , b e i n g R e f e r e nt r a n s f e r r e d , o r g r ee n .- Pass o r ~ tbla nk brecrkdown sheets. A s k mern-bers to jot d o w n ulhut t hr y ca n "catch" ofSY'EPLS a n d K131' P O I N T S .

I V . PRACTICE INSTRUCTION ( 3 )1 . C a l l u p o ne member t o p ut on h i s i n s t r u c t i n g

d e m o n s t r a t i o n .2 . C a l l f o r v o l u n t e e r t o s e r v e a s " l e a r n e r . "

N O T E : See that each rnernbcr serws as theL L learner" i n onc rlenzon.strntion. Se e that theL L lccvncr" does S O T Xnori1 lhc job, whereverpossible.

3. Ask t h e " i n s t r u c t o r " f o r h i s j o b b reakdowns h e e t .

4 . Have him c a r r y t h r o u g h h i s d e m o n s t r a t i o n .5 . Comment on t h e d m o n s t r a t i o n .- Use t h e s t a n d a r d p ro c e d u r e f o r c o ns t r uc -

t i v e l y c o mme n t i n g cn p r a c t i c e d e m o n s t r a -t i o n s .N O T E . I f " sp cc ia l i n s lr u c t i o i ~problems" ureinvolved, discus s .

6 . C al l up SECOND member- C o n t i n u e a s b e f o r e , e x c ep t g r a d u a l l y b emore e x a c t i n g i n a f r i e n d l y way.

- S t r e s s S T E T I11 more an d more. INSISTt h a t t h e l e a r n e r d o t h e j o b a n d EXPLAINt h e k ey p o i n t s .

.- S u g g e s t t h a t men ber u s e t h e f o l l o w i n g" l ea d -i n " o r o n e a c c o m p l i s h i n g t h e sam ep u r po s e , when h e a s k s t h e l e a r n e r t o doa n d e x p l a i n :"Some of u s f i n d i t e a s y t o cop y m o t i o n s.Th i s d o e s n ' t a l w a y s mean we u n d e r s t a n d .

Pa58

Pa67-


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Sessions O w t h e

41 h r .

min.h e r e )

min. )

Vh o u r sh e r e )

7 . C a l l on t h e THIRDmember f o r ad em on s t r a t i on . R e f e r e n- Become MOREANDhilOREEXACTINGin aFRIENCLYway.

- Have members s t r e s s STEP 11 1 . There i so n l y ONE ANSWER t o how much s t r e s s ani n s t r u c t o r s h o u l d g i v e STEP 1 1 1 ; n a me ly ,"CONTINUE UNTIL KNOW HE KNOWS. l1

V . SUMMING UP1 . Ha,ve g r oup t e l l you :

- The FOUR GET-READY p o i n t s .- The FGUR BASIC STEPS

2 . Sugge s t t o t h e members who have no t y e t p u ton t h e i r p r a c t i c e i n s t r u c t i n g d en on st ra -t i o n s t h a t t h e y re vi ew how t h e y p l a n t o GETREADY i n t h e l i g h t o f t h e c iemons t ra t ionst h e y h a v e w i t n e s s e d .- The more c a r e f u l l y t h e i n s t r u c t o r GETSREADY t h e b e t t e r t h e i n s t r u c t i n g j o b h e

w i l l d o .3. Make seine co mp li me nt ar y an d E3JSOURAGIN-G

STATERENTS ab ou t t h e de m o ns tr at io n s t h a thave b een g i v e n i n t h e s e s s i o n .

4 . P o i n t o u t thePERSONALvalue i n g e t t i n g o n e ' st h i n k i n g a b o ut t h e j o b P LANNED a n d ORGAN I Z ED .

5 . Adjourn t h e s e s s i o n pr om p tl y a t s c h e d u l edt ime .


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essionsSession 1V

EFORE t h e Se ss io n s t a r t s :Be th e r e ahead of t im e. Have a su ppl y of breakdown s h e e t s . Be s ut h e c h a i r s a r e a r r a n g e d p r o p e r l y . NEVER l e t a . c l as s ro o m" a t n op h e re d e v e l o p .

I . OPENING t h e S e s s i o n .1 . Ex pr es s g r a t i f i c a t i o n a t members' i n t e r e s t

i n WAR PRODUCTION a s e v i de nc e d b y t h e i r) p r e s e n c e .

2 . Have group TELL you:

I. - The FOUR GET-READY p o i n t s .

min.h e re

5 min . fo rach clem-

- The FOUR STEPS of i n s t r u c t i o n .3 . Review a g a i n t h e TINE TABLE.

- Have a member place a t i m e t a b l e o n b o a r da n d e x p l a i n .

- Go ove r a s many t ime t a b l e s as t ime w i l lp e rmi t .

4 . Continue PRACTICE INSTRUCTION ( 4 ) .- Have m'embers watch t h e i r "How- to- Ins t r u c t "c a r d s a s t h e d e m o ns t ra ti o ns a r e p u t o n .

- Havs them w r i t e down the imp or tan t s t e p sa nd ke y p o i n t s o f e a ch d e mo n s t r a t i o n onbreakdown shee t s .

5 . Use STANDARD PROCEDURE f o r comments. B e Pag


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Sessions But l ine--

h r . 55n . t o

min . )

0 T h e fo llowing special prob lems m a y be R e f e r e nbrozqht out at a n y crppropriate p.lnce in Sessions111,IV , or 1'.

6 . D i s c u s s t h r e e SPECIAL INSTRUCTION PROBLEMS P aen cou nte red i n many sho ps : 67

a . The LONG OFERATION.

How t o u s e t h e FOUR-STEP me thod on ano p e r a t i o n t h a t t a k e s 3 h o u r s o r p e rh a ps3 d a y s .

b . The NOISY SHOP.How t o u s e t h e FOUR-STEP me th od i n as hop w her e i t i s t o o no i sy t o h e a r .

c . P u t t i n g o v e r "FEEL."

How t o i n s t r u c t a man i n t h a t i m p o r t a n tt h i n g - " f e e l . " D em on st ra te t h i s p o i n tw i t h a v i s e , n u t and b o l t , m i cr om et er o rsome s imi lar example.

11. SUMMING UP .1 . R e s e l l t h e ADVANTAGES o f becoming a good Pa

i n s t r u c t o r . 70

2 . S t r e s s i m p o rt a n c e o f p r o d u c t i o n a n d accu-r ac y . P o i n t o u t t h a t t h e l i v e s o f t h e so l -d i e r s , s a i l o r s , a vi a to rs - -p eo ple j u s t l i k eour s e lves - depend up011 p e r f e c t l y o pe r a t i ngp a r t s o f a i r p l a n e s , t a nk s , s h i p s , g i n s .

3 . S t r e s s t h a t what t h e I n s t r u c t o r s a y s t o o rd o e s w i t h a workman doesn' t count -un lessi t s t i c k s . What s t i c k s i n t h e W orke r' smind i s t h e NET RESULT t h a t c o u n t s .


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min. )

hi-.)i.h r .

h e r e

)

essionsSession V

R e f e r e nI . OPENING t h e S e s s i o n .1 . Make appropr ia te remarks a t t h e b e g i n n i ng

o f t h i s , t h e l a s t s e s s i o n .

1 1 . PRACTICE DEMONSTRATIONS ( 3 )1 . Fo l lowing same p rocedu re as a t p r e v i o u s

d e m o n s t r a t i o n p e r i o d s , c o mp l et e t h e p r ac -t i c e demon s t r a t ion s o f r ema in ing members.Be more and more ex a c t i n g , i n a f r i e n d l yway. LET NO SIGNIFICANT ERROR GO UN-MENTIONED I N THESE LAST DEMONSTRATIONS.

SUMMING UP.-- -1 . E x p r e s s APPRECIATION f o r COOPERATION and

i n t e r e s t o f gr ou p.2 . Cal l f o r re mai ni ng QUESTIONS3 . R e s t a t e URSENT need f o r WAR PRODUCTION and

n e ed foi- h e l p i n g m i l l i o n s o f e m pl oy ee s i m -p ro ve t h e i r pe rf or ma nc e on t h e i r j o b s .

4 . Show sa v i ng s in b reak-in t im e , s c r a p , man-pow er, t o o l b r e ak a g e, e t c . (Use l a t e s tf i g u r e s a v a i l a b l e l o c a l l y . )

5 . R e c a l l t h e pro bl em s d i s c u s s e d by t h e g r o upi n t h e f i r s t s e s s i o n t h a t w r e g r o up e d in t op rob lems o f :

P r o d u ct i o n . S a f e t y .Q u a l i t y . P e rs o nn e l .

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Sessions O u t h e

1

a . Em phasize a g a i n t h a t t h e o n l y s u r e wagt h a t a n i n s t r u c t o r c an g r a d u a l l y work R e f e r eh im se l f ou t o f them i s t hr ou gh t r a i n i n g .Othe rwise he i s n o t h i n g b u t a " t r o u b l es h o o t e r , " d e a l i n g w i t h o ne e me rg en cya f t e r a n o t h e r , and n ev er g e t t i n g t h e nso lv ed -n ev er wo rk in g TOWARD t h e i r pe r-m a n e n t s o l u t i o n .

b . P o i n t o u t t h a t many s u p e r v i s o r s t h i n kt h ey d o n ' t "have t h e ti me " t o t r a i n .

c . Em phasize t h a t b y " t a k i n g t h e t i m e t ot r a i n , " t h e i n s t r u c t o r won ' t ha ve s omany t ine-consuming "eme rgenc ies"; t h a t

, t r a i n i n g i s t h e one " h a n d le , " a s i tw er e, t h a t a s u p e r v i s o r c an " t a k e h o l do f " a n d & somet,hinp, about.

6 . Urge co n s i s t e n t use o f t h e FOUR-STEP method.7.. C l e a r u p t h e f o l l o w i n g q u e s t i o n s t h a t may P ag

be i n s e v e r a l members ' minds, "JUST WHAT 72-7AM I TO DO ABOUT THIS?"a . I f t h e g rou p i s composed of l e a d men,

g an g b o s s e s , e x p e r i e n c e d o p e r a t o r s whop e r s o n a l l y i n s t r u c t w orkers :- Use t h i s FOUR-STEP method co n s t a n t l y

on t h e j ob-every t i me you "p as s ont h e know-how" t o a worker-every t imehe a s ks you a q u e s t i o n o r you c he ck h i swork.

b . I f t h e y a r e f orem en , i n s p e c t o r s , o r h ig h-er-rankingsupervisorswh odon't instructw o r k e r s p e r s o n a l 1y- --se t h i s method wi th your own assist-

a n t s e v t? ry t i m e y ou p u t o v e r a newi d e a , i s s u e a n o r d e r , o r check a man's8 7 0 r k .

- A r r a n g e f o r a l l y o ur s u b o r d i n a t e s u pe r -v i s o r s a nd a l l who i n s t r u c t w or ke rs i n


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Job Ins t ruct ion Plan for W a r Prodwctiora

a b l e- Encourage yo ur men t o u se t h i s FOUR- R e f e r e nSTEP method. A l l t h a t c a n b e d on e i n

1 0 h o u r s i s t o pu t " t o o l s " i n y o ur men'shan ds . You su p e r i n t en d en ts , foremer ,,and o t h e r s must s e e t h a t t h e t o o l s a r eu s e d .

I Fo r example you can :- Have each g r oup l e a de r b r ea k down t h r e eo p e r a t i o n s a week f o r a t i m e , a n dr e vi e w t h e b r e a k d o w n s w i t h h i s fo re ma n.

- A t r e g u l a r m ee t i n gs , i . e . , s t a f f meet-i n g s , p r o d uc t io n m e e t i n gs , e t c . , d i s -cu ss t h e us e b ei ng made of t h e FOURSTEPS.

J - A s you s e e su b fo re m e n, g r o u p l e a d e r s .h r . and o t h e r s i n t h e s h op , a s k t he m wh et he r

min. t h e y a r e u s i n g t h e p l a n .h e r e

8 . E xp la in t h a t i f t h e r e a r e ANY QUESTIONS o rPROBLEMS, members a r e t o g e t i n to u c h w it h

l low t h e i r s u p e r v i s o r s .min. )

G et e x p r e s s i o n o f g r o up as t o w he th e r t h emembers a r e p r e p ar e d t o a p p l y t h e s e i n s t r u c -t i o n p r i n c i p l e s c o r ~ s c i e n t i o u s l y as t h e i rp a r t i n t h e NATIONAL WAR PRODUCTION pro-gra m. To t h e e x t e n t t h a t i s a p p r o p r i a t e ,d ev el op t h i s i n t o a l i t t l e ceremony andPLEDGE on t h e p a r t of ea ch member t h a t hew i l l p u t t h e FOUR STEPS t o wor k.

10 . Wish group su cc es s and adj urn mec t i i l ~ .h r s .

h e r e 11. P a r t i ~ g h o t : I F THE WORKER HASN' T LEARNED,THE IIiSTXUCTOR HASN'T TAUGHT.


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The u s e o f t h i s m a t e r i a l i n t h eT r a i n i n g S e s s i o n s i s i n d i c a t e d byt h e m a r g in a l r e f e r e n c e nu mb er s.

The f o l l o w i n g m a t e r i a l i s p r e p a r e d as a s up pl em en t t o t h e i n f o r m a to vi de d i n t h e S e s s i o m O u t l i ne . These i l l u s t r a t i o n s and a d d i t i oi n t s a r e d e s i r a b l e t o u s e t o AMPLIFY and CLARIFY i t em s i n th e Ses s i

l i n e . I l l u s t r a t i o n s a n d s t o r i e s o f y ou r own d e a l i n g w i t h PRACTIPLICATION of i te ms p re se n t ed a r e ver y de s i r a b l e . XQ i t em i n t h e o

i s t o b e o m i t te d o r c ha ng ed , how ever. A m p l i f i c a t i o n a nd i l l u s t r a tsu ch it e m s OFJLY a r e i n o r d e r .

E s t a b l i s h i n g a n ini'or.%s: a t m o s p h ~ r e n d p u t t i n g a g r ou p o f p e o p l ee c a n no t b e a c c o n p l i s h e d b y s i m p l y ~ i a k i n g a s t a t e m e n t t h a t t h e y b e k s a

The n e n 5 e ~ s f ) o u r g ro u p a r e a p t t o b e u n ea s y m e a t a l l y a nd so newas t o why t h e y a r e p r e s e n t . I n many c a s e s t h e y p r o b a b l y wt o a t t e n d t h e m e et in g . They d i d n o t v o l u n t e e r .

The p e r s o n a l i m p r e s s i o n t h a t ycu make d u r i n g t h e f i r s t 5 o r 1 0 mi nua b i g f a c t o r because i f i t i s f a v o r a b l e i t makes t h e work e a s i e r t o c a. I f i t i s u n f a v o r a b l e , you must n ake c 3 2 s i d e r a b l e e f f o r t l a t e r t o ovxo t h i s i z p r e s s i o n .

Lei. t h e manner o f y m r d e l i v e r y , y ou r t o n e o f v o i c e show c l e a r l y tc a r e i n e a r n e s t , t h a t yo3 f e e l s t r o n g l y a b ou t t h e i mp or -t an ce o f t h e w od t h a t yo2 f u l l y r e s p e c t t h e p r e s e n t know ledge a n d e x p e r i e n c e of t h e g r o

e a r e some ide as f rom which you can work o u t t h e open ing t a l k .1 . E s t a b l i s h y o ur own i n d u s t r i a l b ac kg ro un d by b r i e f l y r e l a t

y o u r own i n d u s t r i a l c on ne ct io n- if t h i s i s done w h i l e w r i t i n gp r i n t i n g you r own name on t h e b la ck boa rd , you can s e t a p a t twhich each w i l l n a t u r a l l y f o l lo w.- Have e ac h man t h e n r e l a t e h i s own c o n n e c t i o n b r i e f l y , n o t

much t o g e t t h e i n fo rm a ,t io n , b u t t o s e t him a t e z s e s i n c e i ts om et hi ng t h a t he c an do c o r r e c t l y a nd e a s i l y .

- Have e a c h m a n p r i n t h i s n a m e an d d ep a r tm e n t ( o r company, i f s e v e


50/82

Job lnstruction Plan for War Prodsscctism

2. I f p l a n t r e g u l a t i o n s pe rm i t sm oking, t r a i n e r s may l i g h t a p i p ea c i g a r e t t e , t h u s s e t t i n g a n example o f i n f o r m a l i t y . Rememh o w e v e r , t h a t a p i p e o r a c i g a r e t t e c a n become a n u i s a n c e t o w hi l e t r y i n g t o t a l k o r w r i t e .- When you ha ve s e t t h e exa mpl s o f i n f o r m a l i t y , g e t r i d o f t h e p

o r c i g a r e t t e u n t i l l a t e r i n t h e s e s s i o n s w h e n i t w i l l no t i n t e r fw i t h c o n d u c t i n g t h e m e e t in g .

3 . Be s u r e t o p o i n t o u t t h a t w i t h t h e p r e s e n t b ac kg ro un d o f e x p e r i ewhich t h e g roup po ss e s se s , anyone would b~ b l u f f i n g who presumt o be a b l e t o improve t h e i r p r a c t i c e s o r t h e i r work ing s k i l l .- Your o n l y purpo se i s t o h e l p them t o make b e t t e r u s e o f w hat t

now know. They v e r e s e l e c t e d b e c a u s e o f t h e i r own s k i l l --x p e r i e n c e ; t h e y p r o b a b l y know more a b o u t t h a t t h a n a n y o tl i v i n g p er so n .- They c e r t a i n l y do kncw more abo ut i t than you do .

4 . Avoid c l a s s room a tmosphe re a s members a r e ma tu re and r e sa ny s u g g e s t i o n o f " sc h oo l t e a c h e r a nd s c h o o l boy" r e l a t i o n s h i pAvo id u s in g such t e rms as " c l a s s . '' " s t u d e n t , " "c la s s room," t e a c h e r . " S ay r a t h e r " gr ou p, " "worker o r l e a r n e r , " "get-tg e t h e r , " "meet ing , " " i n s t r u c t o r , " e t c . TRAINING i s a n o r m a l pof day-to--day su p er v is i on - o t s o me th in g " s p e c i a l " o r " a p a rThink an d speak o f a t r a i n i n g m ee t i ng as any o t h e r mee t ing coc e r n i n g PRODUCTION.

5 . T e l l th em you a r e g o i n g t o d i s c u s s s h op pr ob le m s- ju st as a groof sh op men-nothing high brow .- There w i l l b e a chance a c t u a l l y t o t r y o u t t h e i d e a s a nd p r a c t i c

c li sc us se d, a nd a c e r t i f i c a t e w i l l b e i s s u e d t o t h o s e who by fa , t t endance and r ea sonab ly good pe r fo rmance have qua l i f i edi n s t r u c t o r s .

6 . E x p la i n t h a t n o t s o l o n g ago you were "on t h e i r s i d e of t h e t a b lwhen you took t h i s t r a i n i n g y o u r s e l f . You know i t i s n o t to o d i fc u l t t o " g e t on t o " a nd have t r i e d i t o ut i n p r a c t i c e ; i t does woYour be ing in a p o s i t i o n " t o p a ss i t a long" i s g r a t i f y i n g . I t ir e a l p r i v i l e g e t o be t i e d up w i t h t h i s a c t i v i t y .


51/82

This I s a War ~f ProductionThe Uni t ed S t ak es i s s u p p l y i n g a n army o f o v e r 1 1 , 0 0 0 , 0 0 0 a n d p r o v i d

goods a l s o t o o u r a l l i e s . Ii i s n o t j u s t a q u e s t i on o f s u p p l i e s fo f f oo d, o f c l o t h

r e p l a c e w hat i s l o s t o r used u p.German equipment i s well-made. I t t a k e s much good equipment f o r

oo ps who en co un te r German t ro o ps .More and more equipment i s n eed ed i n t h e P a c i f i c .A s pro duc t ion needs moun t, p rod uc t ion p rob lems become more d i f f i cExper i enced men a r e be i ng d ra in ed ou t o f war p l a n t s . The p r o d uc

e and th e a b i l i t y o f new peop le who come i n t o p l a n t s now a r e ca n t l y l o w e r . And t h i s w i l l g e t w o r s e .

T r a i n i n g must t h e r e f o r e b e b e t t e r - i t must f i t t h e s e p e o p le i n t o pt i cn q ui c kl y s o t h a t t h e s t r ea m of q u a l i t y war goods does riot slow do

Why Training is Vital to Every Supervisor and ExperiemedD i s t r i b u t e a p r o b l e m s h e e t t o e ac h member, and g i v e a s h o r t e xp l a n a

i t s purpose , i . e . :- A q u i c k n e an s t o v i s u a l i z e j u s t where t r a i n i n g c a n h e l p r

edy common s h o p pr ob le ms .

- Not t r y i n g t o e x pl o re e v er y p o s s i b l e s i t u a t i o n where t r a i ncan be h e l p f u l . We w i l l l o o k a t a. sma.11 sample of c u r r e n t prlems. Maybe r,o one ha s of th os e shown on t h e l i s t . Maybh a s o t h e r s n o t l i s t e d h e r e . F or now, l e t u s thin!: a l i t t l e a bt ho se l i s t e d .

- Some o f th e i t e ms a r e beyond t he c on t r o l o f th e i nd iv id ua l mb er s ; o t h e r s a r e d i r e c t l y i n t h e i r c o n t r o l . Who i s r e s p o n s i b ln o t t h e q u e s t i o n . W h er e tr a in i .n g c a n h e l p i s the ONLYpurposen

Read eac h problem unde r "P rodu ct io n" and as k members t o p u t a ch


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Job hnstructisen Pian fo r ar Production

- E xp la in c a r e f u l l y : "T his i s n o t a n a t te m p t t o ' d i g i n t o ' o r ' ex poy o u r p r o b l e m s . I t i s SOLELYto de termine t h e u s e f u l n e s s of TRAING a s a p a r t of EVERY s u p e r v i s o r ' s j o b . "

Then re ad each problem unde r S a f e t y and fol l ow t h e same proc eda bo ve .

Do th e same f o r Q u a l i t y and Pers on nel .The v;hole pu rpose of t h e s h e e t i s t o s t i m u l a t e more s p e c i f i c t h i n k

r a i n i n g on t h e a c t u a l j o bs on which members are engaged.Taking a l i t t l e t ime now will give the members a b e t t e r s l a n t on

eque nt work of t h e i n s t r u c t i n g pr o ce d ur e s.Don't z r g u e o r c a r r y on any 1-cngthy ci iscu ssioris . The s o l e purposee of t k e s h e e t i s t o for,us s t t e n t i o n on s p e c i f i c a p p l i c a t i o n s w h

i n i n g can p r o f i t a b l y be u s ed .K e e p i n m i n d t h a t t h es e me n l i v e c 1 c s e i o t h e i r o v ;; ; n j o b s . I n t h e p r e ss

h i n g s a l l of u s l o s e s i g h t o f t h e f a c t t h a t l a c k of pr op er t r a i nu se s a l l the p r o b l e m s l i s t e d or? t h e problem s h e e ts and i n f a c t many mo

Also remind the members t h a t t he se d rag s on prod uct i on a r e of te n foers who have been on th e job lc ng enough t o he c l zs se d a s exp er ien cey z r e l i m i te d t o new o r y - e ?-3- men.

A f t e r c h e ck in g a;ld d i s cu s s j. n g t h e i t e m s l i s t e d on t h e s h e e t , mbers how many of t h e s e pm -t ic ul ar i te ms can he hel pe d by b e t t e r t r a i n

C lo se t h e d i s c u s s i o n w i th t h e d e f i n i t e c or lc lu sio n:- That about 80 p e r c e n t o f t h e s e p a r t i c u l a r s ho p p ro bl em s co u ld

s o l v e d o r a t L e as t he lp ed i f t h e s u p er v is o r had a b e t t e r t r a i nwork force.

- That i f a s u p e r v i s or r e a l l y wan ts t o t r a i n h i s p e op le , no one s t o p him. I f he do es n' t want t o t r a i ~ ?he n, no one can makeg i v e more t ha n " l i p s e r v i c e t v t o t r a i n i n g .


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Reference MaterialHERE ARE SOME PROBLEMS THAT

JOB INSTRUCTION TRAINING HAS HELPED SOLVEIN WAR PRODUCTION PLANTS

Do you haue any similar problems o n your job?0i o n P r o b 1 e . i ) ~ ~

veries delayed because of er ro rs and mistakes by men making the par ts.now the ir jobs.-ups in trucl.:ing service.rt s returned by other departments because they were not made right.ator s have special problems because of engineer ing changes.planning.difficulty in ge tti ng up to production on new type equipment.ive wea r and t ea r on equipment.

fe ty equipment not properly used.l not piled properly.or shop housekeeping.know safe ty rules.n't know haza rds of thei r jobs.et careless.or inj'uries not reported.

nspection s tandards.o much scrap or r e - w o ~ knd gauges not properly used.t fallowing specifications.much le ft to operator's judgment.

Iearc to otlicr p1a:its-couldn't "get the hang" of the job.nell and wornell l a ~ i ispericnce in mechanical things.ck interc:st in the work.wa nt tra~sfers- tli iii k the!. call "nlalie out" better on other jobs.aim to have good esp xi en ce but don't "con~ ehrough."o inuch ti me to get u p to production.wrong way.get experienced men any more.ing th e job.


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Job Instruction Plan for War Prsdwcti~nPointers on Making Faulty Demon~tra t iom

The p u r p o s e of p r e s en t i n g a f a u l t y i n s t r u c t i n g d em on st ra t i on i sc e t h e members of t h e g r o u p t h a t m e r e l y " t e l l i n g " o r "showingl

is s el do m good i n s t r u c t i o n .These s u g g e s t i o n s f o r p r e s e n t i n g a f a u l t y de mo ns t r a t io n of "Hour t o

f i r e u n d er w r i t e r s ' k no t" a r e t o su pp le me nt t h e mater ia l i n t h e S e s s iF i r s t , you must know how t o t i e t h e k no t y o u r s e l f a nd b e a b l ei t c l e a r l y . S ee d ia gr am .

B ef or e s t a r t i n g t h e f a u l t y d e mo n st r a t i o ns , b e s u r e t o u s e t h e " le ad -ia s c ov e r ed i n t h e S e s s i o n s O u t l i n e , a nd e ~ p h a s i z e h a t t h i s k n o t demi s o n l y i l l u s t r a t i v e - - a s i r i p l e job-- a nd s h o u l d b e a p p l i e d t o e

You m ust c a r r y o u t t h e s e d e m o n s t r a t i o n s w i t h a r e a l i z a t i o n t h a t ff i r s t o p e n i n g s t a t e m e n t e v e r y move you make h a s a d i s t i n c t a nd i mp o rtThe v h o l e aim i s t~ g e t t h e c o r r e c t i n s t r u c t i n g p ro ce du re und

o o d b y t h e m embers.You sh ou l d b e a wa re o f t h e p r o g r e s s i v e bu ild -u p i n t h i s f i r s t s e s s i oi s t o g e t i n t h e mind o f e a c h member:

F i r s t -a r e a l i z a t i o n o f t h e a c u t e need f o r t r a i n i n g on t h e j o b ;S ec on d- th e i m p o rt a n c e o f good i n s t r u c t i o n t o a s u p e r v i s o r ;T h i r d -some o f t h e w e ak n es s es we f a l l i n t o i n b r e a k in g - i n w o r k

( t e l l - s h o w a l o n e ) ;F ou rt h- th e i n s t r u c t i n g p r o c e s s w hi ch is s u r e - f i r e an d e a s i e r t o u

t ha n t h e o t h e r s .on " t e l l i n g " t o t i e t h e k n ot .

Speak s l o v l y a n d d i s t i n c t l y s o no c r i t i c i s m o f y o ur t e l l i n g c an bem a1 . Take a p i e c e o f o r d i n a r y t w i s t e d lamp c o r d .2 . I - I o l d i t v e r t i c a l l y w i t h y o ur l e f t h and , between t h e thumb an d f i

f i n g e r , 6 i n c h e s from t h e e n d .3 . U n tw i st t h e l o o s e e n d s , f o rm i ng a V4 . S t r a i g h t e n t h e l o o s e en ds between t h e thumb an d f i r s t f i n g e r o f t

r i g h t h a n d .


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Reference Material

7 . S e e t h a t t h i s l o o p i s a b 0 u t 1 i ~ ~ h i n d i a m e t e r a n d t h e s t u b p r ot o t h e l e f t o f t h e main s t r a n d a bo ut 2 i n c h e s . H ol d t h e w i rt h e j u n c t i o

twi_job_instruction_manual

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