1

1090 Elm Street, Suite 202Rocky Hill, CT 06067

800.266.6672www.connstep.org

An Introduction toTraining Within Industry (TWI)

(Job Instruction)

John McCarrollAugust 23, 2016

2

Training Within Industry

The most underrated achievement of American 20th century industry

3

Created With a Purpose during WWII

“To help industry to help itself to get out more materials than had ever been thought possible, and at constantly accelerating speed.” - The Training Within Industry Final Report - 1945

4

5

6

“Without American production, the [allies]could never have won

the war.”

Joseph Stalin during a dinner at the Tehran Conference, 1943

7

TWI’s Impact on War ProductionOf the more than 600 companies monitored during WWII, they reported improvements of at least 25% due to TWI:

• 100% reduced training time

• 88% reduced labor hours

• 86% increased production

• 55% reduced scrap

• 100% reduced grievances

8

• 60% reduction in total hours per airplane

• Fly-a way’s increased from 75/mo in 1941 to 364/mo in 1944

• Cost $242,000 per plane in 1940 to cost of $139,254 in 1944

TWI’s Impact on the B-17 “Flying Fortress”

9

TWI’s Impact on Ship BuildingIn the Battle of Midway, both the US and the Japanese lost all but 2 aircraft carriers. In the 3 following years, until the end of WWII:

Japanese shipbuilders built 4 additional fleet carriers

During the same period, US shipbuilders added

• 24 Essex class “fleet” carriers• 9 Independence class “light” carriers• 122 “escort” carriers

10

11

12

TWI After WW II

• The TWI Service was terminated on September 19, 1945, 17 days after the formal surrender of Japan

• By the 1950’s, the United States had no rival for industrial output

• TWI was virtually abandoned in the United States but would be taught throughout Europe and Asia,

• Toyota Production System

13

Toyota and TWI“I have observed quite a few companies struggle with implementing standardized work, kaizen, and other items.

Often the short terms gains companies obtain fall away over time.

One direct reason why is that no proper plan was ever put in place to train people to the new method, and the JI technique provides the exact skill set required to do this work.

I can’t see how standardized work can function without JI in place underneath to support it in the long run.

Source: http://artoflean.com/documents/pdfs/Mr_Kato_Interview_on_TWI_and_TPS.pdf

For this reason I believe that Mr. Ohno would agree that TWI-JI had by far the biggest impact on TPS formulation.”

14

Freemont California - GM’s “worst” plant • Quality

• Productivity

• Safety

• Employee relations

• Turned over to Toyota in 1984 to run

15

In one year• Quality = best in GM history

• Equal to Toyota Takaoka

• Productivity = best in GM

• Close to Toyota Takaoka

• Same plant

• Same workforce

• Same union

• Different attitude

16

Why Now?

• Lack of skilled workers

• Rapidly changing technology

• Aging workforce

17

The Silver Tsunami

“As an aging workforce approaches retirement, employers must find ways to pass along older workers’ knowledge to younger or less experienced workers.”

- Dominic Cottone, The Leadership Conservatory, HR BLR.com, 04/01/10

18

Source: People & Profitability – NAM/Deloitte

19

Skills Gap

• Everyone agrees – there is a skills gap

• Exists now and will only get worse

• What are we doing about it?

20

The Original TWI “J” Programs

• Job Instruction

• Job Relations

• Job Methods

21

TWI Job Instruction Training

Job Instruction training is the way to teach aperson to quickly remember how to do a job:

• Correctly

• Safely

• Conscientiously

22

Job Instruction Training

Many other training methods exist

• Telling

• Showing

• Question & answer

• Documentation & testing

• Any combination of the above

None are as effective as TWI Job Instruction

23

The Fireman Underwriter’s Knot

24

Job Instruction 4-step Process

Prepare

Present

Continuous Improvement

Plan

DoCheck

ActFollow Up

Try Out

25

Job Breakdown Sheet

25

IMPORTANT STEPS KEY POINTS REASONS

A logical segment of the operation when something happens to

advance the work.

Anything in a step that might -1. Injure the worker2. Make or break the job3. Make the work easier to do,

i.e. “knack”, “trick”, bit of special information

Reasons for each key point

Untwist and straighten 6 inchesTo leave enough length for the next operation

Make a right loop In front of main strand The knot will not tie correctly

Make a left loop1. Pulling end toward you2. Under the stub3. Behind the main strand

1. It’s easier to do the next motion2. So the knot will tie correctly3. So the knot will tie correctly

Pass loose end through right loop

Pull taut1. Ends even2. Sliding loop down3. Firmly

1. So the knot will tie evenly2. To tie knot in correct position3. So it doesn’t come apart

26

27

The Job Instruction Motto

“If the person hasn’t learned,

the instructor hasn’t taught”

27

28

The Job Instruction Motto

“If the person hasn’t learned,

the instructor hasn’t taught”

28

29

Questions?