Intoduction of Training Within Industry (TWI)

Training within industries (TWI), rooted in training programs going back at least 100 years, is a well proven methodology that has long been a “hidden part of the toyota production system. Using TWI job-program (J-Program), people skilled in describing work, instructing work,and sustaining worker relations can develop and hold standart work.Inability to hold standart work is one of the mayor reason why lean initiatives stagnate instead of progressing on toward autonomous, daily improvement. TWI is being re-born in United States, and a few companies are beginning to show remarkable result from it.At beginning of world war II, quickly training “green” workers in skilled industrial jobs was high priority. To become rosie the riveter, Rosie needed to learn skill fast. TWI administratorsmcreated robust methods of training- three programs, each complete with a training manual that was exactly scripted-and that had been thoroughly tested in actual manufacturing plants. Each of the J-program was delivered in its standard and repeatable form to others who, in turn, repeated the process- delivered it in its standard and repeatable form.This train-the trainer approach quickly deployed instruction would have varying levels of experience.
1.Job Instruction(JI) was the TWI J-program rolled out first. Training was the most immediate need. The job instruction card, shown below, was directly based on Charles Allen’s 4 step training methode, woch dated from early in the 20th century. The objective of job instruction was to teach supervisors how to develop a well-trained work force. If they are skilled in instruction, supervisors can reduce defects, rejects,rework, accidents, and demage to tool and equipment.But if supervisors are not skilled in instruction, no matter how to knowledgeable or skilled they are in the work itself, they cannot not effectively pass it on to others. Human errors go unchecked and uncorrected. Job instruction teaches supervisors how to break down jobs for instrution. JI thus develops skill making work easy to understand.Step 1 emphasizes first preparing an operator to learn, followed by properly demonstrating work using a job breakdown wich identifies its important steps and key points. As trainees progress to performing trial runs, the intructor observes them;then tapers off coaching while continuing to follow up

HOW TO GET READY TO INSTRUCT
Have a Time table
How much skill you expect him to have, by what date
Breakdown a job
list importance step, pick out the key point (safety is always a key point )
have everything ready
The right equipment,materials and supplies
have workplace
Properly arranged
just as the worker will be expected to keep it

HOW TO INSTRUCT
Step 1-Prepare the Worker
put him at case
state the job and find out what he already knows about it.
Get him interested in learning the job
place in correct position
Step 2 -Present the operation
Tell show, and illustrate one IMPORTANT STEP at a time.
Stress each KEY POINT
instruct early,completely, and patiently, but nomore than he can master
Step3 – Try out performance
Have him do the job – correct errors
have him explain each KEY POINT
make sure be understand
continue until You Know He knows
Step 4 – Follow up
put him on his own. Designate to whom he goes for help
Check frequently, encourage question
Taper off extra coaching and close follow up

2.Job Methods (JM) rolled out next. JM helped supervisors produce grater quantities of quality product in less time, by making the best use available manpower, and material. This skill was necessary to improve the job wihout help from engineers or managers, and using only resources at hand, because wartime shortages could be severe. Job methods taught supervisors how to breakdown jobs into their constituent operations, questioning details and developing new methods by eliminating, combining,rearranging, and simplifying these detail. Does this sound like Kaizen? It is, although it was done mostly by supervisors and confined mostly to work station Kaizen, not work flow kaizen
3.Job Relation (JR) was the final J-Program. Job relation helped supervisors improve their ability to work with people and promoted teamwork. Supervisors that do not bring out the best in other people are ineffective. They need the cooperation of workers and others. Once they have job realtion skills, improves cooperation prevent some problem from occuring. And problems that do occur are resolved more effectively.Job realtion taught supervisors how to get the facts, weigh them carefully, make a decision, take action, and check result. Its basic principle include: providing constructive feedback, giving credit when due, telling people in advance about change that will affect them, making the best use of each persons ablity and earning the employee’s loyalty and cooperation, sound like ideals in a lean work culture too. During world war II, Training within industies made a big diffrence, about 16500 plants took part in TWI training, about 1.75 million people were trained and certified.most of them were the crucial few-technician in critical skill jobs and supervisors charged with making sure that others performed a huge amount of work properly

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