TWI 2019 NEILN - Purdue University Fort Wayne

TWI: Training Within IndustrySTEVE VOLZ

IVY TECH – NORTHEAST INDIANA LEAN NETWORK JANUARY 10, 2019

Introduction – Steve Volz

• Tier 1 Automotive Weather Strip Supplier • Aerospace/Industrial PTFE and Elastomer Seals• Fiberglass and Steel Entry Doors

Manufacturing Background

• TWI JI, JR, and JM• Six Sigma Black Belt• Lean Practitioner

Professional Certifications

AgendaWhat is TWI?◦ History

Tools for supervisors◦ Job Relations◦ Job Instructions◦ Job Methods

Practical 4-step method for problem-solvingTWI SuccessAdditional Resources

History of TWIStarted in the 1940s as a government program, carried out through the War Manpower Commission, to help train the workforce during WWII. Much of the labor force had shifted to military support during the war. Many industries were trying to keep up with wartime demand and had new and inexperienced labor entering the workforce. TWI was developed by industry experts as a systematic way to train front line Supervisors.

After the war General Douglas MacArthur introduced TWI to the Japanese as a way to help rebuild there industry after the war. Companies like Toyota, embraced TWI and utilized it’s principles within their improvement and people development strategies. The Toyota Production System is based on TWI.

1940-1945 Impact on Industry during WWII86% of companies increased production by at least 25%100% reduced training time by more than 25%

William Conover

Supervisor◦Anyone who is in charge of people or who directs the work of others.

◦A Supervisor gets results through people

Challenges a Supervisor Faces◦ Quality◦ Cost◦ Production◦ Problems◦ Training new employees◦ Employee engagement◦ Continuous improvement◦ Disciplinary action

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◦ Each “J” has a simple 4 step

method◦ Learn by doing on gemba◦ Repetition and practice◦ Training is multiplied

through the Supervisor

JR - Job Relations◦ Teaches supervisors how to develop and

maintain positive employee relations to prevent problems from happening and how to effectively resolve conflicts that arise.

◦ Focus is on building and maintaining positive relations. Good relations give you good results, poor relations give you poor results.

◦ People must be treated as individuals.

JR - 4 Step Method

JR - Example

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

Correctly, Safely, and Conscientiously

◦ Make 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

JI - 4 Step Method

JI - ToolsTraining Time Table Job Breakdown Sheet

JM - Job Methods◦ Utilizing materials, machines, and manpower more effectively by

observing and eliminating, combining, rearranging, and simplifying details of the job.

◦ A job breakdown is the staring point for all job methods improvement, list all the details.

◦ The success of any improvement depends on the ability to develop a questioning attitude. 5 W & 1 H

◦ Develop new methods and work out your ideas with others. Sell and try out ideas that improve the job.

JM - 4 Step Method

JM – Breakdown Sheet

PS - Problem Solving◦ Leverage the “J” Methods to solve problems

◦ Mechanical Problems - use JM

◦ People Problems Don’t know/Can’t do – use JI

◦ People Problems Don’t care/Won’t do – use JR

PS – 4 Step Method1) Isolate the problem2) Prepare for solution3) Correct the problem4) Check and evaluate results

4-Step Method – Which One To Choose?

TWI JI and JR Success at NiscoSituation:

NISCO has more than 1,000 employees at its Indiana facilities in Topeka and Bremen. Facing tough economic conditions in 2008–09, NISCO's leadership realized a formal training program was key to maintaining quality and safety standards and reducing turnover.

Solution:

Through the Purdue MEP Training Within Industry (TWI) program, NISCO was able to develop a more hands-on, new-hire orientation process.

Results:

The positive results were clear as NISCO's customer volumes increased during the second half of 2009 and the first quarter 2010, which led to the addition of 156 employees at Topeka and 178 employees at Bremen.

Overall training time for new hires was reduced by 67 percent.

Turnover rates improved by 52 percent.

“Our associates are the greatest assets to our business, and it's their knowledge and skill that will take us to the next level. By educating our workforce, becoming more involved in the training process, and encouraging follow-up and collaboration between departments, we're ensuring we will meet NISCO's current and future business needs.”

- Tony Baker, Topeka Plant Manager

https://mep.purdue.edu/client-successes/cooper-standard-formerly-nishikawa-standard/

TWI JI 4 Step Method Training Checklist

Benefits from utilizing TWI◦ Creates a culture of daily problem solvers that

can improve people, equipment, and process

◦ Sets a good foundation for continuous daily improvement

◦ Intentional new hire onboarding leads to better employee relations and engagement

◦ Many companies have decreased time for training by over 25%

◦ Break down large complex jobs into smaller tasks that can be taught and understood easier

Additional Resources and ReferencesWebsites:

https://twi-institute.org/

http://whatistwi.com/

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

Books: