TWI Training Within Industry

TWI Training Within IndustryLeveraging the role of supervisors and team leaders• Standardize work

• Increase productivity and quality

• Reduce training time

• Work safely

• Improve moral

• Solve problems

www.twi-trainingwithinindustry.com

partners in the leading network of TWI implementers


TWI, giving people the skills to succeedThe Training Within Industry (TWI) program aims to better support supervisors (team leaders, shift leaders and anyone leading others) in the performance of their daily responsibilities. In the TWI Method every skill consists of a standardized program in which supervisors learn this skill in their own organization. The TWI Method contains 3 J-programs: Job Instruction (JI), Job Relations (JR) and Job Methods (JM).

Learn by doingStudies show that the e� ectiveness and retention of training increases signi� cantly when the material is applied soon after instruction. Each training consist of � ve 2-hour sessions. After each session, the trainees return to the workplace to use the techniques learned and choose examples from daily practice to use in the training. The TWI programs follow a standardized four-step process that is simple, straight forward, and easy to implement. Small class sizes keep everyone involved en create an informal atmosphere. TWI Institute certi� ed trainers assure training is delivered to quality standards and that the TWI methodology is followed.

Training with immediate return on investment Companies invest in training to improve quality, delivery, cost, moral and safety. Typically, the return on investment is hard to measure and occurs long after completion. TWI is di� erent. Companies adopting the TWI program have noted unprecedented success including cost savings from productivity improvements, scrap and waste reduction, employee retention, and cost avoidance. The interrelationships of the classes provide a comprehensive solution to meeting needs of supervisors, team leaders, and other direct leaders. TWI Program Modules

Job Instruction training (JI)Job Instruction is the way to quickly train one person to do one job correctly, safely and conscientiously. This results in less scrap and rework, less mistakes and fewer accidents.During the training of � ve times two hours of theory, supervisors learn, according to their own exercise, the four steps of instructing and preparing and planning the training. Since every participant delivers one instruction and gets instructed once, supervisors exercise to implement the method in practice.The trainees learn to:• Focus on the learning process of the employee;• Making a standard (job breakdown) for training and a training schedule;• Step by step learning the method by practicing, observing and analyzing.After the training, speci� c follow-up steps are planned to put the instructions into practice and reduce variation in processes, to achieve better performance.

Job Relations training (JR)Good supervision means that the supervisor gets the people in the department to do what the supervisor needs done, when it should be done, and the way the supervisor needs it done, because they (employees) want to do it.

The training of � ve times two hours of theory teaches supervisors, based on their own practical cases, the basic principles of good leadership and applying the four-step method for handling problems. By exchanging experiences and practicing the method during the training, supervisors practice making the right choice to take action and to follow up. This aims to strengthen their relationship with the employees. The method focuses on understanding the situation and teaching supervisors to take appropriate action.

The emphasis is on:• Setting goals and following up the action.• Collecting facts from di� erent points of view.• Coming up with multiple solutions, to evaluate these later on the basis of certain

criteria.After the training the method will be secured in the organization by practicing in the work place. In addition to supervisors, also other managers are involved in the application of JR, so they can coach the supervisors in developing this skill.

Job Methods training (JM)JM teaches supervisors how to analyze and improve tasks in detail, in such a way that they will make the best use of the people, materials and machinery currently available.

Participants are taught how to break down jobs into their constituent operations. Every detail is questioned in a systematic manner to generate ideas for improvement. New methods are developed by eliminating, combining, rearranging, and simplifying steps in the process. Again, supervisors learn the method

through � ve times two hours of theory, so that afterwards they can apply in daily practice what they have learned.

They learn:• In detail describe the current work method and the

people, materials en machinery that are used;• Discuss all details of the current work method and see

opportunities for improvement;• Describe the new work method.After the training the method will be entered and secured in the organization by practicing at the shop � oor.

Coming up with multiple solutions, to evaluate these later on the basis of certain

After the training the method will be secured in the organization by practicing in the work place. In addition to supervisors, also other managers are involved in the application of JR, so they can coach the supervisors in developing this skill.

JM teaches supervisors how to analyze and improve tasks in detail, in

Operational Excellence

JobMethods

JobInstruction

JobRelations


If you want more information on how TWI can help your organization, please contact us:

TWI InstituteSuccessful since 1940 By years of experience in process optimization and the introduction of continuous improvement processes, we see many organizations struggle to maintain previously reached results. Again and again revitalizations are necessary to maintain the process. It often seems that continuous improvement stands far from daily practice as well. By supporting the supervisor in his or her daily work, the organization will become able to exploit creativity and knowledge of workers and remain successful. The TWI Institute aims to achieve this by sharing knowledge of successful implementations, organizing a common platform to share knowledge, and by training and supporting organizations in the use of the TWI methods.

Background• 1940: The original Training Within Industry (TWI) Program was in these years developed in

the U.S. and played an important role in boosting the industrial production to the level necessary to win the war. Through a train-the-trainer program, supervisors were taught to train and lead their people in the right way. Together with Deming’s studies on quality control, the TWI training played a key role in the successful post-war development of the Japanese industry.

• 1950: From this time Toyota used TWI to train its employees as part of the emerging Toyota Production System, the world’s � rst Lean Manufacturing Program. TWI is an integral element of today’s Lean Manufacturing and Kaizen strategies.

The TWI Methods complete Lean solutions by training supervisors in the skills they need to create a climate for change, improvement of methods and standardization of tasks.

• 2001: From this year the TWI Institute of the United States brought the program for supervisors into the spotlight again.

• 2013: From now on it is also possible to gain knowledge en exchange experiences on TWI though TWI Instituut Nederland BV and TWI Institut Deutschland GmbH.

TWI Instituut Nederland BVMercuriusweg 12-c4051 CV Ochten

T: +31 (0) 344 617 [email protected]

TWI Institut Deutschland GmbHAbendrothsweg 2620251 Hamburg

T: +49(0)151 525 [email protected]


TWI Training Within Industry

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