Training Within Industry (TWI) - Why and What

Training Within Industry ( TWI ): History, Steps, Example and Why Use It

• TWI Origins: Developed in the 1940s during a time of war, TWI aimed to tackle the shortage of skilled workers by training supervisors and experienced operators to instruct, improve methods, and maintain good worker relations.

• Methodologies of TWI: Built on three core methodologies - Job Instruction, Job Methods, and Job Relations, later adding Job Safety, each targeting specific skills for supervisors to train and manage effectively.

• TWI Success Metrics: Through TWI implementation, notable outcomes were observed across various companies: increased production (86%), reduced training time (100%), lowered labor hours (88%), decreased scrap (55%), and minimized claims (100%).

• TWI Implementation and Impact: The example of B-17 airplane production showcased the effectiveness of TWI, leading to significant improvements in productivity, labor content, and cost reduction within a span of 32 months.

• TWI's Modern Relevance: Even after 70+ years, TWI remains relevant by addressing contemporary industry challenges such as labor flexibility, technology skills, standardization, and quality improvement, not only in manufacturing but also expanding into healthcare and other sectors.

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Who is TWI for?   Any Supervisor!   Why?

Training Within Industry's 5 Needs of a Good Supervisor

• Introduction to TWI: Steven Lutz introduces the Training Within Industry (TWI) concept, highlighting its relevance for supervisors across various roles, emphasizing the importance of identifying and addressing gaps in supervisor skills.
• Definition of Supervisor: Describes a supervisor as anyone in charge of people or directing work, spanning from CEOs to line operators, emphasizing the video's relevance for those overseeing others.
• Purpose of the Video: Clarifies that the video aims to introduce and review the five needs of a good supervisor within TWI.
• Identifying Workplace Problems: Discusses common problems affecting quality, production, and cost in workplaces, drawing parallels between historical problems and contemporary issues, setting the stage for addressing these challenges.
• The Five Needs of a Good Supervisor: Outlines the key elements essential for supervisors within TWI, namely:
  • Knowledge of the work
  • Knowledge of responsibilities
  • Skill in improving methods
  • Skill in leading
  • Skill in instructing

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And...

Training Within Industry is "The Missing Link in Lean"

• TWI is presented as a crucial element in Lean methodology, addressing issues such as poor training that might not be a root cause itself.
• Reasons for Poor Training:
  • Factors contributing to poor training include resource allocation, lack of standardized training, and absence of an accountability system.
• TWI's Focus and Impact:
  • TWI emphasizes growing leaders and promoting leadership, particularly at the supervisor level, highlighting the importance of standardized work and standardized training.
• Role of Job Instruction Training:
  • Job Instruction Training under TWI encourages a no-blame environment, attributing faults to the training system that needs improvement rather than individual faults.
• PDCA Model and Continuous Improvement:
  • Emphasizes the PDCA (Plan-Do-Check-Act) model as a continuous, ongoing process focused on actual versus expected results, involving both supervisors' responsibilities and continuous process improvement.

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Course Forward:

Would you like to share this knowledge with others in your organization?   Please visit our mini-course that can help your supervisors and trainers learn about TWI Job Instruction Training here:  https://www.beltcourse.com/job-instruction-trainer

And consider sharing it with them!