Table Of ContentLean Methods & Implementation / Lean Basics – Lean Classics G Second Edition
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Second Edition R
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THE TWI WORKBOOK N
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WORKBOOK
Essential Skills for Supervisors
“As you probably know, Robert Wrona has been the primary driving force
behind spreading the Training Within Industry (TWI) concepts in North Ameri- T
ca and around the globe for the past couple of decades, in conjunction with
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the TWI Institute. In Patrick Graupp you have, without a doubt, the finest TWI
master instructor in the English language around the world. The first edition E
of their workbook was of tremendous value, and the latest version is even
better....” T
—From the Foreword by Art Smalley, President, Art of Lean, Inc. W Essential
Following in the tradition of the Shingo Prize–winning first edition, The TWI I
Workbook: Essential Skills for Supervisors, Second Edition has been Skills for
completely updated to the latest terminology and practice. This edition includes W
revised forms and tools, as well as new examples that illustrate current day TWI
practice. O Supervisors
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Emphasizing the importance of accident and injury prevention, this edition
includes an entirely new section on Job Safety, a fourth TWI module that was K
developed in Japan using the identical TWI methodology of the original three
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programs introduced in the original work.
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In addition to a new chapter on the TWI problem-solving methodology, this
edition contains a new introduction with a more complete description of how O
TWI was reintroduced into American industry, including new information on
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ESCO-Syracuse and Toyota that was not available when the original book was
published.
Focusing on how the TWI skills create and support standardized work as the
foundation for Lean and continuous improvement, the book includes detailed
explanations on how to determine important steps and find key points that lead
the way to standard work. A new section on making a balanced breakdown has
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also been added, with new examples of Job Instruction breakdowns. The book E
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also features a new conclusion that compares the historical role of TWI with what O
companies today are experiencing using the TWI methodology N
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Patrick Graupp
K24692
ISBN 978-1-4987-0396-3
90000 Robert J. Wrona
9 781498 703963
Second Edition
THE TWI
WORKBOOK
Essential
Skills for
Supervisors
Second Edition
THE TWI
WORKBOOK
Essential
Skills for
Supervisors
Patrick Graupp
Robert J. Wrona
Boca Raton London New York
CRC Press is an imprint of the
Taylor & Francis Group, an informa business
A PRODUCTIV ITY PRESS BOOK
CRC Press
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© 2016 by Taylor & Francis Group, LLC
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No claim to original U.S. Government works
Version Date: 20151023
International Standard Book Number-13: 978-1-4987-0400-7 (eBook - PDF)
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To the memory of all the people associated with the creation and
administration of the TWI program during World War II, especially the
trainers who so diligently delivered these programs to companies across the
United States and made such a profound contribution to the war effort.
Contents
Foreword ..........................................................................................................xv
Acknowledgments .........................................................................................xix
About the Authors .........................................................................................xxi
Introduction .................................................................................................xxiii
SeCtion i tWi FUnDAMentALS
1 Role of TWI at Toyota ........................................................................3
Early Struggles of Toyota ...................................................................................5
Rolling Out the Toyota Production System: 1950–1973 ................................7
Impact of the 1973 Oil Crisis .........................................................................7
Role of TWI in the Toyota Production System .................................................8
Advice from Mr. Kato on How to Use TWI in Lean .....................................9
TWI: The Missing Link to Lean .......................................................................10
2 Fundamentals of the TWI Program ................................................. 11
Five Needs Model .............................................................................................11
Common Trait: J Program’s Four-Step Methods ..............................................13
Common Trait: Learn by Doing .......................................................................15
Common Trait: Training Session Format ..........................................................16
Training Manuals: A Standardized Methodology for Delivering Training ......17
Identifying Roles and Responsibilities in the TWI Programs ..........................17
SeCtion ii JoB inStRUCtion
3 Four Steps of Job Instruction .......................................................... 21
Workforce Instruction: Two Ineffective Methods ............................................22
Showing Alone .............................................................................................23
Telling Alone ................................................................................................24
Using the JI Four-Step Method ........................................................................26
Fire Underwriter’s Knot Demonstration ......................................................26
Step 1: Prepare the Worker ..............................................................................33
Detail 1: Put the Person at Ease ..................................................................33
Detail 2: State the Job ..................................................................................34
vii
viii ◾ Contents
Detail 3: Find Out What the Person Already Knows ..................................34
Detail 4: Get the Person Interested in Learning the Job ............................35
Detail 5: Place the Person in the Correct Position ......................................35
Step 2: Present the Operation ..........................................................................36
Detail 1: Tell, Show, and Illustrate One Important Step at a Time ............36
Detail 2: Do It Again, Stressing Key Points .................................................37
Detail 3: Do It Again, Stating Reasons for Key Points ................................37
Caution Point: Instruct Clearly, Completely, and Patiently, but
Don’t Give Them More Information than They Can Master at
One Time ................................................................................................ 38
Step 3: Try Out Performance ...........................................................................39
Detail 1: Have the Person Do the Job—Correct Errors ..............................39
Detail 2: Have the Person Explain Each Important Step to You as
He or She Does the Job Again ....................................................................40
Detail 3: Have the Person Explain Each Key Point to You as He
or She Does the Job Again ..........................................................................40
Detail 4: Have the Person Explain Reasons for Key Points
to You as He or She Does the Job Again ....................................................41
Caution Point: Make Sure the Person Understands ....................................41
Caution Point: Continue until You Know They Know ...............................41
Step 4: Follow Up ............................................................................................42
Detail 1: Put the Person on His or Her Own ..............................................43
Detail 2: Designate Who the Person Goes to for Help ...............................43
Detail 3: Check on the Person Frequently ..................................................43
Detail 4: Encourage Questions ....................................................................43
Detail 5: Taper Off Extra Coaching and Close Follow-Up .........................44
If the Worker Hasn’t Learned, the Instructor Hasn’t Taught ..........................44
4 How to Get Ready to Instruct: Break Down the Job ....................... 47
Get Ready Point 2: Break Down the Job ........................................................49
What Is an Important Step? .............................................................................50
What Is a Key Point? ........................................................................................53
Identifying the Key Points in the Fire Underwriter’s Knot Example .............54
Important Step 1: Untwist and Straighten ...................................................55
Important Step 2: Make Right Loop ............................................................56
Important Step 3: Make Left Loop ...............................................................56
Important Step 4: Put End through Loop ...................................................57
Important Step 5: Pull Taut ..........................................................................57
Listing the Reasons for the Key Points ............................................................57
Making a Balanced Breakdown ......................................................................58
Observing and Involving Experienced Workers in
the Breakdown Process ...............................................................................60
Summary and Sample Breakdowns ................................................................62
Breakdown Sheets and Standardized Work ....................................................66
