TWI SKILLS AS SOCIAL ENABLERS

PATRICK GRAUPP

EFFECTIVE COLLABORATION REQUIRES TRUST AND RELATIONSHIPS

If you just put a bunch of new tools in, without doing the hard work to build

these kinds of relationships and trust among the people, then you have a

bunch of new ways to track and assign blame.

• Mark Rosenthal

TWI HELPED WIN WW II

Then, as it is today, they had to look after the people in spite of the technology:

• Experienced men went to war

• Replaced by new people, many women

• New and challenging situation

• Had to deal with people in a changing environment

I LEARNED TWI IN JAPAN

Toyota embraced TWI in 1951 to train their people in the evolving Toyota Production System and remains a cornerstone of their team leader training and standard work today.

I worked for Sanyo Electric Co. Ltd. where we promoted TWI skills throughout the world and literally all Japanese manufacturers, large and small, embraced TWI as a foundation for what would become Lean.

Began the TWI Institute in 2002 to reintroduce TWI back into American industry.

Taiichi Ohno

Founder of the

Toyota Production

System (TPS)

Taiichi Ohno

Founder of the

Toyota Production

System (TPS)

TWI TRAINERS MEET MR. KATO IN TOYOTA CITY (DEC 2017)

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37%

13%

“It (TWI) helps build capability into the organization at the supervisor level which is very critical for TPS

to succeed. .. The first line supervision is critical in making small daily improvements, leading the work

teams, and making the whole system stick together.”Source: Summary Notes from Art Smalley Interview with Mr. Isao Kato ,

Influence of TWI on TPS & Kaizen, Feb. 8, 2006, www.artoflean.com

http://www.artoflean.com/

TWI HELPS ONO FIND STANDARD WORK

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• Toyota leaders were always scrambling to make month

end production targets

• Ono recognized the need to maintain takt time

• He tried to create standardized work to stabilize output,

but operators would not share their techniques

Toyota Motor Plant in 1950s

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• He and his team worked after hours to recreate production methods, but made a lot of

defective parts in the process…

• And had to hide the defects by throwing them into the large water pool (which was maintained

in case of a fire)

RESPECT FOR PEOPLE – THE TOYOTA PRODUCTION SYSTEM

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37%

13%

• Then, workers went on strike

because “the supervisors were no

good.”

• Toyota sought out proven supervisor

training and began TWI training

• They rebuilt relationships with the

work force and, for the first time,

were able to write down standard

work processes and make them a

reality

TWI TURNS POTENTIAL

INTO PERFORMANCE

Job InstructionTrain & motivate people

to follow the standard

Job RelationsBuild trust and

cooperation with

people

Job Methods

ImprovementGuide people to

finding ideas that

make jobs better

People won’t

follow your

instructions if

they don’t

trust your

intentions.

With no outlet for

creativity, people

will “invent” their

own ways of

working.

Without Standard

Work there is no

improvement.

When people are given ownership of their

methods, trust is built and maintained

THE SECRET IS IN THE “WHY?”

While all teaching methods cover the “what” of a

subject or task, and some cover the “how”, TWI

adds the “why” to the learning experience. With

TWI, by tapping into the learner’s consciousness

and having them understand the reasons for what

they do, we engage their humanity.

WHERE THE RESPONSIBILITY LIES

If the worker

hasn’t learned,

the instructor

hasn’t taught

A PERSON WITH NO FOLLOWERS IS NOT A LEADER

You can’t

put that on

me!

You don’t know

the people I

have to

supervise!

Even if I had a good instruction method,

they still wouldn’t listen to me…

SKILL IN BUILDING RELATIONSHIPS AND TRUST

Consider effect on individual,

group and production

Get opinions and feelings

Watch for changes in output, attitudes and relationships

Don’t’ jump to conclusions

FOUNDATIONS FOR GOOD RELATIONS

Let Each Worker Know How He/She is Doing• Figure out what you expect of the person

• Point out ways to improve

Give Credit When Due• Look for extra or unusual performance

• Tell the person while it’s “hot”

Tell People in Advance About Changes that Will Affect Them• Tell them why if possible

• Work with them to accept the change

Make Best Use of Each Person’s Ability• Look for abilities not now being used

• Never stand in a person’s way

THE BARBARA PROBLEM

Sally:“Barbara, you were wrong to tell me what to do in front of the patient. The RN is in charge and I am the RN

and you are the PCA. I delegate to you and you should respect that.”

Barbara:“I didn’t refuse to answer. I was almost

finished giving a bath which was very

important to the patient before her family

arrived and I wasn’t trying to be pushy, I

was trying to find a solution to…”

Sally:“This isn’t the first time I have

seen this behavior from you. I

am the RN – I worked hard to

get my degree. Maybe you

should go back to school and

get your RN if you want to be in

charge.”

WHAT IS REALLY GOING ON HERE?

At the core of the conflict is the relationship between Sally and Barbara.

These attitudes are unrelated to the importance of giving a bath versus giving a

medication.

Is Barbara’s so-called “insubordination” a good excuse to get rid of a “bad apple”?

Don’t jump to conclusions making a hasty and poor decision leading to poor results

WHAT IS THE OBJECTIVE HERE?

What is Sally’s manager’s objective?

Have Barbara, the PCA, willingly follow instructions from her supervising RN without disrupting patient

care

Have Sally, the RN, manage in a motivating way creating good teamwork

FACTS IN THE BARBARA PROBLEM

• Sally – 14 months RN experience

o Hard worker, ambitious

o Direct and abrupt

o Feels she is “in charge”

• Barbara – less than 90 days

o Still within probation period

o Previous experience w/ homebound patients

o Good evaluation from preceptor

o No other complaints

• Patient needed help going to bathroom

• Did not answer phone twice

• Refused order to stop bathing patient

• Talked back

• RN angry

• Barbara stated - trying to find solution

POSSIBLE ACTIONS IN THE BARBARA PROBLEM

• Reprimand Barbara for insubordination

• Discuss and set priorities with group (e.g. going to

bathroom vs. bathing)

• Review PCA job description with Barbara

• Coach Sally on leadership styles and skill

IMPROVEMENT IMPLIES CREATIVITY

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• “I’m not an idea person.”

• “Mary is the creative one. Ask her.”

• “I haven’t had a new idea for a very long

time.”

• “I gave my idea last year. I’m done.”

QUESTION:

WHO PAINTED

THIS PICTURE?

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1897

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PICASSO: “IT TOOK ME FOUR

YEARS TO PAINT LIKE RAPHAEL,

BUT A LIFETIME TO PAINT LIKE A

CHILD.”

1931

http://picasso.tamu.edu/picasso/ImgViewer?imageURL=./graphics/1931/opp31-038.jpg

BE CHILDLIKE, NOT CHILDISH

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• The success of any improvement depends on our ability to

develop a questioning attitude.

• Young people (children) ask (lots of) questions to get knowledge.

• Many of us (adults) stop questioning things too soon.

• Job Methods Training Manual 1943

• Changes/additions made in Japan

HUMAN BEINGS LONG TO EXPRESS THEIR INDIVIDUALITY

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• Don’t have to be Picasso to express their uniqueness as

human beings — even in the workplace

• Everyone is creative — just like every child is creative

• With this outlet to show their individuality, they can then

willingly follow standard work

JOB METHODS IS AN IDEA GENERATION SKILL

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Question: WHY, WHAT,

WHERE, WHEN, WHO

HOW

Make best use of resources

now available

Work out your ideas with others

Give credit when due

“IMAGINATION ENCIRCLES THE WORLD”

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I am enough of an artist to draw freely

upon my imagination. Imagination is

more important than knowledge.

Knowledge is limited. Imagination

encircles the world.

Albert Einstein

GALLUP’S EMPLOYEE ENGAGEMENT SURVEY

1. I know what is expected of me at work.

2. I have the materials and equipment I need to do my work right.

3. At work, I have the opportunity to do what I do best every day.

4. In the last seven days, I have received recognition or praise for doing good work.

5. My supervisor, or someone at work, seems to care about me as a person.

6. There is someone at work who encourages my development.

JI JR

JI JM

JI JR JM

JR

JR

JI JR JM

GALLUP’S EMPLOYEE ENGAGEMENT SURVEY

7. At work, my opinions seem to count.8. The mission or purpose of my company makes

me feel my job is important.9. My associates or fellow employees are

committed to doing quality work.10. I have a best friend at work.11. In the last six months, someone at work has

talked to me about my progress.12. This last year, I have had opportunities at work to

learn and grow.

JR JM

JI JR JM

JI JM

JR

JI JR

JI JR JM

TWI

AND

KATA

LINKAGE

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PDCA Cycles

Challenge

NextTarget

Condition

CurrentCondition

Obstacles

Stability

Productivity

Environment

TWI - Job Instruction

TWI - Job Methods

TWI - Job Relations

THANK YOUAdditional Questions?

pgraupp@twi-institute.com