twi - training within industry - · pdf filetwi the foundation for lean •there is a...
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TWI - Training Within Industry:
The Foundation For Lean
Presented By:
University of Tennessee Center for Industrial Services
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TWI The Foundation For Lean
• At the end of WWII in 1945, 600 TWI Clients were surveyed with the following results:
– 516 reported a 25% increase in production
– 600 reduced training time by 25%
– 528 reduced labor hours by 25%
– 330 reduced scrap rates by 25%
– 600 reduced grievances by 25%
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TWI The Foundation For Lean
• There is a widening gap between the supply of skilled workers in America and the growing demands of lean manufacturing.
• More than 80 percent of manufacturers are experiencing an overall shortage of qualified workers.
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TWI The Foundation For Lean
• Job Relations – Everyday job relationships between supervisor’s and workers. Supervisors get results through people.
• Job Methods – Continuous process improvement efforts by the supervisor. Kaizen results in higher quality at lower prices in less time.
• Job Instruction – Supervisors providing needed instruction in a consistent manner day after day. Consistency breeds quality and safety.
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TWI The Foundation For Lean
5 Requirements of a Good Leader:
• Job Knowledge
• Job Responsibility
• Leadership Ability – Job Relations
• Kaizen Ability – Job Methods
• Teaching Ability – Job Instruction
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TWI – Job Relations
SUPERVISOR
Training Cost
Production Maintenance
Safety Quality
Other
Job
R
elat
ion
s
Health Family
Job
Education
Other
Individual Background
Results Through People Individuals
People must be treated As “INDIVIDUALS”
How are people different?
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The basics for good job relations
• Supervisors must understand: – Results come from the people.
– Using the foundations can improve relations with
people.
– The importance of treating people as individuals.
NOTE: This will not prevent ALL problems.
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TWI – Job Relations
PROBLEM = Anything the supervisor has to take action on. Job Relations 4 Step Method
• Step 1, “Get the Facts.”
• Step 2, “Weigh and Decide.”
• Step 3, “Take Action.”
• Step 4, “Check Results.”
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TWI – Job Relations
• Step 1--Get The Facts? – Record--personal history-blood
pressure-temperature. – Rules and customs-medical
knowledge-practice-ethics. – Talk-to get more facts, confidential. – Opinions and feelings-very important.
• Step 3-Take Action - Treatment. – Take action-prescribe, operate. – Handle yourself ?-his specialty. – Help in handling-nurse, technician. – Refer to supervisor-more experienced
doctor, specialist. – Doctors don't lose face in doing this. – Timing-importance of timing. – Don't pass the buck.
• Step 2-Weigh & Decide - Diagnosis. – Fit facts together-assemble facts. – Consider bearing on each other-
symptoms. – Possible actions--medicine, operate. – Check practices and policies-must
comply with laws. – Effect on individual-group--contagion. – Don't jump at conclusions-careful
diagnosis.
• Step 4- Check Results – Blood Test. – How soon-depends on case. – How often-it differs. – Watch for-changes in condition.
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TWI The Foundation For Lean
5 Requirements of a Good Leader:
• Job Knowledge
• Job Responsibility
• Leadership Ability – Job Relations
• Kaizen Ability – Job Methods
• Teaching Ability – Job Instruction
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TWI – Job Methods
Detail = Every single thing that is done, every inspection, every delay. Job Methods 4 Step Method
• Step 1, “Breakdown the Job.”
• Step 2, “Question Every Detail.”
• Step 3, “Develop New Method.”
• Step 4, “Apply New Method.”
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TWI – Job Methods
Value-Added
Typically 95% of all lead time is non-value-added.
• Overproduction
• Waiting
• Transportation
• Non-value-added processing
• Excess inventory
• Defects
• Excess motion
• Underutilized people
Non-Value-Added
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TWI The Foundation For Lean
5 Requirements of a Good Leader:
• Job Knowledge
• Job Responsibility
• Leadership Ability – Job Relations
• Kaizen Ability – Job Methods
• Teaching Ability – Job Instruction
![Page 14: TWI - Training Within Industry - · PDF fileTWI The Foundation For Lean •There is a widening gap between the supply of skilled workers in America and the growing demands of lean](https://reader034.vdocuments.us/reader034/viewer/2022051507/5a7271327f8b9a98538d94de/html5/thumbnails/14.jpg)
TWI – Job Instruction
A well trained work force produces less scrap, has fewer accidents and suffers less damage to tools and equipment Job Instruction 4 Step Method
• Step 1, “Prepare Worker.”
• Step 2, “Present Operation.”
• Step 3, “Try-Out Performance.”
• Step 4, “Follow-Up.”
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TWI – Job Instruction
KEY POINTS 5% - 10% of HOW a task is done & satisfy one of three conditions: - Success - Safety - Knack PROCESS: 1. Ask, Why? 2. Decide which condition is satisfied?
1. About 6 inches
1. In front of M/S
JOB BREAKDOWN SHEET
Operation: __________________________________ Parts: ______________________________________ Tools & Materials: ____________________________ Safety Equipment: ____________________________
Tie Fire Underwriter Knot 7 Pair Twisted Wire
None
Eye Protection
MAJOR STEPS KEY POINTS
1. Untwist & Straighten
2. Make R/H Loop
3. Make L/H Loop
4. End Thru Loop
5. Pull Into Knot
1. Pull Forward 2. Under Stub, Behind M/S
N/A
1. Ends Even 2. Thumb & Forefinger
37 Words Versus 196 words
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Effective Learning = Understanding
5% Lecture
10% Reading
20% Audio/Visual
30% Demonstration
50% Discussion group
75% Learn by doing
90% Teaching one-on-one
100% Teaching one-on-one Practice
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TWI The Foundation For Lean
• Manufacturing - Aerospace and Industrial Gas Turbines – Training Time cut from 2 mos. to 2 weeks – 96% reduction in defects – Inventory reduction = 50% – Cycle Time Reduction = 64% – Overall Asset Utilization Increased by 25%
• Retail Sales - In-store Furniture Sales
– Close rate increased 22.3% among TWI-trained sales personnel
• Education - Initially with maintenance and food service staff
– Decrease equipment damage due to improper use
• Construction - commercial and residential
– Job Instruction improved quality and safety conditions
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TWI The Foundation For Lean
What happens when Supervisors neglect worker relations OR fail to make improvements OR don’t provide proper training?
Job
Relatio
ns
TWI - 3 “J”
Quick Changeover
Standardized Work Batch Reduction Teams
Quality at Source
5S System Visual Plant Layout
POUS
Cellular/Flow Pull/Kanban TPM
VSM
Continuous Improvement
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TWI - Training Within Industry:
The Foundation For Lean
Presented By:
University of Tennessee Center for Industrial Services