The TWI Workbook Essential Skills for Supervisors, Second Edition

Since the publication of its Shingo Prize-winning predecessor, TWI programs have seen steady growth in usage. As a true understanding of Standard Work has developed, the need for the TWI skills as fundamental tools to achieve Lean objectives has been solidified.The TWI Workbook: Essential Skills for Supervisors, Second Edition has been completely updated to the latest terminology and practice. This edition includes revised forms and tools, as well as new examples that illustrate current day TWI practice. Emphasizing the importance of accident and injury prevention, this edition includes an entirely new section on Job Safety, a fourth TWI module that was developed in Japan using the identical TWI methodology of the original three programs introduced in the original work. This updated edition includes new chapters on: Four Steps of Job Safety: Preventing Accidents before They Happen Two Key Aspects to Safety: Things and People Practicing the JS Method TWI’s Problem Solving Training 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 TWI was reintroduced into American industry, including detailed information on the contribution TWI made at 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 standardized work. A new section on making a balanced breakdown has also been added, with new examples of Job Instruction breakdowns. The book also features a new conclusion that compares the historical role of TWI with what companies today are experiencing using the TWI methodology.

SECTION I: TWI FUNDAMENTALSRole of TWI at ToyotaEarly Struggles of ToyotaRole of TWI in the Toyota Production SystemTWI: The Missing Link to LeanFundamentals of the TWI ProgramFive Needs ModelCommon Trait: J Program’s Four-Step MethodsCommon Trait: Learn by DoingCommon Trait: Training Session FormatTraining Manuals: A Standardized Methodology for Delivering TrainingIdentifying Roles and Responsibilities in the TWI ProgramsSECTION II: JOB INSTRUCTIONFour Steps of Job InstructionWorkforce Instruction: Two Ineffective MethodsUsing the JI Four-Step MethodStep 1: Prepare the WorkerStep 2: Present the OperationStep 3: Try Out PerformanceStep 4: Follow UpIf the Worker Hasn’t Learned, the Instructor Hasn’t TaughtHow to Get Ready to Instruct: Break Down the JobGet Ready Point 2: Break Down the JobWhat Is an Important Step?What Is a Key Point?Identifying the Key Points in the Fire Underwriter’s Knot ExampleListing the Reasons for the Key PointsMaking a Balanced BreakdownObserving and Involving Experienced Workers in the Breakdown ProcessSummary and Sample BreakdownsBreakdown Sheets and Standardized WorkExtra Notes on Key PointsHow to Get Ready to Instruct: Make a Timetable for Training, Get Everything Ready, and Arrange the WorksiteGet Ready Point 1: Make a Timetable for TrainingGet Ready Points 3 and 4: Get Everything Ready and Arrange the WorksiteSECTION III: JOB METHODSApplying Job Methods to a Sample Job to Show Before and After ImprovementsThree Fundamental Classifications of WorkMicrowave Shield Sample Job: Current MethodMicrowave Shield Sample Job: Proposed MethodMicrowave Shield Sample Job: How the New Job Process WorksUsing the New MethodFour Steps of Job Methods ImprovementStep 1: Break Down the JobStep 2: Question Every DetailStep 3: Develop the New MethodStep 4: Apply the New MethodClosingWriting and Selling the Improvement Proposal: ExampleProposals: Write It Down and Work Out the NumbersImprovement Proposal Example: Reduction of Workers on theHandset Assembly LineSECTION IV: JOB RELATIONSJob Relations: Working with and through PeopleWhat Is Good Supervision?Supervisor’s Relationship with PeoplePeople Must Be Treated as IndividualsWhat Is a Problem and How Do You Solve It?Four Steps of Job RelationsGet the ObjectiveStep 1: Get the FactsStep 2: Weigh and DecideStep 3: Take ActionStep 4: Check ResultsDid You Accomplish Your Objective?Applying the JR Four-Step Method to the Tina ProblemHow to Get Opinions and FeelingsProblem Prevention Using JR’s Foundations for Good RelationsHow to See Problems ComingThe Mike ProblemFour Ways the Mike Problem Came UpFoundations for Good RelationsThe Team Leader ProblemMary’s Use of the Foundations for Good RelationsConclusion: The Effect of Change and Problem PreventionSECTION V: JOB SAFETYFour Steps of Job Safety: Preventing Accidents before They HappenSupervisors’ Roles and Responsibilities in SafetyThe Need for Accident PreventionFactors Common to Most Accidents: The Packing Section ExampleFour Steps of Job SafetySafety Incidents Are Caused; Break the ChainRisky Supervisor StylesTwo Key Aspects to Safety: Things and PeopleA Problem with Things: The Miller ExampleStep 1: Spot the Causes of DangerStep 2: Decide on CountermeasuresStep 3: Enforce CountermeasuresStep 4: Check ResultsRules for ThingsA Problem with People: The Thomas ExampleRules for PeoplePracticing the JS MethodThe Foreman Morley ExampleStep 1: Spot the Causes of DangerStep 2: Decide on CountermeasuresSteps 3 and 4: Enforce Countermeasures and Check ResultsConclusion to Foreman Morley ExampleAction to Take on AbnormalitiesWhat to Do When Injuries OccurCombination of Causes Involving People and ThingsWorkplace InspectionTWI’s Problem Solving TrainingComparing TWI and Toyota Problem Solving MethodsWhat Is a Problem?Step 1: Isolate the ProblemStep 2: Prepare for SolutionStep 3: Correct the ProblemStep 4: Check and Evaluate ResultsConclusionConclusion—TWI: Key to Changing the Way People Work in LeanAppendix: ESCO Turbine Technologies–Syracuse: Using Job Instruction as a Foundation for Standardized WorkIndex

Patrick Graupp began his training career at the Sanyo Electric Corporate Training Center in Japan after graduating with highest honors from Drexel University, Philadelphia, Pennsylvania, in 1980. There he learned to deliver Training Within Industry (TWI) from his mentor Kazuhiko Shibuya. Mr. Shibuya was trained by Kenji Ogawa, who was trained by the four TWI, Inc. trainers sent from the United States to help Japan rebuild industry in 1951. Patrick earned an MBA from Boston University, Boston, Massachusetts, while leading Sanyo’s global training effort. He was later promoted to the head of human resources for Sanyo North America Corp. in San Diego, California, where he settled.Patrick partnered with Bob Wrona in 2001 to conduct TWI pilot projects in Syracuse, New York, that became the foundation for the TWI Institute, which has since trained a rapidly expanding global network of more than 1000 certified trainers who are now delivering TWI training in the manufacturing, health care, construction, energy, and service industries in the United States and around the globe. The first edition of their book The TWI Workbook: Essential Skills for Supervisors was a Shingo Research and Professional Publication Prize Recipient for 2007. Robert J. Wrona began his manufacturing career at Chevrolet in Buffalo, New York, where he was promoted to shop floor supervisor after earning a BS from Canisius College, Buffalo, New York. He moved on to Kodak in Rochester, New York, where he became interested in organizational development while earning his MBA from the Rochester Institute of Technology, New York. Bob joined a high-volume retail drugstore chain in Syracuse, New York, when it was a 12-store operation. He standardized store operating procedures, developed internal training, and reorganized central distribution as the company profitably grew into a regional chain of 140 in 11 years.