TWI Programs: JI, JM & JR Training

1. TWI Programs JI . JM . JR JI . JM . JR C:\Users\Allan BigMac\Documents\000 OEC\Logo\The Logo Company\FINAL\OperationalExD24aR02bP01ZL\TRANSPARENT.png © Operational Excellence Consulting. All rights reserved.

2. NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: https://www.oeconsulting.com.sg NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: https://www.oeconsulting.com.sg Outline Eliminate, Combine, Rearrange & Simplify Job Method Improvement Proposal Sheet Resistance & Resentment Activities & Discussions Practice Demonstrations by Participants • Job Relations (JR) ▪ Chart on Supervisory Responsibility ▪ Foundations for Good Relations ▪ Chart on the Individual How Problems Arise ▪ Four Steps for Job Relations Activities & Discussions ▪ Practice Demonstrations by Participants ▪ • Overview and Introduction • Five Needs of Good Supervisors • Job Instruction (JI) ▪ Four Steps for Job Instruction ▪ Four Steps to Get Ready Job Breakdown – Important Steps, Key Points & Reasons Training Timetables ▪ Special Instruction Problems ▪ Job Instruction & Standard Work Activities & Discussions ▪ Practice Demonstrations by Participants • Job Methods (JM) ▪ Four Steps for Job Methods Improvement ▪ Job Breakdown Sheet ▪ 5W’s & 1H ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ 2 © Operational Excellence Consulting. All rights reserved.

3. Introduction to TWI What is TWI? • TWI or Training Within Industry is a Leadership Development Program designed to provide supervisors and team leaders with the ability to lead, instruct and improve the methods of their jobs. 3 © Operational Excellence Consulting. All rights reserved.

4. Introduction to TWI TWI –“The Three-Legged Stool” TWI Job Methods (JM) All components consists of 4-Steps 4 © Operational Excellence Consulting. All rights reserved.

5. Introduction to TWI TWI Industry Program Job Instruction Training (JI) Teaches supervisors how to quickly train employees to do a job correctly, safely, and conscientiously Job Methods Training (JM) Teaches supervisors how to continuously improve the way jobs are done Job Relations Training (JR) Teaches supervisors how to evaluate and take proper actions to handle and to prevent people problems 5 © Operational Excellence Consulting. All rights reserved.

6. Introduction to TWI Benefits of TWI • Get more done with less machines and manpower • Improve quality, reduce scrap by achieving standard work across workers and shifts • Reduce safety incidents • Decrease training time, especially for temporary workers • Reduce labor hours • Reduce grievances • Transfer knowledge from a skilled workforce to an unskilled or green workforce Companies that have implemented TWI have reported improvements of 25% and more in increased production, reduced training time, reduced scrap and reduced labor-hours. 6 © Operational Excellence Consulting. All rights reserved.

7. Introduction to TWI TWI – A Timeless Training Approach 1. A simple program 2. Uses a blueprinted procedure 3. Learn by doing 4. Multipliers spread the training 7 © Operational Excellence Consulting. All rights reserved.

8. Introduction to TWI The 4-Step Method TWI is simply applied scientific method! Charles Allen 4-Step Learning Process TWI Scientific Method PDCA Cycle Job Instruction Job Methods Job Relations Plan – observe data and reality; decide on a problem; define it Prepare the Worker Breakdown the Job Observation and Description Preparation Get the Facts Do – Analyze the problem; propose a countermeasure Present the Operation Question Every Detail Formulation of an Hypothesis Presentation Weigh & Decide Check– Try the countermeasure; check the results Use the Hypothesis to make Predictions Try Out Performance Develop New Method Application Take Action Act – if successful, standardize change; if not, start the cycle over Test the Predictions by Experiments Testing Follow Up Apply New Method Check Results 8 © Operational Excellence Consulting. All rights reserved.

9. Introduction to TWI Who is a Supervisor? • A supervisor is defined as anyone who is in a position of supervision or who directs the work of others Who is considered a supervisor in TWI? • A supervisor, team leader, manager or instructor/trainer 9 © Operational Excellence Consulting. All rights reserved.

10. Introduction to TWI 5 Needs Model for Good Supervisors Instructing Work Improving Methods KNOWLEDGE SKILL Responsibilities Leading 10 © Operational Excellence Consulting. All rights reserved.

11. TWI PROGRAM: JOB INSTRUCTION C:\Users\Allan BigMac\Documents\000 OEC\Logo\The Logo Company\FINAL\OperationalExD24aR02bP01ZL\TRANSPARENT.png C:\Users\Allan BigMac\Documents\000 OEC\Logo\The Logo Company\FINAL\OperationalExD24aR02bP01ZL\TRANSPARENT.png © Operational Excellence Consulting. All rights reserved. © Operational Excellence Consulting. All rights reserved.

12. Objective of Job Instruction (JI) • Develop a well-trained workforce resulting in ▪ Less scrap and rework ▪ Fewer accidents ▪ Less tool and equipment damage 12 © Operational Excellence Consulting. All rights reserved.

13. Results from JI Training • Reduced training time • Increased production • Fewer accidents • Less scrap • Less rework • Less tool and equipment damage • Increased job satisfaction • Improved quality • Increased profits 13 © Operational Excellence Consulting. All rights reserved.

14. Workforce Instruction – Two Ineffective Methods Telling Showing 14 © Operational Excellence Consulting. All rights reserved.

15. Teaching Methods • Telling ▪ Explaining verbally • Showing ▪ Demonstrating how it is done • Illustrating ▪ Explaining with written material or pictures • Question & Answer ▪ Asking about and discussing the contents 15 © Operational Excellence Consulting. All rights reserved.

16. The 4-Step Job Instruction Method 1 Prepare the Worker 2 Present the Operation 3 Try-out Performance 4 Follow Up 16 © Operational Excellence Consulting. All rights reserved.

17. Job Instruction Card JOB INSTRUCTION CARD HOW TO INSTRUCT JOB INSTRUCTION CARD How to Get Ready to Instruct STEP 1 – PREPARE THE WORKER • Put the person at ease • State the job • Find out what the person already knows • Get the person interested in learning the job • Place the person in the correct position STEP 2 – PRESENT THE OPERATION • Tell, show and illustrate - one Important Step at a Time • Do it again – stress Key Points and Reasons Instruct clearly, completely, and patiently giving no more than they can master at one time STEP 3 – TRY OUT PERFORMANCE • Have the person do the job – stating IMPORTANT STEPS – correct errors • Have the person do the job again – explaining KEY POINTS and REASONS Make sure the person understands Continue until YOU know THEY know STEP 4 – FOLLOW UP • Put the person on their own • Who to go to for help • Check frequently • Encourage questions • Taper off extra coaching and close follow-up Before instructing people on how to do a job: 1. HAVE A TRAINING TIME TABLE Determine whoto train… On what tasks… By what date. 2. BREAK DOWN THE JOB • List important steps • Pick out key points and reasons • Safety is always a key point 3. HAVE EVERYTHING READY Have the right equipment, tools, materials and supplies – everything needed to instruct 4. ARRANGE THE WORK AREA Just as in actual working conditions IF THE PERSON HASN’T LEARNED THE INSTRUCTOR HASN’T TAUGHT 17 © Operational Excellence Consulting. All rights reserved.

18. How to Get Ready to Instruct • Make a Time Table for Training • Break Down the Job • Get Everything Ready • Arrange the Worksite 18 © Operational Excellence Consulting. All rights reserved.

19. Job Breakdown Important Steps Key Points Reasons • Advance the work • Safety • Always go with key points • Change form, fit or function • Makes or breaks the job (Quality) • Makes the job easier to learn or remember • Adds value • Makes the work easier to do (e.g. “knack”, “trick”, etc.) • Supports Quality, Cost, Delivery & Safety objectives • Verb or noun • Calibrates 5 senses • Special information What How Why 19 © Operational Excellence Consulting. All rights reserved.

20. Special Instruction Problems • The Long Operation ▪ How to use the 4-step method on an operation that takes 3 hours or perhaps 3 days? • The Noisy Environment ▪ How to use the 4-step method in a shop where it is too noisy? • Putting over ‘Feel’ ▪ How to instruct a person in that important thing –‘feel’? ▪ Examples: Nut and bolt, micrometer, sewing, etc.? 20 © Operational Excellence Consulting. All rights reserved.

21. TWI PROGRAM: JOB METHODS C:\Users\Allan BigMac\Documents\000 OEC\Logo\The Logo Company\FINAL\OperationalExD24aR02bP01ZL\TRANSPARENT.png © Operational Excellence Consulting. All rights reserved. 21 © Operational Excellence Consulting. All rights reserved.

22. Introduction to Job Methods • The Job Methods program was developed in order to provide management with a tool whereby supervisors could acquire skill in improving methods 22 © Operational Excellence Consulting. All rights reserved.

23. Objective of Job Methods (JM) • Make the best use of the people, machines, and materials now available 23 © Operational Excellence Consulting. All rights reserved.

24. Results from JM Training • Reduced cost • Reduced WIP • Reduced inventory • Increased throughput • Increased sales • Increased profits • Continuous improvement 24 © Operational Excellence Consulting. All rights reserved.

25. Job Methods Card JOB METHODS CARD STEP 3–DEVELOP THE NEW METHOD 1. Eliminate unnecessary details 2. Combine details when practical 3. Rearrange for better sequence 4. Simplify all necessary details • Make the work easier and safer • Pre-position materials, tools, and equipment at the best places in the proper work area • Use gravity feed hoppers and drop delivery chutes • Let both hands do useful work • Use jigs and fixtures instead of hands for holding work 5. Work out your ideas with others 6. Write up your proposed new method HOW TO IMPROVE Purpose: A practical plan to help you produce greater quantities of quality products in less time, by making the best use of manpower, machines, and materials now available. STEP 1 – BREAK DOWN THE JOB 1. List all details of the job exactly as done by the present method 2. Be sure details include all: • Material handling • Machine work • Hand work STEP 4 – APPLY THE METHOD 1. Sell your proposal to the boss 2. Sell the new method to the operators 3. Get final approval of all concerned on safety, quality, quantity, cost 4. Put the new method to work. Use it until a better way is developed. 5. Give proper credit where due STEP 2 – QUESTION EVERY DETAIL 1. Use these types of questions: • Why is it necessary? • What is its purpose? • Where should it be done? • When should it be done? • Who is best qualified to do it? • How is the best way to do it? 2. Also question the materials, machines, produce design, layout, work place, safety, house keeping 25 © Operational Excellence Consulting. All rights reserved.

26. TWI PROGRAM: JOB RELATIONS C:\Users\Allan BigMac\Documents\000 OEC\Logo\The Logo Company\FINAL\OperationalExD24aR02bP01ZL\TRANSPARENT.png © Operational Excellence Consulting. All rights reserved. 26 © Operational Excellence Consulting. All rights reserved.

27. The 4-Step Method for JM 1 Breakdown the Job 2 Question Every Detail 3 Develop the New Method 4 Apply the New Method 27 © Operational Excellence Consulting. All rights reserved.

28. Job Breakdown Sheet (JM) Job Breakdown Sheet PRODUCT: OPERATIONS: MADE BY: DEPARTMENT: DATE: REMARKS IDEAS Rearrange PRESENT/PROPOSED METHOD DETAILS WHERE Eliminate Combine Simplify WHEN TIME/TOLERANCE/ REJECTS/SAFETY tance WHO HOW WHY Write them down, don’t try to remember. Dis- . 28 © Operational Excellence Consulting. All rights reserved.

29. Review of 4 Steps for JM Step 1. Break down the job List all detail Step 2. Question Step 4. Develop Why? What? Eliminate Eliminate! Where? When? Who? Combine Rearrange Rearrange! Combine! How? Simplify! Step 4. Apply the new method Sell – Approvals – Use – Credit 29 © Operational Excellence Consulting. All rights reserved.

30. What is Good Supervision? • Good supervision means that the supervisor gets the people in his or her department to do what he wants done, when it should be done, and the wayhe wants it done because they want to do it! 30 © Operational Excellence Consulting. All rights reserved.

31. Foundations for Good Relations • Let each worker know how he is getting along • Give credit when due • Tell people in advance about changes that affect them • Make best use of each person’s ability 31 © Operational Excellence Consulting. All rights reserved.

32. A supervisor gets results through people Foundations for good relations People must be treated as individuals Let each worker know how he is getting along. • SUPERVISOR Job Relations Give credit when due. • Family Tell people in advance about changes that affect them. • Training Production Health Cost Delivery People Individual Job Background Make best use of each person’s ability. • Safety Education Maintenance Quality Others 32 © Operational Excellence Consulting. All rights reserved.

33. Objective of Job Relations (JR) • Build positive employee relations by effectively resolving conflicts that arise • Maintain positive relations by preventing problems from happening 33 © Operational Excellence Consulting. All rights reserved.

34. Results from JR Training • Better employee relations • Improved morale • Fewer grievances • Improved attendance • Less equipment damage • Improved quality • Increased production • Reduced cost 34 © Operational Excellence Consulting. All rights reserved.

35. Job Relations Card HOW TO HANDLE A PROBLEM JOB RELATIONS CARD A supervisor gets results through people FOUNDATIONS FOR GOOD RELATIONS SET A GOAL 1. GET THE FACTS - Review the record - Find out what rules and customs apply - Talk with individuals concerned - Get opinions and feelings Be sure to have the whole story 1. Let each worker know how he is doing • Figure out what you expect from him • Point out ways to improve 2. WEIGH AND DECIDE - Fit the facts together - Consider their bearing on each other - What possible actions are there? - Check practices and policies - Consider objective and effect on individual, group, and production. Don’t jump to conclusions 2. Give credit when due • Look for extra or unusual performance •Tell him while “it’s hot” 3. Tell people in advance about changes that will affect them • Tell them WHY if possible • Get them to accept change 3. TAKE ACTION - Are you going to handle this yourself - Do you need help in handling? - Should you refer this to your supervisor? - Watch the timing of your actions Don’t shirk responsibility 4. Make best use of each person’s ability • Look for ability not now being used •Never stand in a person’s way 4. CHECK RESULTS - How soon will you follow up? - How often will you need to check? - Watch for changes in output, attitudes, and relationships. Did your action help production? People Must Be Treated As Individuals Have you achieved the set goal? 35 © Operational Excellence Consulting. All rights reserved.

36. How Problems Arise • Observing changes in people’s work or attitudes • Seize up a situation before it happens • Problems “come to you” on their own • Problems you “run into” 36 © Operational Excellence Consulting. All rights reserved.

37. The 4-Step Method for JR 1 Get the Facts 2 Weigh and Decide 3 Take Action 4 Check Results 37 © Operational Excellence Consulting. All rights reserved.

38. TRANSPARENT.png Logo Fb / Logo Fb Png / How the hyperconnected are X Logo (Twitter | 01) - PNG Logo Women In Wilmington for Networking Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. Based in Singapore, the firm’s mission is to create business value for organizations through innovative design and operational excellence management training and consulting solutions. For more information, please visit www.oeconsulting.com.sg 38 © Operational Excellence Consulting. All rights reserved.