|
|
|
Although Lean is increasingly recognized worldwide as the most productive approach to manufacturing, most companies do not realize that Lean is actually a blend of both old and new concepts. Henry Ford knew in 1926 that he could keep the prices of his products low by shortening the production cycle and standardization, and he proceeded to build his manufacturing empire on these concepts. Set up by the Roosevelt administration after the fall of France in 1940, Training within Industry (TWI) was charged to rapidly boost industrial production, productivity and quality to sustain the war effort and was adopted by Toyota forming a cornerstone of eliminating waste, standardizing work, and creating a culture of improvement. There are three elements to the TWI training:
- TWI – Job Instruction for Standardized Work
The objective of Job Instruction is to help supervisors develop a well-trained workforce resulting in less scrap and rework, fewer accidents, and less tool and equipment damage. Supervisors are taught how to effectively break down a job for instruction. The method emphasizes preparing the operator to learn, giving a proper demonstration, identifying the key points in the job, observing the operator perform trial runs, and tapering off coaching while continuing to follow-up.
- TWI – Job Relations
Problems come in two basic forms – those dealing with products and processes, and those dealing with human behavior and relationships. JR emphasizes that people must be treated as individuals. Supervisors are given foundations for developing and maintaining good relations to prevent problems from arising. Principles include providing constructive feedback, giving credit when due, telling people in advance about changes that will affect them, making the best use of each person's ability, and earning the employee's loyalty and cooperation. When problems do arise, it teaches supervisors how to get the facts, weigh them, make the decision, take action, and check results.
- TWI – Job Methods Improvement
The aim of the Job Methods Training program is to help produce greater quantities of quality products in less time by making the best use of the people, machines, and materials now available. Supervisors are taught how to break down jobs into their constituent operations. They question details and develop new methods by eliminating, combining, and rearranging these details.
With IMEC, you'll go beyond TWI training. Our philosophy of closing the gap between training and doing is critical to yield the maximum benefit with TWI.
Prepare Leadership - We make sure the leadership team understands the necessity of, and the follow-through importance related to TWI. In addition, we'll better define the role that managers play in making TWI a successful strategy.
Coaching - We will provide a certified TWI coach to provide one hour of on-the-job coaching with every two hours of training. Coaching includes:
- Review and feedback on skill implementation
- Timetable planning and execution
30 and 90-day followup - IMEC's TWI coaches will meet with leadership and supervisors to assess progress and sustained learning at both 30 days and 90 days. During the follow-up assessments, we'll be able to identify obstacles to success, pursue solutions to overcome challenges and modify implementation plans as necessary.
|
|
Info Center
Workforce Development Services |