Through the TWI J Programs, you can create and maintain this picture above as all of these topics are skills that can be developed through the TWI J Programs.
Below you will also find more information about how to get started, the individual TWI J programs, our TWI DNA, the TWI History and the link between TWI and Lean.
At BTP, we believe that leaders create leaders - that is why you need to lead and design your system that will create and maintain these crucial skills and the desired culture. In this process we can advise, coach and train you in doing so, step by step throughout the process.
We call this our T3 Enabling Process!
The T3 Enabling Process for TWI is divided into 3 main phases, built on the 40-20-40 model, that illustrates how the outcome of a development activity, should not just be seen as an event - with a narrow focus on the training itself.
TWI Job Instruction
The way to efficiency is to train your workers to do their job correctly, safely and conscientiously.
TWI Job Relations
TWI Job Relations: Your way to increased well-being among your workers as well as effective conflict management.
TWI Job Methods
TWI Job Methods creates a foundation in your work with continuous improvements, which Toyota nowadays calls "Kaizen".
TWI Job Safety
The way to create and maintain a healthy and safe work environment. This strong TWI program has been developed in collaboration between TWI trainers from the United States and from the Japanese industry, where - so far - the best example of this is Toyota.
TWI Problem Solving
TWI Problem Solving (PS) is a way to teach your supervisors to solve problems - quickly and efficiently. This is done using the three TWI methods (JI, JR & JM) in a systematic manner.
Q&A about our TWI:
Yes, BTP is also part of a global TWI Network - please contact us for understanding more about this network.
For each TWI 10-hour course (TWI Job Relations, TWI Job Instruction, TWI Job Methods, TWI Job Safety and TWI Problem Solving), there is a subsequent TWI 40-hour "train-the-trainer" training that provides access to teaching TWI 10-hour courses. The BTP's learning method is "learning-by-doing" with associated coaching.
Upon completion of the course, you will be confident in and have the skills to complete the 10-hour course.
All 40-hour courses are conducted by Certified Senior Enablers. The teaching itself is standardized but flexible enough to create a positive and supportive learning environment for all participants. The group size is between 4 and 6 participants and therefore allows for 1-to-1 sparring with the Master Trainer.
The 40-hour course can be carried out at your workplace or on an open course. The open courses will be conducted primarily in Denmark, Sweden or UK. Contact us for more information on this.
You will be trained by experienced and committed Senior Enablers who have proven, through documented successful cases, the usefulness of the method in different industries. All the BTP's certified instructors become part of a community where you can look for and exchange experiences.
The "train-the-trainer" programs require that you have satisfactorily completed one of the TWI 10-hour programs and then used the learned method with good and stable documented results for at least 4 months.
If you would like to know more about how to become a BTP Certified Trainer-the-Trainer, please feel free to contact us here.
In order to understand Training Within Industry (TWI) you need to know the premise for the development of the program itself. TWI was developed in the 1940’s as a counter-reaction to the sudden gap in the workforce if the US was drawn into the war in Europe. In order to ramp-up production to supply the Allied army it was a necessity to “enlist” millions of people that had never worked in a factory before to the workforce, with one-half of them women that were used to the role of housewife. Therefore it was of great urgency that a training program for the inexperienced worker be developed.
A national network of professionals was “drafted” from industry and academia to develop techniques to quickly ramp up the production of war materials by focusing on training supervisors who would then train the people that reported to them:
Connect the sentence below to make this one paragraph “To help industry to help itself to get out more materials than have ever been thought possible, and at constantly accelerating speed” defined the mission of the program.
Based on a wide skills-gab analysis the national network constructed the dynamic TWI program that combines hands-on learning and practice, teaching essential skills for supervisors, team leaders, and anyone who directs the work of others.
Before the ink on the programs’ blueprint had time to dry the program, with support from the US Government was rolled out on a national scale. The impact of the TWI Program within the US was very clear and it quickly showed itself extremely valuable for the industry. With its almost domino-like effect, spread faster than one could have ever hoped for.
Probably one of the first and best cases, is that of the B-17 airplane, where the workers reduced the hours per airplane with 60% - not only did the TWI program effectively help train the inexperienced workforce it also trained them in how to improve the processes.
It was not only the speed of production that benefitted from the program, looking at the financial benefits, the Initial cost was $242,000 per plane in 1940 and was reduced to a final cost of $139,254 in March 1944, a reduction of 42.46% in only 32 months.
One of the reasons for the success of TWI is due to its simplicity. Based on straight to the point principles and no-nonsense attitude it was directed toward the worker, not management. Jobs Instruction (JI) are broken into easy and manageable steps instructed in “shop talk” language the workers understand. This was done in order to comprehend both the visual illustration of the job and at the same time follow the verbal instructions. The combination of the learn-by-doing and clear set of steps that are supported by key points was exactly what the US. Workforce needed to enroll a completely fresh batch of recruits. But how were they able to implement and succeed with this in such a short time? One of the absolute most brilliant parts of the program is the “multiplier effect” that spreads the training throughout an organization. By having a train-the-trainer approach you are able to quickly multiply the number of trainers and hence the number of trained workers Now you might think “but with all of this training when will they actually be producing?” This is one of the key points of the TWI program as the training will be taking place in realistic surroundings and the worker will never be away from work more than necessary. This way the production line will not lose an essential asset and at the same time the trained worker will be able to see and reflect on the training process they are undergoing. This interaction of practice and work is the optimal way of learning anything; from the simplest procedure to the most complicated task.
After the war the composition of the American workforce naturally changed severely as the millions of men and women that served in the military returned to their normal jobs. This meant that all of the TWI trained staff was replaced; effectively putting a stop to the use of TWI to train new workers. Furthermore the program was viewed as a war program not suited for the long term progression and inadaptable for a non-war industry. The fact that TWI had placed a great amount of focus on the work environment and on how people were treated on grass-root level did not help the program in cold war America, as this way of thinking resembled socialism a little too much. US infrastructure was one of the few not damaged by the war enabling manufacturers to quickly shift to the mass production of consumer goods.
Abandoned by American industry after WWII TWI was introduced to Japan by the US Occupational Government along with the quality methods of Deming and Juran to rebuild the shattered Japanese industrial base to prevent the spread of communism At this point Japanese industry was running at a less than 10% of its 1935-1937 level and was therefore eager to learn from the very industrial base that had defeated them.
They soon saw the qualities and benefits of the TWI program that quickly became a staple of Japanese industrial training. It showed exactly to be just as successful as within the US Workforce as it spread throughout the industry. “When the TWI, Inc. specialists departed Japan, they left behind them 35 certified Institute Conductors. The beginning of a large multiplier effect, which extended to over one million Japanese managers and supervisors by 1966, and to many millions more by 1992.” One of the companies that took in TWI was Toyota. In 1951 Toyota used TWI to train their people in the evolving Toyota Production System. TWI has remained a cornerstone of their team leader training and standard work ever since.
It was not only the American workforce who benefitted from the program during the war years. The healthcare sector quickly realized how effective the program was and started implementing it.
Training Within Hospitals,
Ellen L. Aird, R.N., The American Journal of Nursing, 1943
We Cannot Afford To Hurry
Sister Mary Brich, R.N., The American Journal of Nursing, March 1944
TWI Methods of Teaching Auxiliary Nursing Personnel
Olive White, The American Journal of Nursing, June 1944
Why do you do that? What is it that TWI supports Lean with? And why is TWI considered the foundation of Lean?
A Shingo analysis tells us that 85% of all Lean projects fail. So why does 85% of all Lean projects fail?
What will your supervisors answer to these questions?
Maybe, you can say yes to some of these questions, but do you also build the organization and the management system to ensure a systematic operation of this, in an appreciative and motivated way?
We see that most of them fail because they lack TWI supervisor structure and TWI programs. Jeffrey Liker writes it well in the Toyota Way book: "Most companies have focused too much on the tools ... without understanding Lean as a whole system to permeate the organizational culture", and it also came out very clearly when Isao Kato, the father of Standardized Work and the Kaizen training coaches at Toyota, was asked about TWI impact on TPS (Toyota Production System) he replied:
Most lean projects focus too much on the tools and not on the organization and the system - this is where TWI helps to create the important foundation that has been tested several 1000 times globally. It is believed that you achieve a cultural change by implementing the tools, but you do not - it's like Col. Chet Richards, from USAF wrote "Culture follows the System"
The three TWI programs work together, like a three-legged stool – If you remove one of the legs, the entire stool overturns.
TWI Supports Lean with:
Below is how TWI and Lean support each other in building a continuous culture of improvement. If you skip a step, the foundation will not be stable and thus the built-up system will not be permanent.
Source: The book - Implementing TWI, page 129
One of the strengths that TWI has also influenced Toyota with is the supervisor structure. At Toyota, a Team Leader usually has 5 employees, this structure helps to ensure that these key employees can train, motivate, and improve the process - while also maintaining their experience with the professional work. They are a kind of playing coach. In TWI we say that you can lead up to 10 people. Far too many organizations working with Lean today do not think much about what their organizational design should look like if they want to succeed with lean - here TWI also gives many of the answers they are missing.
It is here that we often forget to focus our efforts - who chooses these important key people, who aligns expectations regarding their role, who educates these people and who follows up on whether these people are effective in their work with employees? This is the support system that ensure the operation of the management system. And this is why TWI is Lean’s missing link.