The
TWI Workbook: Essential Skills for Supervisors
Authors: Patrick Graupp, Robert J. Wrona
Product Code: 3152
ISBN: 978-1-56327-315-5
Published: 2006
Pages: 224
Binding: Paperback
Dimensions: 8.5" X 11.0" Inches"
Illustrated: Yes
Pages Description: illustrated
Price: $45.00
"What
can we do to make more people productively useful?"
Striving
to answer that question more than 60 years ago sparked the development
of the most powerful training methodology that has impacted U.S. industry
-- Training Within Industry (TWI). During World War II, major production
increases were demanded by the U.S. military - TWI, which trains supervisors,
was developed comprising three separate programs:
Job
Instruction -- how to instruct employees so they can quickly remember
to do a job, correctly, safely, and conscientiously.
Job Methods -- how to improve methods for producing greater quantities
of quality products in less time by effectively using available workforce,
machines, and materials.
Job relations -- how to lead employees so that problems are prevented
and analytical methods are used to effectively resolve problems.
Toyota was the earliest company to adopt TWI after World War II, and
this methodology planted the seeds for the development of the Toyota
Production System -- the gold standard of manufacturing excellence.
In
The TWI Workbook: Essential Skills for Supervisors, Patrick Graupp and
Robert Wrona teach supervisors how to apply a four-step method for each
of the three respective programs with numerous examples and exercises.
In these exercises, supervisors will participate in hands-on application
of the four-step method to actual jobs and employee problems from their
own worksites. In addition, a CD companion includes blank forms needed
to complete the exercises and implementation case studies.
The
TWI Workbook will teach readers:
A
method, which works every time, for teaching people to quickly learn
to do jobs correctly, safely and conscientiously.
How to break down jobs for instruction so that learners get just the
right amount and the right kind of information to master jobs fully
in a short amount of time.
A method of analyzing jobs for the purpose of improving them which focuses
on making the best use of resources currently available.
How to discover, develop, and implement improvement ideas through a
series of questions and a new-method development and application process.
A method for handling "people problems" which ensures that
supervisors take decisive and proper actions that achieve their objectives.
How to develop sound relations with people that create good performance
and prevent problems from arising in the first place.
Table
of Contents
Introduction
Part
One: TWI Fundamentals
Chapter 1: Using TWI to Teach Lean
Chapter 2: Fundamentals of the TWI Program
Part
Two: Job Instruction Method
Chapter 3: The Four Steps of Job Instruction
Chapter 4: How to Get Ready to Instruct-Break down the Job
Chapter 5: How to Get Ready to Instruct-Make a Timetable for Training,
Get Everything Ready, Arrange the Worksite
Part
Three: Job Methods
Chapter 6: Applying Job Methods to a Sample Job to Show Before and After
Improvements
Chapter 7: The Four Steps of Job Methods Improvement
Chapter 8: Writing and Selling the Improvement Proposal-Example
Part
Four: Job Relations Method
Chapter 9: Job Relations-Working With and Through People
Chapter 10: The Four Steps of Job Relations
Chapter 11: Problem Prevention Using JR's Foundations for Good Relations
Chapter 12: Sustaining Lean Through the TWI Connection
Appendix:
Training Trainers to Deliver TWI
Readers
of The TWI Workbook will be able to perform detailed step-by-step methods
for the three most essential tasks people in management positions must
perform: the ability to teach someone to do a job, the ability to improve
on those jobs, and the ability to build positive employee relationships
with the people they lead.
Reviews
Review
By: Jeffrey Liker, University of Michigan, Author of The Toyota Way
- January 4, 2006
"TWI was developed in the United States to accelerate training
for World War II. It is basic industrial engineering with a twist: supervisors
are teachers who work cooperatively with workers on the shop floor to
teach them the job. While TWI largely disappeared from the American
landscape shortly after WWII it was brought over to Japan where Toyota
made this the foundation of its standardized work. Toyota evolved TWI
to fit the unique philosophy of the Toyota Production System.
This
book brings TWI back to light outside Toyota and illustrates its contemporary
power through detailed case studies. As the authors correctly note the
disciplined training of workers by supervisors (group leaders) is a
missing link in most implementation of lean production."
Review
By: Kazuhiko Watanabe, Japan Industrial Training Association (JITA)
- January 4, 2006
"In the face of intense global change, first line supervisors,
in order to objectively take charge of their own circumstances, must
develop fundamental supervisory skills. Based on a respect for humanity
and the scientific approach, TWI represents fundamental and rational
supervisory skills that were widely adopted by Japanese industry and
became the driving force behind its industrial development. Coming through
the confusion that followed the collapse of Japan's economic bubble,
the value and importance of TWI is again being recognized and it is
quickly being reestablished throughout Japan. Furthermore, we are seeing
genuine development of the program in Japanese industries operating
throughout Asia.
The
Japan Industrial Training Association has been the primary promoter
of TWI in Japan since 1950. After 60 years, we have great hopes that,
with the earnest reevaluation of TWI in the U.S.A. where it was developed,
we might see a worldwide trend toward TWI training. The publication
of this book is a major step in that direction."
Review
By: Art Smalley, Art of Lean, Inc. Former employee, Toyota Motor Corp.,
Japan - January 4, 2006
"If companies would spend half the time on developing these essential
skills in the supervisor ranks that they spend on conducting Value Stream
Mapping or Kaizen Workshops today, I am convinced that they would not
only achieve more impressive results but the results would stick better
as well."
Review
By: Jim Huntzinger, Lean Accounting Summit and Highland Path - January
4, 2006
"Patrick Graupp and Bob Wrona teach us how to "learn by doing"
the TWI methods that are necessary if a business leader desires to make
the leap to a higher level of operational performance."
Review
By: Kazuhiko Shibuya, International Training, Sanyo Electric Co, Ltd
(retired) - January 4, 2006
"Patrick Graupp has a long career teaching and leading the TWI
program. Immediately upon arriving in Japan in 1980 he took up the promotion
of TWI and helped introduce it to Sanyo plants throughout the world.
After returning to the U.S., he exhaustively promoted TWI there and
became a rare and exceptional instructor. He has a thorough understanding
of the TWI courses and a rich experience teaching them which makes him
the best person today to reintroduce TWI to the U.S.A." |
