Training Within Industry (TWI) Frameworks

© Operational Excellence Consulting. All rights reserved.
This presentation is a collection of PowerPoint diagrams, tools and
templates used to convey various Training Within Industry (TWI)
frameworks/models.
Training Within Industry
(TWI) Frameworks
Diagrams, Tools & Templates for Job Instruction, Job
Methods, Job Relations, Job Safety & Problem Solving

© Operational Excellence Consulting. All rights reserved. 4
Contents
1. General
2. Job Instruction (JI)
3. Job Methods (JM)
4. Job Relations (JR)
5. Job Safety (JS)
6. Problem Solving (PS)
This document is a partial preview. Full document download can be found on Flevy:
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TWI Industry Program Description
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

The Five Needs Model for Good Supervisors illustrates the
knowledge and skills that are required for effective supervision
SKILL
Instructing
Leading
Improving
Methods
Work
Responsibilities
KNOWLEDGE
5 Needs Model for Good Supervisors

The 4-Step Method for Job Instruction (JI)
1
2
3
4
Prepare the Worker
Present the Operation
Try-out Performance
Follow-up

Job Breakdown Sheet
JOB BREAKDOWN SHEET
Operation :
Parts :
Tools & Materials :
Safety Equipment :
MAJOR STEPS KEY POINTS REASONS
What: A logical segment
of the operation when
something happens to
advance the work
How: Anything in a step
that might —
1. Make or break the job
2. Injure the worker
3. Make the work easier
Why: Reasons for the
key points
1.
2.
3.
4.

Example 1: How to Scoop Ice-cream
Operation: How to scoop ice cream
Parts: Ice cream stored at 8 degrees F in parlor cooler
Tools & Materials: Dipper (ice cream scoop) staged in pan of water
Training aid: Include
sketches, diagrams, parts,
layout or pictures if
available
IMPORTANT STEPS KEY POINTS REASONS
What: A logical segment of the
operation when something
happens to advance the work
How: Anything in a step that might
—
1. Make or break the job
2. Injure the worker
3. Make the work easier
Why: Reasons for the key points
1. Scoop ice cream 1. Tap dipper lightly to remove
water
2. Start on outside wall
3. Roll, don’t dig
1. Nobody likes water on the ice
cream
2. If start on inside, you dig and
can’t get nice round scoops
3. Rolling makes the dipperfuls
round
2. Put dipperful in cone or cup N/A N/A
3. Scoop again (if desired) or
put lid back on tub
1. Dip scoop in water
2. Tap off excess water lightly
3. Start next scoop where last one
left off
1. Light coating of water helps
the ice cream roll in the
scoop and prevents sticking
to the scoop.
2. Nobody likes water on the ice
cream
3. Promotes good rolling
technique; discourages
digging from the center
ILLUSTRATIVE

Example of Training Timetable
Name : Bill Smith
Dept. : Barista
Date : 2 / 1 / 2013
Remarks
White
Riley
Nolan
Black
Jones
Green
Brown
Tea
Americano
Cappuccino
CaffeLatte
Irish
Coffee
Turkish
Coffee
2/20
2/25
Mar. 1 - Induction
ILLUSTRATIVE

The 4-Steps of Job Methods (JM)
1
2
3
4
Breakdown the Job
Question Every Detail
Develop the New Method
Apply the New Method

Job Relations (JR)
4

A supervisor gets results
through people
SUPERVISOR
Production
Safety
Quality
Maintenance
Delivery
Training
Job Relations
People
People must be
treated as individuals
Health
Background
Education
Others
Job
Family
Individual
Chart on Supervisory Responsibility & the Individual
• 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.
Foundations for good
relations
CostThis document is a partial preview. Full document download can be found on Flevy:

Write out the situation briefly so you can tell it in two or three minutes. You are to tell all the facts
you have of a pending problem, or did have if you have taken final action. (Caution: Do not reveal
action.) Include information about any of the following if pertinent.
1. Employee’s position
2. Length of service
3. Time on present job
4. Attendance
5. Production
6. Quality of work
7. Present experience
8. Salary or grade
9. Efficiency rating
10. Education or training
11. Any recent changes in work
situation
12. Any intermediate action
13. Employee’s side of story
14. Are others involved
15. Effect on production
16. Employee’s age
17. Marital status
18. Hobbies
19. Social activities
20. Home conditions
21. Attitude
22. Temperament
23. Finances
BRIEF YOUR PROBLEM HERE:

Job Safety (JS)
5

Break the Incident Chain
You Must Break The Chain
Unsafe Acts
or Conditions
Indirect
Causes
Direct
Causes
Accidents Injuries
X X X
To Prevent Accidents,
You Must Break the Chain!

The 4-Step Method for Problem Solving (PS)
1
2
3
4
Isolate the Problem
Prepare for Solution
Correct the Problem
Check and Evaluate Results

Step 3 — Correct the Problem
Mechanical Problem People Problem
Develop the new method
1. Eliminate unnecessary details
2. Combine details when
practical
3. Rearrange details for better
sequence
4. Simplify all necessary details
5. Work out your ideas with
others
6. Write up the proposed new
method
Flow Chart
Job Breakdown Sheet
Apply the new 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, etc.
4. Put the new method to work;
use it until a better way is
developed
5. Give credit where credit is due
Present the operation
Tell, show and illustrate one
Important Step at a time
Do it again stressing Key Points
Do it again stating reasons for
Key Points
Instruct clearly, completely and
patiently but don’t give them
more information than they
can master at one time
Try-out performance
Have the person do the job—
correct errors
Have the person explain each
Important Step to you as they
do the job again
Have the person explain each
Key Point to you as they do
the job again
Have the person explain reasons
for Key Points to you as they
do the job again
Make sure the person
understands
Follow up
Stress quality and safety
Designate who the person goes
to for help
Encourage questions
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 action
Explain and get agreement on
action
Take the action
Consider the person’s feelings
and attitude
Inform everyone involved
Don’t pass the buck
Step 4 — Check and Evaluate Results
Follow up to see that the change or correction has been made.
What improvement do the records show in Quality, Quantity, Safety, Cost?
Consider the Human angle. Note changes in attitudes and relationships.
Inform all those concerned of progress and results of the action or correction.
Look for ways to prevent a recurrence of this problem.
Did your action help production?
Step 3: Correct the Problem
Use JM for
mechanical
problem
Use JR for
people
problem
(Don’t care /
won’t do)
Use JI for
people
problem
(don’t know /
can’t do)

About Operational Excellence
Consulting

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