Implementing TWI: How to engage people to create a structure for implementing standardized work and continuous improvement
Patrick Graupp & Scott Curtis
Developed as a war program in the 1940’s the TWI Program successfully built capability in organizations by providing frontline management with the basic skills of Job Instruction (JI), Job Relations (JR) and Job Methods (JM) to successfully ramp up and sustain the production of war materiel for the allied armies to win WWII. Kept alive at Toyota after WWII, TWI was abandoned in the US until it was resurrected by the TWI Institute in 2002. TWI has since grown to exceed the expectations of companies around the globe that, having maximized benefits from Lean, are looking to human capital as an avenue to competitive advantage that is difficult to imitate. Part 1 will focus on explaining the fundamentals of the standardized TWI Training Method for Job Instruction (JI), Job Relations (JR) and Job Methods (JM) training. Hands-on demonstrations of JI 4-step method and JR training as taught in class will provide insight into why TWI is often referred to as the missing link for individuals to invest more mental energy in their work that Lean does not address.
Part 2 will focus on how to plan a start-up, and on a proven 7-step TWI implementation model that engages frontline personnel in the improvement process by having them work together on a pilot project to solve a problem impacting the bottom line. A hands-on Job Instruction Breakdown (JIB) class exercise will teach the importance of creating good JI Breakdowns; auditing to be sure newly trained people do jobs as trained, and to provide follow-up training to sustain the gains while moving forward on a larger scale. Data from companies that helped develop this model will be shared to confirm that a ROI can be generated by either integrating TWI with an existing improvement strategy, or as a starting point to engage people to develop an improvement strategy
In this session you will learn…
- a 7-step implementation process for TWI that begins with a carefully selected pilot project to get your people and management fully on board before rolling TWI out on a larger scale
- how the first step in creating lean processes is to achieve a basic level of process stability — knowing that jobs are always done the same way establishes a predictable process before going down the path with the other elements of standardized work
- how to publicize the results of the pilot project before executing the next steps in the TWI implementation process that will require internal resources to provide follow-up training and coaching to maintain stability before introducing other elements of standardized work such as machine up time, availability of material, flow, and takt time
- why ongoing success with TWI depends on support from management and other internal resources to restore the Supervisor to health and function making daily improvements and leading work teams to continuously improve performance
About the Facilitators:
Scott Curtis, Director, TWI Institute
Scott accumulated 25 years of diversified manufacturing experience while working for Mobil Chemical, Huhtamaki Consumer Packaging and then as Plant Manager for the Albany International Monofilament Plant where for 7 years he provided the leadership for that plant to achieve a very successful Lean implementation. Scott became an early adopter of TWI training when their lean initiative stalled and he soon became the driving force integrating TWI with their Lean Strategy. As the Homer plant became recognized for its world class TWI program Scott opened their doors to share what they learned with hundreds of visitors from companies around the globe. These achievements with TWI were featured as a case study in the book Implementing TWI: Creating and Managing a Skills-Based Culture.
Patrick Graupp, Senior TWI Master Trainer, TWI Institute
Patrick began his training career at the SANYO Electric Corporate Training Center in Japan after graduating with Highest Honors from Drexel University in 1980. There he learned to deliver TWI from his mentor Kazuhiko Shibuya. Mr. Shibuya was trained by Kenji Ogawa who was trained by the four TWI Inc. trainers sent from the US to help Japan rebuild industry in 1951. Patrick earned an MBA from Boston University while heading Sanyo’s global training effort before being promoted to the head of Human Resources for SANYO North America Corp. in San Diego, CA where he now resides.
Patrick partnered with Bob Wrona in 2001 to conduct TWI pilot projects in Syracuse, NY that became the foundation for the TWI Institute which has since trained a rapidly expanding global network of over 750 certified trainers who are now delivering TWI training in the manufacturing, health care, construction, energy, and service industries in the US and around the globe. These efforts are outlined in their book The TWI Workbook: Essential Skills for Supervisors, a Shingo Research and Professional Publication Prize Recipient for 2007. Patrick is the author of Implementing TWI: Creating and Managing a Skills-Based Culture which was published by Productivity Press in 2010, and Getting to Standard Work in Health Care: Using TWI to Create a Foundation for Quality Care that was published by CRC Press in 2012.