TRAINING WITHIN INDUSTRY
Training Within Industry is a leadership development program designed specifically for front-line leaders operating within industrial setting. Its tried-and-true approach has a long history of success.
The Training Within Industry Service (TWI) was established in 1940 to help with the increased production needed to support the Allied Forces during World War II. The three programs, known as the “J” programs, had a major positive impact on manufacturing output in the U.S. during the war.
In its short 5-year existence, TWI was implemented in over 600 companies who, on average, experienced a 60% improvement in productivity. The “J” programs are:
Each “J” focuses on the relationship between supervisors (anyone who directs the actions of others) and employees. After the war the programs began to wind down in the U.S. It was recognized that Japan need support in rebuilding their industrial infrastructure. The programs developed by the TWI Service were deployed to help them accomplish the goal.
After the war, TWI faded from use in the U.S., but during the past ten years or so, organizations are rediscovering TWI as a foundation for creating operational excellence and transforming their culture. KPC likes to think we’ve played a small part in TWI’s resurgence. We have helped many of our clients take their operational excellence to the next level by introducing TWI into their organizations using our dynamic program of hands-on learning and practice. For many organizations, the results are:
A safer and more productive workplace
Higher levels of cooperation and positive employee relations
Reduced process variation through standardized training
Reduction in job learning curves
Effective problem solving at the shop floor level
We often see organizations implementing TWI in a piecemeal fashion; implementing only one or two of the J programs (Job Instruction is the most popular). This is due to a misunderstanding of the underlying intent of TWI. TWI is a system and the J programs are designed to reinforce each other. It is the intersection and interaction of the J programs that ultimately ensure the success of TWI. Adding to the misunderstanding is the fact that TWI was a 'wartime' intervention and due to that sense of urgency many of the soft skills required in the present day workplace were not addressed.
At KPC we recognized both the power of TWI as a system of cultural change and the need to enhance the original system with the people skill competencies needed to be effective in today's workplace. Our holistic approach to TWI implementation ensures sustainable results.
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What does it [TWI] have to do with modern manufacturing techniques? The answer is everything. For those who have heard of lean manufacturing, Japanese management methods, and kaizen, TWI may well be the ground zero of these modern manufacturing philosophies that have developed into the most promising methods in industry today."
‘The Roots of Lean’, Jim Huntzinger