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TWI: Job Instruction (1 Day Class)

Standard work is widely recognized as a cornerstone of the lean transformation.  Each successful completion of a standard task validates the hypothesis that the work is properly designed, that the worker is adequately trained, and that operating conditions are normal.  Standard work provides a foundation upon which deviations from these desired conditions can be most quickly recognized and corrected.  It also provides a baseline for continuous improvement or kaizen.

Training Within Industry (TWI) is a program developed by the United States during World War II. At the beginning of the war, the US government made a commitment to support the Allied Powers by supplying them with arms and other necessary materials. To support the increase in production, thousands of workers came to the workplace, but only few of them were properly trained to be able to do what was required of them.  Another critical shortage was among supervisors who could organize and train workers. All of those new workers and supervisors needed to be trained within a short period of time. To address the problem, the government created the TWI program which documented practical methods by which any organization could create work standards and effective training practices.

Later on, the TWI principles and methodologies were used by Toyota to help the company develop work standards and effectively train workers to use standard work as the basis for continuous improvement.

This workshop will provide an overview of TWI with a focus on the Job Instruction program.  Job Instruction is The Way to get A person to Quickly Remember how to do A job Correctly, Safely, and Conscientiously.  These work standards then provide the foundation for employee engagement, continuous improvement and problem solving.

You will learn how all elements of TWI help an organization create skilled and engaged work teams capable of solving effectively problems within their area of responsibility. You will understand the principles of job instruction and why on-the-job coaching and development is more effective than classroom-based training. You will be introduced to the steps of good, structured instruction and how they need to be implemented in the work environment.

Course Outline:

This one-day workshop includes a mix of lecture, discussion and hands-on exercises.  You will learn:

  • The five basic needs of a Leader/Trainer

  • Overview of the Job Instruction program, including how to break down work and instruct using the TWI 4-step method

  • The practical relationship between standard work and problem solving

  • Suggestions on how to implement JI training programs

Who Should Attend:
This course is designed for leaders who wish to learn more about TWI and seek practical recommendations on how to help employees and organizations connect their work with continuous improvement and problem solving.

Otto Funke Otto Funke
Otto Funke is an Advisory Engineer at IBM who has been involved with the lean transformation at IBM’s 200mm semiconductor manufacturing facility near Burlington, VT since it began in the early 2000’s. In his current role, Otto is an internal lean coach with emphasis on structured problem solving, standard work for leaders, visual controls and daily accountability processes. The IBM team has been applying lean methods to transform their semiconductor factory from a captive supplier to IBM to a specialty foundry serving clients in the consumer electronics, power management, and secure foundry industries. Along their journey, they have sampled most of the usual lean techniques, starting with Value Stream Mapping and 5S, and advancing into the broader topics of Strategy Deployment, Problem Solving, and Standard work. In 2005, the organization was struggling to find an effective approach to develop standard work on complex tasks across multiple shifts. Otto was part of the IBM team which began learning about the Job Instruction and other TWI programs as the methodology to support the implementation of standard work. The result has been a large-scale implementation of TWI programs throughout the semiconductor fabricator, test floor, and in many support operations such as equipment maintenance, manufacturing engineering, supply chain, and management. Otto holds a BS in Industrial Engineering from Penn State University and a MS in Manufacturing Systems Engineering from Lehigh University.
Jeff Maling Jeff Maling
Jeff Maling is a Development Engineer at IBM’s semiconductor facility near Burlington, VT. Jeff and his team are responsible for bringing new semiconductor products from the technology development phase into volume manufacturing. He is the Technology Installation Leader for IBM’s MEMS (Micro Electro Mechanical Systems) program, where he develops and matures new chips that improve cell phone reception. Prior to his current product development role, Jeff was a founding member of IBM’s Lean Core Team for the semiconductor manufacturing team in Vermont. He has been a facilitator, instructor, and coach from the beginning in all phases of IBM’s lean transformation program. Jeff received his lean training from several Lean Enterprise Institute faculty, the Toyota Supplier Support Center, and the Vermont Manufacturing Extension Center (VMEC). With Jeff’s guidance, IBM developed a simple approach to lean, with focus on a problem solving culture, and application of strategy deployment to clarify purpose and priorities, and standard work to stabilize and improve service to clients. In 2005, Jeff led the IBM team that first “rediscovered” the Training Within Industry programs from WWII. In looking for a practical approach to implementing a culture of standard work in their factories, Jeff collaborated with a group of lean enthusiasts from other local companies and VMEC to introduce TWI in Vermont. What has developed since is an extensive application of the TWI methodology throughout IBM’s microelectronics facilities, and in many other companies across the state. You can read more about their TWI journey in Don Dinero’s book TWI Case Studies, which features a chapter on IBM. As a lean product development practitioner, Jeff has a particular focus on direct observation, rapid learning cycles, and concurrent engineering as key techniques to improve time to market for new chip technologies. He is proud to be an IBM Innovator, with numerous patents and publications in semiconductor technology and fabrication. Jeff holds BS and MS degrees in Mechanical Engineering from Rensselaer Polytechnic Institute. Jeff stays active in the lean community as a frequent speaker at the TWI Summit, and in the local lean community in Vermont. He keeps his science skills sharp by volunteering for the VT State Science & Math Fair, and is active in STEM education as advisory board leader for a local high school technology center. He lives with his wife and two young children in the Champlain Islands of northern Vermont.
David Meier David Meier

David Meier is the founder and president of Lean Associates, Inc., and is the co-author with Jeffrey Liker of the best-selling books, The Toyota Way Fieldbook (McGrah-Hill, 2005) and Toyota Talent: Developing Your People the Toyota Way (McGraw-Hill, 2007).

David learned the Toyota Production System as one of the first leaders hired at Toyota’s Georgetown, KY, facility where he worked in the plastic molding department.  Over a 10-year period in Kentucky and Japan, he received training and mentoring in TPS principles including full-time coaching by TPS experts.

As a trainer and speaker on how to launch and sustain lean transformations, David has worked in North America, Russia, Europe, Brazil, and Asia for a variety of service and manufacturing industries, including healthcare, food processing, automotive, aerospace, wood and plastic products, chemical processing, metal machining, fabricating, welding, and assembly operations.  He currently helps companies implement lean principles through Lean Associates, Inc.

Suggested Reading for this Workshop:
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Price: $800.00 ($700.00 if the participant is taking 2 or more workshops at one location)
Price includes all participant materials, breakfast, lunch and snacks each day

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Cancelation Policy
Our workshops are designed to cater to a limited number of participants.  If you must cancel a workshop registration, you will be given a full refund up to four weeks before the workshop. A cancelation occuring within four weeks of the workshop will be subjected to a $350 cancelation fee.  Substitutions may be made at any time prior to the start of the workshop. To cancel a workshop registration, please call LEI at (617) 871-2900.