TWI Worksheets

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Training Within Industry (TWI): The TWI program has proven to be effective in providing shopfloor supervisors and team leaders with the skills they need to engage people in Lean activities. This is a collection of TWI worksheets and pocket cards for Job Instruction (JI), Job Methods (JM), Job Relations (JR), Job Safety (JS) and Problem Solving (PS). These worksheets and pocket cards (the “tools”) are useful for organizations who are preparing or implementing TWI programs. To get the most out of the tools, they are best used together with the TWI four-step process. This TWI worksheets and pocket cards collection includes: Job Instruction Breakdown Sheet (Word format) Job Instruction Training Timetable (Word format) Job Methods Breakdown Sheet (simple) (Word format) Job Methods Breakdown Sheet (8.5x11) (Word format) Job Methods Breakdown Sheet (8.5x14) (Word format) Job Methods Improvement Proposal Sheet (Word format) Job Relations Situation Analysis Sheet (Word format) Job Safety Breakdown Sheet (Word format) Problem Solving Problem Analysis Sheet (Word format) Problem Solving Causation Analysis Sheet (Word format) JI Pocket Card (PowerPoint format) JM Pocket Card (PowerPoint format) JR Pocket Card (PowerPoint format) JS Pocket Card (PowerPoint format) To download this worksheets collection, visit: http://www.oeconsulting.com.sg

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Training Within Industry (TWI) Worksheets:

Training Within Industry (TWI) Worksheets TWI Worksheets for Job Instruction, Job Methods, Job Relations, Job Safety & Problem Solving This is a collection of TWI worksheets and pocket cards for Job Instruction (JI), Job Methods (JM), Job Relations (JR), Job Safety (JS) and Problem Solving (PS).

About the TWI worksheets collection:

About the TWI worksheets collection This is a collection of TWI worksheets and pocket cards for Job Instruction (JI), Job Methods (JM), Job Relations (JR), Job Safety (JS) and Problem Solving (PS). These worksheets and pocket cards (the “tools”) are useful for organizations who are preparing or implementing TWI programs. To get the most out of the tools, they are best used together with the TWI four-step process.

Contents:

Contents Job Instruction Breakdown Sheet Job Instruction Training Timetable Job Methods Breakdown Sheet Job Methods Improvement Proposal Sheet Job Relations Situation Analysis Sheet Job Safety Breakdown Sheet Problem Solving Problem Analysis Sheet Problem Solving Causation Analysis Sheet JI Pocket Card JM Pocket Card JR Pocket Card JS Pocket Card

Job Instruction (JI):

Job Instruction (JI) 1

Job Instruction Card:

Job Instruction Card Back Front HOW TO INSTRUCT STEP 1 – PREPARE THE WORKER Put the person at ease State the job Find out what the person already knows Get the person interested in learning the job Place the person in the correct position STEP 2 – PRESENT THE OPERATION Tell, show and illustrate - one Important Step at a t ime Do it again – stress Key Points Instruct clearly, completely, and patiently Present no more than they can master at one time STEP 3 – TRY OUT PERFORMANCE Have the person do the job – correct errors Have the person explain each Important Step to you as the job is done again Have the person explain each Key Point to you as the job is done again Make sure the person understands Continue until you know they know STEP 4 – FOLLOW UP Put the person on his own Designate who the person goes to for help Check on the person frequently Encourage questions Taper off extra coaching and close follow-up IF THE WORKER HASN’T LEARNED THE INSTRUCTOR HASN’T TAUGHT JOB INSTRUCTION HOW TO GET READY TO INSTRUCT Before instructing people how to do a job: 1. MAKE A TIME TABLE FOR TRAINING W ho to train… For which work… By what date. 2. BREAK DOWN THE JOB List I mportant S teps Select Key Points Safety factors are always Key Points 3. GET EVERYTHING READY The proper equipment, tools, materials and whatever needed to aid instruction 4. ARRANGE THE WORK AREA Neatly, just as in actual working conditions

Instructions for Printing:

Instructions for Printing Card dimensions: 90 x 150 mm 230g Artcard color print, B/S Print on both sides 9 0 mm 150 mm

Job Methods (JM):

Job Methods (JM) 2

Job Methods Card:

Job Methods Card Front Back JOB METHODS HOW TO IMPROVE A practical plan to help you produce greater quantities of quality products in less time, by making the best use of Manpower , Machines , and Materials now available. STEP 1 – BREAK DOWN THE JOB 1. List all details of the job exactly as done by the current method 2. Be sure details include everything: Material handling Machine work Hand work STEP 2 – QUESTION EVERY DETAIL 1. Use these types of questions: Why is it necessary? What is its purpose? Where should it be done? When should it be done? Who is best qualified to do it? How is the ‘best way’ to do it? 2. Question the following at the same time: Materials, Machines, Equipment, Tools, Produce D esign, Workplace Layout, Movement, S afety, Housekeeping STEP 3 – DEVELOP THE NEW METHOD 1. ELIMINATE unnecessary details 2. COMBINE details when practical 3. REARRANGE for better sequence 4. SIMPLIFY all necessary details To make the job easier and safer to do: Put materials, tools, and equipment into the best position and within convenient reach for the operator Use gravity feed hoppers or drop delivery chutes whenever possible Make effective use of both hands Use jigs and fixtures instead of hands 5. Work out your ideas WITH OTHERS 6. WRITE UP the proposed new method STEP 4 – APPLY THE 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

Job Relations (JR):

Job Relations (JR) 3

Job Relations Card:

Job Relations Card Front Back JOB RELATIONS A supervisor gets results through people FOUNDATIONS FOR GOOD RELATIONS 1. Let each worker know how he is doing Figure out what you expect from him Point out ways to improve 2. Give credit when due Look for extra or unusual performance Tell him while it’s “hot” 3. Tell people in advance about changes that will affect them Tell them WHY if possible Get them to accept change 4. Make best use of each person’s ability Look for ability not now being used Never stand in a person’s way People Must Be Treated As Individuals HOW TO HANDLE A PROBLEM SET A GOAL 1. GET THE FACTS - Review the record - Find out what rules and customs apply - Talk with individuals concerned - Get opinions and feelings Be sure to have the whole story 2. WEIGH AND DECIDE - Fit the facts together - Consider their bearing on each other - What possible actions are there? - Check practices and policies - Consider objective and effect on individual, group, and production. Don’t jump to conclusions 3. 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 actions Don’t shirk responsibility 4. CHECK RESULTS - How soon will you follow up? - How often will you need to check? - Watch for changes in output, attitudes, and relationships. Did your action help production? Have you achieved the set goal?

Job Safety (JS):

Job Safety (JS) 4

Job Safety Card:

Job Safety Card Front Back JOB SAFETY CARD The meaning of safety is to consider measures and take action BEFORE a safety incident. It is NOT to handle the aftermath. 1. Spot the causes of danger Check the situation. Check the record. Talk to people. Consider both things and people. Always be aware. Foresee risks of incidents and injuries. Dig down deep 2. Decide on countermeasures Fit the causes together; consider their bearings on each other. Ask people who have detailed knowledge. Think of several countermeasures. Make sure of alignment with policies, regulations and standards. Decide on back-up measures too. Are you yourself the cause? 3. Enforce countermeasures Can you handle this yourself? Do you need support from your supervisor? Whose cooperation should you get? Put into effect immediately 4. Check results Check and check again Was it carried out for certain? Were the causes eliminated? Has any new causes arisen? Safety Incidents Are Caused – Break the Chain FIVE HAZARD SPOTS Work area Material handling Machines Tools Improper clothing HOW TO AVOID SAFETY HAZARDS Remove hazard Use protective equipment Teach safe job method PEOPLE CONSIDERATIONS Capabilities Mental and physical state Use of personal protective equipment Handling of tools Human relations Doesn’t Know Cannot Do Doesn’t Care Doesn’t Do ENVIRONMENTAL CONSIDERATIONS Proper housekeeping Scrupulous Inspection and Maintenance Standard Operating Procedures A Supervisor’s Department Is Only As Safe As He Makes It

Problem Solving (PS):

Problem Solving (PS) 4

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About Operational Excellence Consulting:

About Operational Excellence Consulting

About Operational Excellence Consulting:

About Operational Excellence Consulting Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. The firm’s mission is to create business value for organizations through innovative operational excellence management training and consulting solutions. OEC takes a unique “beyond the tools” approach to enable clients develop internal capabilities and cultural transformation to achieve sustainable world-class excellence and competitive advantage. For more information, please visit www.oeconsulting.com.sg

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