The Complete TWI Programs: JI, JM, JR, JS & PS

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This is a complete TWI training package comprising the three original programs called Job Instruction (JI), Job Methods (JM) and Job Relations (JR), and the two "plus" programs called Job Safety (JS) and Problem Solving (PS). Altogether, these three-plus-two TWI programs address the processes of instructing people on the best way to perform jobs, problem solving and continuous improvement, improved communication and leadership skills and increased workplace safety. To download this presentation, visit: http://www.oeconsulting.com.sg

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Slide1:

Training Within Industry TWI Programs JI . JM . JR . JS . PS

What is TWI?:

What is TWI? TWI or Training Within Industry is a Leadership Development Program designed to provide supervisors and team leaders with the ability to lead , instruct and improve the methods of their jobs. Introduction to TWI NOTE: This is a PARTIAL PREVIEW . To download the complete presentation, please visit: http:// www.oeconsulting.com.sg

Benefits of TWI:

Benefits of TWI Get more done with less machines and manpower Improve quality, reduce scrap by achieving standard work across workers and shifts Reduce safety incidents Decrease training time, especially for temporary workers Reduce labor hours Reduce grievances Transfer knowledge from a skilled workforce to an unskilled or green workforce Companies that have implemented TWI have reported improvements of 25% and more in increased production, reduced training time, reduced scrap and reduced labor-hours. Introduction to TWI

TWI – A Timeless Training Approach :

TWI – A Timeless Training Approach A simple program Uses a blueprinted procedure Learn by doing Multipliers spread the training Introduction to TWI

Basic Needs of Good Supervisors:

Basic Needs of Good Supervisors SKILL Instructing Leading Improving Methods Work Responsibilities KNOWLEDGE Safety

TWI Program: Job Instruction:

TWI Program: Job Instruction

Objective of Job Instruction (JI):

Objective of Job Instruction (JI) Develop a well-trained workforce resulting in Less scrap and rework Fewer accidents Less tool and equipment damage

Results from JI Training:

Results from JI Training Reduced training time Increased production Fewer accidents Less scrap Less rework Less tool and equipment damage Increased job satisfaction Improved quality Increased profits

Workforce Instruction – Two Ineffective Methods:

Workforce Instruction – Two Ineffective Methods Telling Showing

Teaching Methods:

Teaching Methods Telling Explaining verbally Showing Demonstrating how it is done Illustrating Explaining with written material or pictures Question & Answer Asking about and discussing the contents

The 4-Step Job Instruction Method:

The 4-Step Job Instruction Method Step 1 – Prepare the Worker Step 2 – Present the Operation (Instructor) Step 3 – Try-out Performance (Learner) Step 4 – Follow-Up

Job Instruction Card:

Job Instruction Card JOB INSTRUCTION CARD 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 Time Do it again – stress Key Points and Reasons Instruct clearly, completely, and patiently giving no more than they can master at one time STEP 3 – TRY OUT PERFORMANCE Have the person do the job – stating IMPORTANT STEPS – correct errors Have the person do the job again – explaining KEY POINTS and REASONS Make sure the person understands Continue until YOU know THEY know STEP 4 – FOLLOW UP Put the person on their own Who to go to for help Check frequently Encourage questions Taper off extra coaching and close follow-up IF THE PERSON HASN’T LEARNED THE INSTRUCTOR HASN’T TAUGHT JOB INSTRUCTION CARD How to Get Ready to Instruct Before instructing people on how to do a job: 1. HAVE A TRAINING TIME TABLE Determine who to train… On what tasks … By what date . 2. BREAK DOWN THE JOB List important steps Pick out key points and reasons Safety is always a key point 3. HAVE EVERYTHING READY Have the right equipment, tools, materials and supplies – everything needed to instruct 4. ARRANGE THE WORK AREA Just as in actual working conditions

Job Breakdown:

Job Breakdown Important Steps Key Points Reasons Advance the work Change form, fit or function Adds value Verb or noun Safety Makes or breaks the job (Quality) Makes the work easier to do ( e.g. “knack”, “trick”, etc. ) Calibrates 5 senses Special information Always go with key points Makes the job easier to learn or remember Supports Quality, Cost, Delivery & Safety objectives What How Why

Special Instruction Problems:

Special Instruction Problems The Long Operation How to use the 4-step method on an operation that takes 3 hours or perhaps 3 days? The Noisy Environment How to use the 4-step method in a shop where it is too noisy? Putting over ‘Feel’ How to instruct a person in that important thing – ‘feel’? Examples: Vice, nut and bolt, micrometer, sewing, etc.?

TWI Program: Job Methods:

TWI Program: Job Methods

Introduction to Job Methods:

Introduction to Job Methods The Job Methods program was developed in order to provide management with a tool whereby supervisors could acquire skill in improving methods

Objective of Job Methods (JM):

Objective of Job Methods (JM) Make the best use of the people, machines, and materials now available

Results from JM Training:

Results from JM Training Reduced cost Reduced WIP Reduced inventory Increased throughput Increased sales Increased profits Continuous improvement

Job Methods Card:

Job Methods Card JOB METHODS CARD HOW TO IMPROVE Purpose: 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 present method 2. Be sure details include all: 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. Also question the materials, machines, produce design, layout, work place, safety, house keeping 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 Make the work easier and safer Pre-position materials, tools, and equipment at the best places in the proper work area Use gravity feed hoppers and drop delivery chutes Let both hands do useful work Use jigs and fixtures instead of hands for holding work 5. Work out your ideas with others 6. Write up your 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 4. Put the new method to work. Use it until a better way is developed. 5. Give proper credit where due

The 4-Step Method for JM:

The 4-Step Method for JM Breakdown the Job Question Every Detail Develop the New Method Apply the New Method

Job Breakdown Sheet (JM):

Job Breakdown Sheet (JM) Step 1: Breakdown The Job

Resistance & Resentment:

Resistance & Resentment Resistance to new ideas Resistance to change is common Do not let resistance interfere with improvements Resentment of criticism People may interpret our search for a better method as personal criticism Provide explanation for your purpose Focus on constructive criticism, not personal criticism

Review of 4 Steps for JM:

Review of 4 Steps for JM Step 1. Break down the job List all detail Step 2. Step 4. Question Develop Why? Eliminate What? Where? Combine When? Rearrange Who? How? Simplify! Step 4. Apply the new method Sell – Approvals – Use – Credit Eliminate! Combine! Rearrange!

TWI Program: Job Relations:

TWI Program: Job Relations

What is Good Supervision?:

What is Good Supervision? Good supervision means that the supervisor gets the people in his or her department to do what he wants done, when it should be done, and the way he wants it done because they want to do it!

Foundations for Good Relations:

Foundations for Good Relations 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

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A supervisor gets results through people SUPERVISOR Job Relations Production Cost Safety Quality Maintenance Delivery Training People must be treated as individuals Health Background Education Others Job Family 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. People Foundations for good relations

Objective of Job Relations (JR):

Objective of Job Relations (JR) Build positive employee relations by effectively resolving conflicts that arise Maintain positive relations by preventing problems from happening

Results from JR Training:

Results from JR Training Better employee relations Improved morale Fewer grievances Improved attendance Less equipment damage Improved quality Increased production Reduced cost

Job Relations Card:

Job Relations Card JOB RELATIONS CARD 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?

How Problems Arise:

How Problems Arise Observing changes in people’s work or attitudes Seize up a situation before it happens Problems “come to you” on their own Problems you “run into”

The 4-Step Method for JR:

The 4-Step Method for JR Step 1 – Get the Facts Step 2 – Weigh and Decide Step 3 – Take Action Step 4 – Check Results 4-Step Method for JR

TWI Program: Job Safety:

TWI Program: Job Safety

Introduction to Job Safety:

Introduction to Job Safety 80% of all accidents result from human failures Prevention depends mainly on the right kind of job safety instruction Get workers to know the hazards of each job operation Instruct workers in safe job methods Make sure workers follow job safety instructions Proper instruction is the key to safety

Objective of Job Safety (JS):

Objective of Job Safety (JS) Engage employees in identifying and eliminating potential safety hazards Break the chain of events that lead to incidents

Break the Incident Chain:

Break the Incident Chain You Must Break The Chain X X X Unsafe Acts or Conditions To Prevent Incidents, You Must Break the Chain!

Heinrich’s Accident Pyramid:

Heinrich’s Accident Pyramid

The 4-Step Method for JS:

The 4-Step Method for JS Spot the Causes of Danger Decide on Countermeasures Enforce Countermeasures Check Results

Job Safety Card:

Job Safety Card 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

Slide40:

Training Within Industry Problem Solving (PS)

Objective of Problem Solving (PS):

Objective of Problem Solving (PS) Provide supervisors with a systematic way to solve problems in order to achieve the expected results

What Is a Problem?:

What Is a Problem? A supervisor has a problem when the work assigned fails to produce the expected results Standard – what should be happening Current situation – what is actually happening Gap = Problem

The 4-Step Method for PS:

The 4-Step Method for PS Isolate the Problem Prepare for Solution Correct the Problem Check and Evaluate Results

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Step 1: Isolate the Problem State the Problem Draw Conclusions Explore the Cause Give Proof or Evidence

For People Problems:

For People Problems Don’t Know Can’t Do Don’t Care Won’t Do Faulty Instruction Wrong Assignment Personality Situation Step 2: Prepare for Solution

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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)

END OF PARTIAL PREVIEW:

www.oeconsulting.com.sg END OF PARTIAL PREVIEW To download this presentation, please visit:

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