Beyond Basic Training
Here at MTI, we’ve been using a training method called Training Within Industry (or TWI, for short) that can deliver some remarkable results. As powerful as the program is, it’s nothing new—in fact, it emerged more than 60 years ago. Still, I find that lots of people have questions about it. With that inmind, here are some details.
WHAT IS TWI?
TWI was developed in the early 1940s by the U.S. War Manpower Commission, but it is firmly rooted in vocational training methods that were in place well before that time. During World War II, the commission was asked to respond to an immediate need to increase war munitions in U.S.manufacturing plants. That was a difficult task since much of the country’s skilled workforce was enlisted in themilitary.
The commission developed the TWI program with a focus on methods that would quickly and effectively transform an inexperienced workforce into one that could meet and exceed current production demands. It structured theTWI program so the impact could be multiplied throughout a company. The program first developed a group of lead trainers who trained supervisors on specific skills and methods. The supervisors then passed those skills onto their employees.
This approach remains the core of the current TWI program. The skills needed by new supervisors have changed very little over the years, even though the workers may look different and the practice of manufacturing has become highly technical. While TWI was effective when it was first implemented in the U.S. manufacturing industry, most companies discarded the program when their previous workforce returned after World War II.
TOYOTA’S USE OF TWI
TWI was a key part of the development efforts that the United States brought to Japan to help rebuild its postwar economy. Toyota incorporated TWI into its training operations and continues to view it as a foundation of the Toyota Production System. The company has taken Lean to a level that few others have realized, and some would point to TWI as a key element of that. Lean manufacturing is highly dependent upon the abilities of front-line supervisors and team leaders to quickly identify and react to safety, quality, and production issues. TWI gives them the skills they need to meet those responsibilities.
WHY TWI TODAY?
Many front-line workers who have been promoted into supervisor or lead positions don’t have the tools to meet their responsibilities. Most were great employees with a solid understanding of how to perform specific tasks. When they become supervisors, however, they’re expected to lead a team of unique individuals, each with his or her issues and strengths. They are also expected to quickly and safely bring newemployees into the system with little disruption. On top of that, they’re asked to continuously find improvements thatwill cut costs, increase quality, reduce injuries, support new process or product development, and decrease employee turnover.
The three TWI training modules address supervisors’ needs by showing 1) how to break down and teach a job in an efficient and effective manner, 2) how to identify, detail, and present ideas for job improvements, and 3) how to lead a group of individuals while managing change, conflict, and the work culture.
The transition to becoming a supervisor is painful for many people. For example, the TWI’s Job Relations course is often the first time newand long-term supervisors get to talk about the difficult situations they face each day — and the stories just start pouring out. They leave with skills and techniques that they can use to make their lives, and their employees’ lives, a bit easier.
We have found that TWI is a great fit for many companies because the skills and methods it teaches can be used immediately by supervisors and team leaders. The on-site training schedule for each module (two to three hours of training per day for five consecutive days) allows for minimum disruption to day today operations, while the “learn and do” approach results in the participants having experienced success by the end of the five days. They’ll have practiced the skills and methods on real issues or tasks by the conclusion of the course, so the learning is highly practical and relevant. These are critical differences from many other training programs.
I’m a believer in the TWI program because I’ve seen how effective it is with a wide variety of people beyond the shop floor — i.e., in HR, accounting, IT, scheduling, sales, customer service, and marketing departments. The training methodology is sound and has years of experience, research, and real world results to back it up. It has been effective in a diverse group of companies and across different industry sectors such as hospitality, education, government, and food service.
Jan Hepola
TWI - Certified Trainer and
MTI Business Service Specialist