Comments on: Understanding the True Value of the TWI Job Instruction Training Method https://www.lean.org/the-lean-post/articles/understanding-the-true-value-of-the-twi-job-instruction-training-method/ Lean Production | Lean Manufacturing | LEI | Lean Services Wed, 03 May 2023 01:43:01 +0000 hourly 1 https://wordpress.org/?v=6.4.3 By: Estuardo https://www.lean.org/the-lean-post/articles/understanding-the-true-value-of-the-twi-job-instruction-training-method/#comment-92358 Wed, 03 May 2023 01:43:01 +0000 https://www.lean.org/?p=24615#comment-92358 Great article, this is the foundation for standardize processes and activities that is repeating along the day. The only thing for me is that this needs dedicated people and many of small organizations does not have the economical resources.

Thanks for share

]]> By: Jorge Benjamin Wong Kcomt https://www.lean.org/the-lean-post/articles/understanding-the-true-value-of-the-twi-job-instruction-training-method/#comment-84375 Mon, 27 Mar 2023 20:10:22 +0000 https://www.lean.org/?p=24615#comment-84375 Excellent write-up, Chia-Chun. The article makes a compelling case for TWI in startups. I think it should be stated that TWI not only works effectively for manufacturing, but it also is fully applicable to the service industry (from hospitals to law offices to restaurants) and knowledge creation /sharing organizations (industrial trades schools, agricultural extension, and design offices) as well.

Now my critique of a superficial, narrowly focused, or nominal TWI:

“Training is for dogs. Education is for people…” an old British saying.

Is TWI a part of a company-wide management system such as TPS or equivalent? Or is it an isolated “focused” initiative? Is it done only on the manufacturing floor or there is a clear intention/mandate/vision to do it company-wide through and through (including finance, marketing, logistics, human resources, customer service, etc.) While training and TWI included emphasizes a REPEATABLE AND TEACHABLE set of work instructions, including key points, the ultimate goal is Cultural Change or combined behavior and thinking modification. And it is the JBS, that provides both know-how and know-why, that makes the TWI learning process an EDUCATIONAL ENDEAVOR.

Respect for people is optimized when (a) you are sharing the reasons WHY a key material or procedural detail is important or critical to quality, reliability, or timely completion of the task at hand. Note that rarely people in the trenches of most organizations are told WHY things are to be done this way. They are mostly ordered ‘JUST DO IT”. In this context, everybody, operators, supervisor, engineer, managers, etc are subtly challenged by the JBS … TO IMPROVE or KAIZEN (or innovate with a drastic radical change) considering the sensitivity or vulnerability of the process or product to the particularly challenging key points. In my view, this (engaging in KAIZEN or KAIKAKU) is the max respect for people: “thus far this is the best way we know how and know why to make this product or service, this is our best-proven way now. But knowing your great talents CAN YOU IMPROVE ON IT?”

To sum up, instead of Training Within Industry it should be called: EDUCATION WITHIN BUSINESS (EWB), or Education within Government. (EWG).

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