In 1990, the book, "The Machine That Changed The World",
coined the term ‘Lean Manufacturing’. And companies have spent millions of dollars
to learn and apply waste-eliminating tools and techniques.
Not as well known is Training Within Industry, or TWI. TWI focuses on the associates
who do the work every day and their immediate supervisors/team leaders. And those
of you who are working to create lean enterprises know that these are the folks
who are the foundation of your lean activities!
Let’s add a little TWI history here. As the threat of World War II became clear
in 1940, the US Government organized a government/industry committee to develop
a training system for those who would replace the millions of men soon to leave
their jobs to fight. TWI was the result of that effort.
Using TWI, this newly trained workforce produced war materials in staggering numbers
and quality. A single plant completed a B17 bomber every 96 minutes by war’s end.
A complex machine manufactured in large part by 'Rosie the Riveter', who had no
experience in skilled crafts just four years earlier. After the war, America abandoned
TWI, and Japan adopted it.
TWI integrates the majority of people in an organization into three areas with the
Lean implementation process.
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LEAN - After a Value Stream Map is created on a high visibility project. Lean education
and application initiates culture change.
TWI - Job Relations, JR, helps supervisors improve their ability
to work with people and promote teamwork. Supervisors are mentors, instructors,
and problem-solving idea supporters.
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LEAN - With the help of additional lean tools, initial processes are stabilized
through standard work and connected flow in a value stream.
TWI - Job Instruction, JI, documents current best approach, trains,
re-trains, cross-trains and sustains. Without stability, most improvements disappear
and flow then gets disconnected again.
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LEAN - As competence and culture change take root, Lean tools are applied to other
value streams and processes, and procedures are standardized for organization-wide
improvement.
TWI - Job Methods, JM, trains supervisors/team leaders how to analyze
jobs to make the best use of the people, machines, and materials now available.
Summary: Technical aspects amount to 20% of Lean’s success; while 80% depends on
people.
Changing mechanics without mindset change produces only temporary improvement.