Sustaining TWI; What happens (or should) after the initial training?
Date: Wednesday, February 21, 2018
Time: 8AM-4PM (breakfast & lunch included)
Location: Atlanta, Georgia
Patrick Graupp & Scott Curtis
From its roots in WWII war materiel manufacturing, the TWI methodologies were introduced and spread throughout post-war Japan, most famously at Toyota, and were instrumental in the resurgence of Japanese industry beginning as early as the 1950s. It is no surprise then that the basic skills of Job Instruction (JI), Job Relations (JR) and Job Methods Improvement (JM) would form the foundation of good Lean practice. Today, companies striving to implement Lean initiatives throughout the world are more and more turning to TWI to maximize the benefits from Lean with a proven way to focus on the people side of Lean and build a solid foundation through effective front-line leadership and coaching.
Embedding the TWI fundamentals into the business culture, however, is not as easy as simply learning to deliver the training programs. Many years of seeing successful, and unsuccessful, TWI initiatives have taught us that sustaining TWI skills over time takes careful and methodical guidance to ensure they become a daily part of the organization’s front-line leadership habits.
Part 1 of this workshop will focus on reviewing the fundamentals of the standardized TWI delivery methods for Job Instruction (JI), Job Relations (JR) and Job Methods (JM) training. Hands-on demonstrations of the JI 4-step method and JR training as taught in class will reinforce the critical points of the initial deliveries and provide insight into why TWI is often referred to as the missing link for individuals to invest more mental energy in their work that Lean does not address.
Part 2 will focus on how to effectively carry out a start-up program that creates energy and momentum to build support and dedication for the methods over time. Properly setting up and carrying out the initial training entails much more than just providing the traditional 10-hour training programs.
Attendees will be introduced to a proven 7-step TWI implementation model that engages frontline personnel in the improvement process by having them work together on a pilot project to solve a problem impacting the bottom line. What happens after the initial training is just as important as the training itself.
A hands-on Job Instruction Breakdown (JIB) class exercise will teach the importance of creating good JI Breakdowns; auditing to be sure newly trained people do jobs as trained, and to provide follow-up training to sustain the gains while moving forward on a larger scale. Data from companies that helped develop this model will be shared to confirm that a ROI can be generated by either integrating TWI with an existing improvement strategy, or as a starting point to engage people to develop an improvement strategy
“In this session you will learn…”
- why ongoing success with TWI depends on full engagement from management and other internal resources to support Supervisors in creating lean processes that achieve basic process stability and leading work teams to continuously improve performance
- how to set up initial TWI training schedules that include effective coaching and follow-up practices that fully develop TWI skills so they will be applied over the long term
- why creating early successes correcting unstable conditions with Job Instruction is a crucial first step toward developing long term momentum
- a 7-step implementation process for TWI that begins with a carefully selected pilot project to get your people and management fully on board before rolling TWI out on a larger scale
- how to publicize the results of the pilot project before executing the next steps in the TWI implementation process that will require internal resources to provide follow-up training and coaching before introducing other elements of standardized work such as machine up time, availability of material, flow, and takt time
About the Facilitator:
Patrick Graupp began his training career at the SANYO Electric Corporate Training Center in Japan after graduating with Highest Honors from Drexel University in 1980. There he learned to deliver TWI from his mentor Kazuhiko Shibuya. Mr. Shibuya was trained by Kenji Ogawa who was trained by the four TWI Inc. trainers sent from the US to help Japan rebuild industry in 1951. Patrick earned an MBA from Boston University while heading Sanyo’s global training effort. He was later promoted to the head of Human Resources for SANYO North America Corp. in San Diego, CA where he settled.
Patrick partnered with Bob Wrona in 2001 to conduct TWI pilot projects in Syracuse, NY that became the foundation for the TWI Institute which has since trained a rapidly expanding global network of over 800 certified trainers who are now delivering TWI training in the manufacturing, health care, construction, energy, and service industries in the US and around the globe. These efforts were outlined in their book The TWI Workbook: Essential Skills for Supervisors, a Shingo Research and Professional Publication Prize Recipient for 2007. Patrick is also the author of Implementing TWI: Creating and Managing a Skills-Based Culture which was published by Productivity Press in 2010, Getting to Standard Work in Health Care: Using TWI to Create a Foundation for Quality Care published by CRC Press in 2012 and Building a Global Learning Organization: Using TWI to Succeed with Strategic Workforce Expansion in the LEGO group published by CRC Press in 2014.
Scott Curtis brings 25 years of manufacturing experience and leadership to the TWI Institute. As Plant Manager of Albany International in Homer, NY for 7 years Scott was not only able to keep the business viable, but thrive in the face of rapidly escalating raw material costs and stiff competition from overseas markets. Much of the improvements achieved, such as an operating income increase of 375% over 4 years, were the result of a successful Lean implementation and the development of a world class TWI program. The achievements from the TWI implementation were featured as a case study in Bob Wrona and Patrick Graupp’s book Implementing TWI: Creating and Managing a Skills Based Culture, published by Productivity Press in November 2010.
Scott began his career with Mobil Chemical as a project engineer responsible for large capital project installations. He also held positions as a Process Engineer, Maintenance Manager, Plant Superintendent and Plant Manager in his 13 year career with Mobil/Pactiv. Scott moved on to Huhtamaki Consumer Packaging in Fulton, NY and spent 5 years as Operations Manager. During his time there the business experienced significant expansion, successful negotiation of a four year union contract, and the beginning implementation of their Lean systems.
Scott has training in Six Sigma from the University Of Tennessee Knoxville, and earned a bachelor’s from the Rochester Institute of Technology and an MBA from the University of Phoenix.
*NOTE: This workshop is run in affiliation with the TWI and KATA Summits.. You are not required to attend the Summit to participate in this workshop. Simply select only the workshop, and not the Summit, when registering.