Featuring strategies employed in Lean, this volume describes the experiences of organizations using TWI more than 60 years after the Training Within Industry program turned the U.S. into the industrial giant that won World War II. Based on their experience implementing TWI in organizations as diverse as Virginia Mason Medical Center and Donnelly Manufacturing, Shingo Prize Winners Patrick Graupp and Robert Wrona prove why many consider them the most successful TWI trainers in the world.
Their hands-on manual provides the tools and templates that can turn your company’s employees into a skilled and invested workforce capable of realizing unprecedented profits.
If you want to get from interesting displays to true standardized work, read this book.
— Jeffrey K. Liker, author, The Toyota Way
… uses cases to explain how to create no-nonsense culture change by teaching people how to do work differently, and how to relate to each other differently in order to work more effectively.
— Robert "Doc" Hall, Editor-in Chief, Target Magazine
Graupp and Wrona bring many examples of companies that [improved] competitiveness by improving their capacity to fully engage their workforce … .
—Steven Spear, Sr. Lecturer, MIT Sloan School of Management
Graupp and Wrona have been teaching and implementing the tools of TWI for years in many different types of companies … . If you want to get from interesting displays to true standardized work, read this book.
—Jeffrey K. Liker, Shingo Prize-Winning Author of The Toyota Way
… explains why TWI is a basic building block for converting an organization that has engineered Lean into a learning organization … . uses cases to explain how to create no-nonsense culture change by teaching people how to do work differently, and how to relate to each other differently in order to work more effectively.
—Robert "Doc" Hall, Editor-in Chief, Target Magazine, author of Compression: Meeting the Challenges of Sustainability Through Vigorous Learning Enterprises
Graupp and Wrona … not only explain the lessons learned … but further clarify the integration needed to develop a strategic success between TWI and other core functions of any business.
—Jim Huntzinger, Founder and President, Lean Accounting Summit, TWI Summit, and Lean and Green Summit
If companies are serious about developing skills and making improvements then I urge them to study up on TWI concepts.
—Art Smalley, President, Art of Lean, and Shingo Prize-Winning Author
… Graupp and Wrona bring many examples of companies that [improved] competitiveness by improving their capacity to fully engage their workforce …
—Steven Spear, author and Sr. Lecturer, MIT Sloan School of Management
Introduction: A Compelling Need for Skills Training
Part One: TWI Takes Hold in the U.S. — Again
Learning to Do Again What Was Already Done Before
Tenacious at Nixon Gear, Inc.
Getting TWI to "Take Root" in an Organization: TWI as an Integrated Process
Part Two: TWI's Connection to Lean
TWI as an Integral Part of Strategic Lean: Standard Work, Continuous Improvement, Respect for People
The Role of a TWI Champion at Donnelly Custom Manufacturing
Starting Over to Get it Right at Albany International Monofilament Plant
Part Three: TWI and Culture
Building a Culture of Competence: The Human Element of Each TWI Program
Culture Building at W. L. Gore
TWI Returns to Healthcare at Virginia Mason Medical Center
Part Four: TWI Implementation
Applying TWI to Your Organization
A Preemptive Turnaround at Currier Plastics, Inc.
Part Five: Expanding TWI by Leveraging JR, JI & JM
TWI's Problem Solving Training