2nd Edition

The TWI Workbook Essential Skills for Supervisors, Second Edition

By Patrick Graupp, Robert J. Wrona Copyright 2016
    356 Pages 74 B/W Illustrations
    by Productivity Press

    356 Pages
    by Productivity Press

    Since the publication of its Shingo Prize-winning predecessor, TWI programs have seen steady growth in usage. As a true understanding of Standard Work has developed, the need for the TWI skills as fundamental tools to achieve Lean objectives has been solidified.

    The TWI Workbook: Essential Skills for Supervisors, Second Edition has been completely updated to the latest terminology and practice. This edition includes revised forms and tools, as well as new examples that illustrate current day TWI practice. Emphasizing the importance of accident and injury prevention, this edition includes an entirely new section on Job Safety, a fourth TWI module that was developed in Japan using the identical TWI methodology of the original three programs introduced in the original work. This updated edition includes new chapters on:

    • Four Steps of Job Safety: Preventing Accidents before They Happen
    • Two Key Aspects to Safety: Things and People
    • Practicing the JS Method
    • TWI’s Problem Solving Training

    In addition to a new chapter on the TWI problem-solving methodology, this edition contains a new introduction with a more complete description of how TWI was reintroduced into American industry, including detailed information on the contribution TWI made at Toyota that was not available when the original book was published.

    Focusing on how the TWI skills create and support standardized work as the foundation for Lean and continuous improvement, the book includes detailed explanations on how to determine important steps and find key points that lead the way to standardized work. A new section on making a balanced breakdown has also been added, with new examples of Job Instruction breakdowns. The book also features a new conclusion that compares the historical role of TWI with what companies today are experiencing using the TWI methodology.


    Role of TWI at Toyota
    Early Struggles of Toyota
    Role of TWI in the Toyota Production System
    TWI: The Missing Link to Lean

    Fundamentals of the TWI Program
    Five Needs Model
    Common Trait: J Program’s Four-Step Methods
    Common Trait: Learn by Doing
    Common Trait: Training Session Format
    Training Manuals: A Standardized Methodology for Delivering Training
    Identifying Roles and Responsibilities in the TWI Programs


    Four Steps of Job Instruction
    Workforce Instruction: Two Ineffective Methods
    Using the JI Four-Step Method
    Step 1: Prepare the Worker
    Step 2: Present the Operation
    Step 3: Try Out Performance
    Step 4: Follow Up
    If the Worker Hasn’t Learned, the Instructor Hasn’t Taught

    How to Get Ready to Instruct: Break Down the Job
    Get Ready Point 2: Break Down the Job
    What Is an Important Step?
    What Is a Key Point?
    Identifying the Key Points in the Fire Underwriter’s Knot Example
    Listing the Reasons for the Key Points
    Making a Balanced Breakdown
    Observing and Involving Experienced Workers in the Breakdown Process
    Summary and Sample Breakdowns
    Breakdown Sheets and Standardized Work
    Extra Notes on Key Points

    How to Get Ready to Instruct: Make a Timetable for Training, Get Everything Ready, and Arrange the Worksite
    Get Ready Point 1: Make a Timetable for Training
    Get Ready Points 3 and 4: Get Everything Ready and Arrange the Worksite


    Applying Job Methods to a Sample Job to Show Before and After Improvements
    Three Fundamental Classifications of Work
    Microwave Shield Sample Job: Current Method
    Microwave Shield Sample Job: Proposed Method
    Microwave Shield Sample Job: How the New Job Process Works
    Using the New Method

    Four Steps of Job Methods Improvement
    Step 1: Break Down the Job
    Step 2: Question Every Detail
    Step 3: Develop the New Method
    Step 4: Apply the New Method

    Writing and Selling the Improvement Proposal: Example
    Proposals: Write It Down and Work Out the Numbers
    Improvement Proposal Example: Reduction of Workers on the
    Handset Assembly Line


    Job Relations: Working with and through People
    What Is Good Supervision?
    Supervisor’s Relationship with People
    People Must Be Treated as Individuals
    What Is a Problem and How Do You Solve It?

    Four Steps of Job Relations
    Get the Objective
    Step 1: Get the Facts
    Step 2: Weigh and Decide
    Step 3: Take Action
    Step 4: Check Results
    Did You Accomplish Your Objective?
    Applying the JR Four-Step Method to the Tina Problem
    How to Get Opinions and Feelings

    Problem Prevention Using JR’s Foundations for Good Relations
    How to See Problems Coming
    The Mike Problem
    Four Ways the Mike Problem Came Up
    Foundations for Good Relations
    The Team Leader Problem
    Mary’s Use of the Foundations for Good Relations
    Conclusion: The Effect of Change and Problem Prevention


    Four Steps of Job Safety: Preventing Accidents before They Happen
    Supervisors’ Roles and Responsibilities in Safety
    The Need for Accident Prevention
    Factors Common to Most Accidents: The Packing Section Example
    Four Steps of Job Safety
    Safety Incidents Are Caused; Break the Chain
    Risky Supervisor Styles

    Two Key Aspects to Safety: Things and People
    A Problem with Things: The Miller Example
    Step 1: Spot the Causes of Danger
    Step 2: Decide on Countermeasures
    Step 3: Enforce Countermeasures
    Step 4: Check Results
    Rules for Things
    A Problem with People: The Thomas Example
    Rules for People

    Practicing the JS Method
    The Foreman Morley Example
    Step 1: Spot the Causes of Danger
    Step 2: Decide on Countermeasures
    Steps 3 and 4: Enforce Countermeasures and Check Results
    Conclusion to Foreman Morley Example
    Action to Take on Abnormalities
    What to Do When Injuries Occur
    Combination of Causes Involving People and Things
    Workplace Inspection

    TWI’s Problem Solving Training
    Comparing TWI and Toyota Problem Solving Methods
    What Is a Problem?
    Step 1: Isolate the Problem
    Step 2: Prepare for Solution
    Step 3: Correct the Problem
    Step 4: Check and Evaluate Results

    Conclusion—TWI: Key to Changing the Way People Work in Lean

    Appendix: ESCO Turbine Technologies–Syracuse: Using Job Instruction as a Foundation for Standardized Work



    Patrick Graupp began his training career at the Sanyo Electric Corporate Training Center in Japan after graduating with highest honors from Drexel University, Philadelphia, Pennsylvania, in 1980. There he learned to deliver Training Within Industry (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 United States to help Japan rebuild industry in 1951. Patrick earned an MBA from Boston University, Boston, Massachusetts, while leading Sanyo’s global training effort. He was later promoted to the head of human resources for Sanyo North America Corp. in San Diego, California, where he settled.

    Patrick partnered with Bob Wrona in 2001 to conduct TWI pilot projects in Syracuse, New York, that became the foundation for the TWI Institute, which has since trained a rapidly expanding global network of more than 1000 certified trainers who are now delivering TWI training in the manufacturing, health care, construction, energy, and service industries in the United States and around the globe. The first edition of their book The TWI Workbook: Essential Skills for Supervisors was a Shingo Research and Professional Publication Prize Recipient for 2007.

    Robert J. Wrona began his manufacturing career at Chevrolet in Buffalo, New York, where he was promoted to shop floor supervisor after earning a BS from Canisius College, Buffalo, New York. He moved on to Kodak in Rochester, New York, where he became interested in organizational development while earning his MBA from the Rochester Institute of Technology, New York. Bob joined a high-volume retail drugstore chain in Syracuse, New York, when it was a 12-store operation. He standardized store operating procedures, developed internal training, and reorganized central distribution as the company profitably grew into a regional chain of 140 in 11 years.

    "As you probably know, Robert Wrona has been the primary driving force behind spreading the Training Within Industry (TWI) concepts in North America and around the globe for the past couple of decades, in conjunction with the TWI Institute. In Patrick Graupp you have, without a doubt, the finest TWI master instructor in the English language around the world. The first edition of their workbook was of tremendous value, and the latest version is even better. ... Spend time carefully thinking about the first principles and fundamental elements in this material, like Taiichi Ohno and others inside of Toyota did more than 60 years ago. The fundamentals have provided value to American companies before and after World War II. The concepts have provided decades of value to Toyota and other companies around the world as well. I am certain if you study the content and apply it diligently and patiently, you will find success as well."
    —From the Foreword by Art Smalley, President, Art of Lean, Inc.