October, 2016 Monday
Training Within Industry Job Instructions Consortium
Vancouver, WA, TBD
Training Within Industry
A Supervisory and Training Program that was instrumental in winning World War II
First instituted in the US during World War II as a potent method to quickly train new workers, TWI’s power helped the Allies win the war. “Rosie the Riveter” is the image we hold of the women who stepped into the WW II workforce, and their quick training is what we associate with this successful method. After the war, US industry allowed the method to fade away, but several Americans went to help reindustrialize Japan, and when Japan’s competitive might emerged in the 1980’s, Training Within Industry was revealed as a powerful tool to train the workforce once again. US industry has begun to readopt its principles to foster the problem solving culture needed in today’s workplaces.
A common workforce issue today is the difficulty in finding qualified employees in machining, welding and other technical processes. In addition, an aging workforce means that the retirement of current and highly skilled workers looms. There are many approaches to attack this persistent problem, including training new entrants into the skilled positions, recruiting away talent from other companies, and various internally and externally provided attempts at “train the trainer” courses to allow the highly skilled workers to pass on their knowledge. The weakness of any of these attempts is the piecemeal attacks on the problem.
A powerful and more lasting solution to this persistent workforce problem, however, requires a systems approach at the leadership level of a company to implement and sustain a “knowledge transfer” program. Training within Industry provides such an approach.
TWI introduces management to its key role in the solution, and then with their support, implements the “legs” of the system, with the intention of having the program stand and endure; not fade after the training course is complete and/or individual trainees have forgotten what they learned.
Providing a training method with TWI will allow a company to adopt this approach and see its power and multiplier effect within their company. It will advance the company’s market position, by helping to train incumbent workers in a powerful “knowledge transfer” system that produces engaged problem solving workers, and provides an effective way to upskill and cross train current workers.
Training Goals and Learning Objectives
With the TWI methodology, a company can begin to use the training methods to cross train and upskill their current workforce. TWI provides a systematic approach to sustain changes and continuously improve by
- o Indoctrinating people into an “improvement” frame of mind.
- o Teaching people how to identify opportunities for improving their jobs.
- o Training people how to generate ideas to take advantage of these opportunities.
- o Showing people how to get these ideas into practice right away.
- o Creating ownership for people to maintain standard work.
Training Within Industry Course Costs
Each course (five 2.5 hour sessions in five consecutive days) is $4,500. In a consortium model, the charge is $450 per person.
Impact Washington recommends that courses are scheduled two at a time, with an a.m. and p.m. or first shift/second shift structure, to quickly train up to 24 people and optimize the trainer’s time on site. Between and after sessions, the trainer is available to coach learners as they apply the method to their work area. Our instructors are all certified TWI Institute instructors. www.twi-institute.com