The TWI workbook: essential skills of supervisors

Content: SECTION I: TWI FUNDAMENTALSRole of TWI at ToyotaEarly Struggles of ToyotaRole of TWI in the Toyota Production SystemTWI: The Missing Link to LeanFundamentals of the TWI ProgramFive Needs ModelCommon Trait: J Program's Four-Step MethodsCommon Trait: Learn by DoingCommon Trait: Training Session FormatTraining Manuals: A Standardized Methodology for Delivering TrainingIdentifying Roles and Responsibilities in the TWI ProgramsSECTION II: JOB INSTRUCTIONFour Steps of Job InstructionWorkforce Instruction: Two Ineffective MethodsUsing the JI Four-Step MethodStep 1: Prepare the WorkerStep 2: Present the OperationStep 3: Try Out PerformanceStep 4: Follow UpIf the Worker Hasn't Learned, the Instructor Hasn't TaughtHow to Get Ready to Instruct: Break Down the JobGet Ready Point 2: Break Down the JobWhat Is an Important Step?What Is a Key Point?Identifying the Key Points in the Fire Underwriter's Knot ExampleListing the Reasons for the Key PointsMaking a Balanced BreakdownObserving and Involving Experienced Workers in the Breakdown ProcessSummary and Sample BreakdownsBreakdown Sheets and Standardized WorkExtra Notes on Key PointsHow to Get Ready to Instruct: Make a Timetable for Training, Get Everything Ready, and Arrange the WorksiteGet Ready Point 1: Make a Timetable for TrainingGet Ready Points 3 and 4: Get Everything Ready and Arrange the WorksiteSECTION III: JOB METHODSApplying Job Methods to a Sample Job to Show Before and After ImprovementsThree Fundamental Classifications of WorkMicrowave Shield Sample Job: Current MethodMicrowave Shield Sample Job: Proposed MethodMicrowave Shield Sample Job: How the New Job Process WorksUsing the New MethodFour Steps of Job Methods ImprovementStep 1: Break Down the JobStep 2: Question Every DetailStep 3: Develop the New MethodStep 4: Apply the New MethodClosingWriting and Selling the Improvement Proposal: ExampleProposals: Write It Down and Work Out the NumbersImprovement Proposal Example: Reduction of Workers on theHandset Assembly LineSECTION IV: JOB RELATIONSJob Relations: Working with and through PeopleWhat Is Good Supervision?Supervisor's Relationship with PeoplePeople Must Be Treated as IndividualsWhat Is a Problem and How Do You Solve It?Four Steps of Job RelationsGet the ObjectiveStep 1: Get the FactsStep 2: Weigh and DecideStep 3: Take ActionStep 4: Check ResultsDid You Accomplish Your Objective?Applying the JR Four-Step Method to the Tina ProblemHow to Get Opinions and FeelingsProblem Prevention Using JR's Foundations for Good RelationsHow to See Problems ComingThe Mike ProblemFour Ways the Mike Problem Came UpFoundations for Good RelationsThe Team Leader ProblemMary's Use of the Foundations for Good RelationsConclusion: The Effect of Change and Problem PreventionSECTION V: JOB SAFETYFour Steps of Job Safety: Preventing Accidents before They HappenSupervisors' Roles and Responsibilities in SafetyThe Need for Accident PreventionFactors Common to Most Accidents: The Packing Section ExampleFour Steps of Job SafetySafety Incidents Are Caused
 Break the ChainRisky Supervisor StylesTwo Key Aspects to Safety: Things and PeopleA Problem with Things: The Miller ExampleStep 1: Spot the Causes of DangerStep 2: Decide on CountermeasuresStep 3: Enforce CountermeasuresStep 4: Check ResultsRules for ThingsA Problem with People: The Thomas ExampleRules for PeoplePracticing the JS MethodThe Foreman Morley ExampleStep 1: Spot the Causes of DangerStep 2: Decide on CountermeasuresSteps 3 and 4: Enforce Countermeasures and Check ResultsConclusion to Foreman Morley ExampleAction to Take on AbnormalitiesWhat to Do When Injuries OccurCombination of Causes Involving People and ThingsWorkplace InspectionTWI's Problem Solving TrainingComparing TWI and Toyota Problem Solving MethodsWhat Is a Problem?Step 1: Isolate the ProblemStep 2: Prepare for SolutionStep 3: Correct the ProblemStep 4: Check and Evaluate ResultsConclusionConclusion-TWI: Key to Changing the Way People Work in LeanAppendix: ESCO Turbine Technologies-Syracuse: Using Job Instruction as a Foundation for Standardized WorkIndex