{"id":1822,"date":"2020-07-02T13:36:43","date_gmt":"2020-07-02T13:36:43","guid":{"rendered":"http:\/\/localhost:10003\/lexicon-terms\/training-within-industry\/"},"modified":"2024-04-25T17:23:56","modified_gmt":"2024-04-25T21:23:56","slug":"training-within-industry-twi","status":"publish","type":"glossary","link":"https:\/\/www.lean.org\/lexicon-terms\/training-within-industry-twi\/","title":{"rendered":"Training Within Industry (TWI)"},"content":{"rendered":"\n
Training Within Industry (TWI) was a series of training programs developed during WWII enabling U.S. companies to hire and train huge numbers of new workers to replace those who had gone to war.<\/p>\n\n\n\n
TWI had three main training programs, collectively referred to as \u201cJ\u201d programs:<\/p>\n\n\n\n
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Job Instruction taught supervisors and experienced workers how to teach people how to do work with reduced defects, less scrap and rework, fewer accidents and less tool and equipment damage.<\/li>\n\n\n\n
Job Methods taught workers to make improvements methodically by making the best use of people, machines, and materials to produce greater quantities of quality products in less time.<\/li>\n\n\n\n
Job Relations taught supervisors how to handle people problems effectively and fairly by gathering facts, weighing them, making a decision, taking action, and checking results.<\/li>\n<\/ul>\n\n\n\n
While TWI concepts were forgotten in the U.S. amidst post-war prosperity, struggling Japanese companies, including Toyota, adopted them. In fact, TWI\u2019s Job Instruction program is still the primary training tool used by Toyota\u2019s team leaders worldwide. In recent years, a TWI revival movement has appeared in the U.S. and other countries.<\/p>\n\n\n\n
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Download the Free TWI Reference Guide<\/h3>\n\n\n\n
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