Training Within Industry
and Toyota
A look at the role of TWI in Toyota and TPS
John Shook
the First TWI Summit
Orlando Florida
June 6, 2007
Topics
TWI and me
TWI and Toyota
TWI and you
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The NUMMI Case:
Lean Success with a UAW Workforce
Agreement between Toyota and GM:
Toyota manages the plant and
implements the Toyota Production System
GMs worst plant:
Quality
Workforce
Former GM workers offered jobs:
Including the old troublemakers
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The NUMMI Case:
Lean Success with a UAW Workforce
Extensive training program:
Over 600 employees sent to Japan for training
Over 400 trainers sent from Japan to NUMMI
About 30 managers or "coordinators" from Japan
TPS established:
Physicals, hard technology
- Product, plant layout, etc.
Soft technologies
- Management/people systems
(Note: soft doesnt mean easy!)
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Training Within Industry
TWI - The training program instituted to support the
U.S. war production effort from 1941 1945
Millions of Americans
Trained over five year period.
This training is forgotten in
the US.
It formed the basis of Toyotas
core training. Toyota still uses
much of it to this day!
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JI: Being brought back to US at
NUMMI in Fall of 1984
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The NUMMI Case:
Lean Success with a UAW Workforce
Results
In about one year
Quality:
Equal to Takaoka Japan
Best in GM history
Productivity:
Close to Takaoka Japan
Best in GM
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TWI and me: Toyota Training Map
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A
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MANAGER
POST-PROMOTION
*MANAGER
PRE-PROMOTION
ASST-MANAGER
POST-PROMOTION
*TPS for
non-production managers
FOREMAN
POST-PROMOTION
*ASST-MANAGER
PRE-PROMOTION
*FOREMAN
PRE-PROMOTION
**Foreign Languages
GROUP LEADER
POST-PROMOTION
Lectures
**Programming
*GROUP LEADER
PRE-PROMOTION
S
T
A
F
F
WSTC
*MID-CAREER
PROBLEM-SOLVING
TEAM LEADER
POST-PROMOTION
*TEAM LEADER
PRE-PROMOTION
NEW EMPLOYEE
ORIENTATION
NEW EMPLOYEE
ORIENTATION
TJR - Job Relations: Communication Skills
Standardized Work & Kaizen
TJI - Job Instruction
*Welding, etc.
Basic Problem Solving
H O U R LY E M PLOYE E S
LEGEND:
Training to perform role
at each level: Role of the Plant Mgr, etc
Three types:
Training in technical skills: SW, CAD, etc.
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Required
*Assigned
**Optional
TWI and Toyota: a few quick facts
JR, JM, JI introduced in early 1950s
J courses referred to with T prefix
T-JM, T-JI, T-JR (also T-JS Job Safety)
JI still taught with virtually no modification to this day
JR modified in about 1980 and terminated in 2000
JM dropped in mid-1950s in favor of
- Shingo P-Course,
which was then dropped in favor of
- Standardized Work (later Standardized work &
Kaizen)
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Job Instruction training at Toyota
Taught at virtually every Toyota
production site since introduction in
1953!
Still taught in its original form!!
virtually no change
until recently some abbreviations now
taking place outside Japan
Considered fundamental, critical all other
training
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Job Methods training at Toyota
Replaced first by Shingos P-Course
Production Course
Content was essentially IE-based Kaizen
More detailed and broader than JM
one-week course taught monthly primarily in latter half of 1950s
Replaced later by internally developed Standardized
Work & Kaizen training
Education & Training Department
Production Survey Department, later re-named in English
Operations Management Consulting Division
More detailed and broader (system view) than P-Course
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Some things JM lacked for Toyota
Focus on waste, 3 Ms of Muda, Muri, Mura
How to identify and eliminate
especially overproduction
Focus on flow
Product-oriented workflow
Timing
lead time, Takt Time
Information
to make the right part in the right amount at the right time
(note Deming connection here)
System focus
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JM replaced by Standardized Work & Kaizen
Standardized
Work Chart
From: Pick up bar
To: Set RP in press
Analysis
Number
1/3
5-15-95
AX
3
2
Leader:
Coach:
1
8
Takt Time
56
7
6
+
SPOT
WELDER
ROBOTIC
WELDER
1/10
[Quality check
Every 10 pieces]
PUNCH
PRESS
Std. In-Proc
Inventory
Cycle Time
54
In-Process
Inventory
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Quality
Checkpoint
Safety
Precaution
JM replaced by Standardized Work & Kaizen
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JM replaced by Standardized Work & Kaizen
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Standardized Work as
Structured Learning for the Operator
WhatisStandardizedWork?WhatisKaizen?
Theyaretwosidesofthesamecoinifyoutry
tohaveonewithouttheother,youwill
encounteroneoftwotypesofveryserious
problems:
1. StandardizedWorkwithoutKaizen;
2. KaizenwithoutStandardizedWork.
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Job Relations training at Toyota
Revised in 1980
new case studies
some new points of emphasis
Terminated in 2000
TCS Toyota Communication Skills developed and
instituted in 2004
similar format and method to JR, but different
content
- more emphasis on skills in coaching and
listening
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Quantity
or Flow The Thinking Production System
Control Best Quality - Lowest Cost - Shortest Lead Time Quality
Through Shortening the Production Flow By Eliminating Waste Control
Quality, Quantity,
then Cost
Just in Time
The right part
at the right time
in the right amount
Continuous Flow
Pull System
Takt Time
Jidoka
Built-in Quality
Automatic Machine Stop
Fixed Position Line Stop
Error Proofing
Visual Control
Labor-Machine Efficiency
Production Lines
That Stop for
Abnormalities
HEIJUNKA
Standardized Work and Kaizen
Mutual Trust; Employee Development
Stability; TPM; 5S
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Robust Products and Processes
Supplier Involvement
Some Key Influences on Toyota
TWI
Deming
Shingo
Samuel Smiles
Ford
GM
Scientific method
German aerospace engineering
American machine tools industry
Buddhism
Japanese culture & society
Mikawa culture & society
Japanese education system
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Some Key Influences on Toyota
TWI
scientific method
continuous improvement
standards, improvement
individual initiative
employee development
OJT focus
cascaded training
Deming
scientific method
quality, SPC, TQM
PDCA
Shingo
industrial engineering
Samuel Smiles
individual initiative and learning: mistakes are okay
(jishuken means self-initiated learning)
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Roots of TPS
Jidoka and the famous loom
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Roots of TPS:
Emphasis on flow and timing
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Roots of TPS:
Eiji Toyoda
spends a month
Ford Rouge plant
in 1950
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One of Eijis big finds at the Rouge
Suggestion System
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Toyota Learns from the Rouge
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Roots of TPS: Ford Highland Park
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Roots of TPS: Deming and PDCA
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P-D-C-A Cycle
GRASP the SITUATION
ACT
PLAN
CHECK
DO
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Interesting Deming statements
Deming
To
Michael Brassard: I didnt teach the
14 points in JapanI learned them there.
To H, Thomas Johnson: Study Toyota,
thats where youll find your answers
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P-D-C-A Cycle
GRASP the SITUATION
HYPOTHESIS
ADJUST
ACTION PLAN
CHECK
REFLECT
DO
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TRY
Roots of TPS:
Deming and TWI
Deming and TWI also share common
roots
John Dewey is a good place to startfinish
Deductive science
Inductive science
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Deming & TWI common roots going
way, way back
Deductive science
argument from the general to the particular
conclusion must be true if premises are true
Inductive science
argument from the particular to the general
true premises support a conclusion, but do
not guarantee it
Good science needs both
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The Thinking Production System
Best Quality - Lowest Cost - Shortest
Lead Time
Gettingpeople
Through Shortening the Production Flow By Eliminating Waste
Just in Time
The right part
at the right time
in the right amount
Continuous Flow
Pull System
Takt Time
Leveled Production
tothinkand
takeinitiativeis
Jidoka
thekey!
Built-in Quality
Automatic Machine Stop
Fixed Position Line Stop
Error Proofing
Visual Control
Labor-Machine Efficiency
Production Lines
That Stop for
Abnormalities
Operational Stability and Kaizen
Standardized Work
Preventative Maintenance; 4S
Robust Products and Processes
Supplier Involvement
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Toyota People Development
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Training & Development at Toyota
As with everything at Toyota, or with lean,
it begins with some basic principles.
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Toyota Training & Development
Distinguishing Characteristics
1.
2.
3.
4.
5.
Beginfromneed
Makepeoplebeforemakingcars
Leadersjobistodevelopsubordinates
OJTisprimary,OffJTsecondary
Bringgenbaintotheclassroom,extend
classroomeducationtothegenba
6. Aimtrainingoneortwolevelsabovethe
organizationaltrainingneed
7. Focuson
i. Problemsolving(scientificmethod)
ii. Rolethroughoutcareer
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Toyota Education & Training Model
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Toyota Training Map
S
A
L
A
R
I
E
D
MANAGER
POST-PROMOTION
*MANAGER
PRE-PROMOTION
ASST-MANAGER
POST-PROMOTION
*TPS for
non-production managers
FOREMAN
POST-PROMOTION
*ASST-MANAGER
PRE-PROMOTION
*FOREMAN
PRE-PROMOTION
**Foreign Languages
GROUP LEADER
POST-PROMOTION
Lectures
**Programming
*GROUP LEADER
PRE-PROMOTION
S
T
A
F
F
WSTC
*MID-CAREER
PROBLEM-SOLVING
TEAM LEADER
POST-PROMOTION
*TEAM LEADER
PRE-PROMOTION
NEW EMPLOYEE
ORIENTATION
NEW EMPLOYEE
ORIENTATION
TJR - Job Relations: Communication Skills
Standardized Work & Kaizen
TJI - Job Instruction
*Welding, etc.
Basic Problem Solving
H O U R LY E M PLOYE E S
LEGEND:
Training to perform role
at each level: Role of the Plant Mgr, etc
Three types:
Training in technical skills: SW, CAD, etc.
the TWI NETWORK, Inc.
Required
*Assigned
**Optional
TWI Cascade model
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Teach the Scientific Method
What is the real problem?
What is the
root cause? Use the Five Why process.
Countermeasures and solutions.
PDCA, Kaizen, Continuous Improvement,
-- all are essentially the scientific method.
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Teach the Scientific Method
scientific method = PDCA, Kaizen, CI
scientific method = trial & error
countermeasures = solutions
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Certification??
As the Wizard of Oz said to the
Scarecrow:
I can give you a diploma
but, I cant give you a brain.
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Weber: Open Source Property
Traditional focus:
The right to exclude
Open Source:
The right to
distribute
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Open Source
Radically inverts core notion of property
Around right to distribute, not right to
exclude
Traditional rights of stewardship or
guardianship fit better than traditional
rights of property ownership based on
exclusion
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Open Source Authority in context of the
future of TWI
In non-authoritative settings
Power derives from asymmetrical
interdependence
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Distributed Innovation
- not just reduced transaction costs
Enables effectiveness with geographic
and functional dispersion
Takes away decision-maker in that no
one is telling anyone what to do
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Four Principles of Open Source
Empower people to experiment
Enable sharing of learning
enable bits of information to find each
other
Structure information so it can
recombine with other information
Create a governance systems that
sustains and nourishes
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Job Breakdown Sheet Insert Central Line
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