1st Edition

Implementing TWI Creating and Managing a Skills-Based Culture

By Patrick Graupp, Robert J. Wrona Copyright 2010
    500 Pages 58 B/W Illustrations
    by Productivity Press

    500 Pages
    by Productivity Press

    Featuring strategies employed in Lean, this volume describes the experiences of organizations using TWI more than 60 years after the Training Within Industry program turned the U.S. into the industrial giant that won World War II. Based on their experience implementing TWI in organizations as diverse as Virginia Mason Medical Center and Donnelly Manufacturing, Shingo Prize Winners Patrick Graupp and Robert Wrona prove why many consider them the most successful TWI trainers in the world.

    Their hands-on manual provides the tools and templates that can turn your company’s employees into a skilled and invested workforce capable of realizing unprecedented profits.

    Praise for:

    If you want to get from interesting displays to true standardized work, read this book.
    — Jeffrey K. Liker, author, The Toyota Way

    … uses cases to explain how to create no-nonsense culture change by teaching people how to do work differently, and how to relate to each other differently in order to work more effectively.
    — Robert "Doc" Hall, Editor-in Chief, Target Magazine

    Graupp and Wrona bring many examples of companies that [improved] competitiveness by improving their capacity to fully engage their workforce … .
    —Steven Spear, Sr. Lecturer, MIT Sloan School of Management

    Introduction: A Compelling Need for Skills Training
    Part One: TWI Takes Hold in the U.S. — Again
    Learning to Do Again What Was Already Done Before
    Tenacious at Nixon Gear, Inc.
    Getting TWI to "Take Root" in an Organization: TWI as an Integrated Process
    Part Two: TWI's Connection to Lean
    TWI as an Integral Part of Strategic Lean: Standard Work, Continuous Improvement, Respect for People
    The Role of a TWI Champion at Donnelly Custom Manufacturing
    Starting Over to Get it Right at Albany International Monofilament Plant
    Part Three: TWI and Culture
    Building a Culture of Competence: The Human Element of Each TWI Program
    Culture Building at W. L. Gore
    TWI Returns to Healthcare at Virginia Mason Medical Center
    Part Four: TWI Implementation
    Applying TWI to Your Organization
    A Preemptive Turnaround at Currier Plastics, Inc.
    Part Five: Expanding TWI by Leveraging JR, JI & JM
    TWI's Problem Solving Training
    Conclusion

    Biography

    Patrick Graupp, Robert J. Wrona

    Graupp and Wrona have been teaching and implementing the tools of TWI for years in many different types of companies … . If you want to get from interesting displays to true standardized work, read this book.
    —Jeffrey K. Liker, Shingo Prize-Winning Author of The Toyota Way

    … explains why TWI is a basic building block for converting an organization that has engineered Lean into a learning organization … . uses cases to explain how to create no-nonsense culture change by teaching people how to do work differently, and how to relate to each other differently in order to work more effectively.
    —Robert "Doc" Hall, Editor-in Chief, Target Magazine, author of Compression: Meeting the Challenges of Sustainability Through Vigorous Learning Enterprises

    Graupp and Wrona … not only explain the lessons learned … but further clarify the integration needed to develop a strategic success between TWI and other core functions of any business.
    —Jim Huntzinger, Founder and President, Lean Accounting Summit, TWI Summit, and Lean and Green Summit

    If companies are serious about developing skills and making improvements then I urge them to study up on TWI concepts.
    —Art Smalley, President, Art of Lean, and Shingo Prize-Winning Author

    … Graupp and Wrona bring many examples of companies that [improved] competitiveness by improving their capacity to fully engage their workforce …
    —Steven Spear, author and Sr. Lecturer, MIT Sloan School of Management