The TWI workbook : essential skills for supervisors /: essential skills for supervisors. (2016)

• Record Type: Book
• Further Information: Note: Patrick Graupp, Robert J. Wrona.
• Authors: Graupp, Patrick; Wrona, Robert J
• Contents: SECTION I: TWI FUNDAMENTALS; ; Role of TWI at Toyota; Early Struggles of Toyota; Role of TWI in the Toyota Production System; TWI: The Missing Link to Lean; ; Fundamentals of the TWI Program; Five Needs Model; Common Trait: J Program’s Four-Step Methods; Common Trait: Learn by Doing; Common Trait: Training Session Format; Training Manuals: A Standardized Methodology for Delivering Training; Identifying Roles and Responsibilities in the TWI Programs; ; SECTION II: JOB INSTRUCTION; ; Four Steps of Job Instruction; Workforce Instruction: Two Ineffective Methods; Using the JI Four-Step Method; Step 1: Prepare the Worker; Step 2: Present the Operation; Step 3: Try Out Performance; Step 4: Follow Up; If the Worker Hasn’t Learned, the Instructor Hasn’t Taught; ; How to Get Ready to Instruct: Break Down the Job; Get Ready Point 2: Break Down the Job; What Is an Important Step?; What Is a Key Point?; Identifying the Key Points in the Fire Underwriter’s Knot Example; Listing the Reasons for the Key Points; Making a Balanced Breakdown; Observing and Involving Experienced Workers in the Breakdown Process; Summary and Sample Breakdowns; Breakdown Sheets and Standardized Work; Extra Notes on Key Points; ; How to Get Ready to Instruct: Make a Timetable for Training, Get Everything Ready, and Arrange the Worksite; Get Ready Point 1: Make a Timetable for Training; Get Ready Points 3 and 4: Get Everything Ready and Arrange the Worksite; ; SECTION III: JOB METHODS; ; Applying Job Methods to a Sample Job to Show Before and After Improvements; Three Fundamental Classifications of Work; Microwave Shield Sample Job: Current Method; Microwave Shield Sample Job: Proposed Method; Microwave Shield Sample Job: How the New Job Process Works; Using the New Method; ; Four Steps of Job Methods Improvement; Step 1: Break Down the Job; Step 2: Question Every Detail; Step 3: Develop the New Method; Step 4: Apply the New Method; Closing; ; Writing and Selling the Improvement Proposal: Example; Proposals: Write It Down and Work Out the Numbers; Improvement Proposal Example: Reduction of Workers on the; Handset Assembly Line; ; SECTION IV: JOB RELATIONS; ; Job Relations: Working with and through People; What Is Good Supervision?; Supervisor’s Relationship with People; People Must Be Treated as Individuals; What Is a Problem and How Do You Solve It?; ; Four Steps of Job Relations; Get the Objective; Step 1: Get the Facts; Step 2: Weigh and Decide; Step 3: Take Action; Step 4: Check Results; Did You Accomplish Your Objective?; Applying the JR Four-Step Method to the Tina Problem; How to Get Opinions and Feelings; ; Problem Prevention Using JR’s Foundations for Good Relations; How to See Problems Coming; The Mike Problem; Four Ways the Mike Problem Came Up; Foundations for Good Relations; The Team Leader Problem; Mary’s Use of the Foundations for Good Relations; Conclusion: The Effect of Change and Problem Prevention; ; SECTION V: JOB SAFETY; ; Four Steps of Job Safety: Preventing Accidents before They Happen; Supervisors’ Roles and Responsibilities in Safety; The Need for Accident Prevention; Factors Common to Most Accidents: The Packing Section Example; Four Steps of Job Safety; Safety Incidents Are Caused; Break the Chain; Risky Supervisor Styles; ; Two Key Aspects to Safety: Things and People; A Problem with Things: The Miller Example; Step 1: Spot the Causes of Danger; Step 2: Decide on Countermeasures; Step 3: Enforce Countermeasures; Step 4: Check Results; Rules for Things; A Problem with People: The Thomas Example; Rules for People; ; Practicing the JS Method; The Foreman Morley Example; Step 1: Spot the Causes of Danger; Step 2: Decide on Countermeasures; Steps 3 and 4: Enforce Countermeasures and Check Results; Conclusion to Foreman Morley Example; Action to Take on Abnormalities; What to Do When Injuries Occur; Combination of Causes Involving People and Things; Workplace Inspection; ; TWI’s Problem Solving Training; Comparing TWI and Toyota Problem Solving Methods; What Is a Problem?; Step 1: Isolate the Problem; Step 2: Prepare for Solution; Step 3: Correct the Problem; Step 4: Check and Evaluate Results; Conclusion; ; Conclusion—TWI: Key to Changing the Way People Work in Lean; ; Appendix: ESCO Turbine Technologies–Syracuse: Using Job Instruction as a Foundation for Standardized Work; ; Index
• Edition: Second edition
• Publisher Details: New York : Productivity Press
• Publication Date: 2016
• Extent: 1 online resource, illustrations (black and white)
• Subjects: 658.31243; Employees -- Training of; Organizational effectiveness
• Languages: English
• ISBNs: 9781498704007
• Related ISBNs: 9781498703963
• Notes: Note: Description based on CIP data; item not viewed.
• Access Rights: Legal Deposit; Only available on premises controlled by the deposit library and to one user at any one time; The Legal Deposit Libraries (Non-Print Works) Regulations (UK).
• Access Usage: Restricted: Printing from this resource is governed by The Legal Deposit Libraries (Non-Print Works) Regulations (UK) and UK copyright law currently in force.