There Isn’t a 5×2 Hour Timeslot for TWI J Programs! Now What?
The classic approach for delivering the TWI J-Programs is five sessions of two hours, delivered daily in one week. There are good reasons to do it that way. And in the context of the companies the TWI Service was addressing, it was doable.
At the risk of being deemed heretical, I can count on one hand the number of times I have delivered the J programs in that manner. Yet the programs have had the impact you’d expect. A raw quality index up from 55% to 85% in six months using JI. An operation reduced from 5 minutes to 1:30 in three weeks. Ramp up time for new employees down from two months to two weeks. Capacity and productivity up 5% in ten weeks. No end of individual productivity gains from applying the JR skills.
Similarly, the teaching methods of the J Programs were developed using the best concepts the development team could bring to the table in their time. Since then we have learned a lot about how the brain learns. And the classic J-Program script doesn’t fit with what we know.
The timetable, and the teaching methods are two separate issues. But they are related.
In this keynote I will share some of my reflections on adapting the TWI J‑programs to the market’s demand. I will look at the factors that, on reflection, have driven my clients to other solutions than the classic 5×2. The factors include company size, shift patterns, market demand, and the buy-in of senior leadership. And I will consider how the TWI scripts might be re-interpreted in light of what we know about how brains learn.
As a conclusion I want to challenge the TWI community to consider how we, as a group, continue to grow and evolve this amazing tool set, so it constantly gets more effective.
About the Facilitator:
Hugh Alley, P.Eng. has helped organizations improved their performance for over 30 years, mostly in manufacturing. He has trained almost 1,000 front-line leaders in core skills in the course of his career, mostly using the TWI-J programs. He has run three different manufacturing plants and several warehouses. He has achieved significant measurable performance improvements: 10% per year productivity gains, 25% to 75% reductions in lead time, 75% gain in capacity without capital, and 95% reduction in accident rates, as well as increasing employee-generated improvements. He currently works with organizations that are addressing key operational challenges, while shifting their culture to one that fosters continuous improvement. A core element of his work is teaching and coaching leaders, from the front-line to the C-Suite. His book, Becoming the Supervisor, will be published by Productivity Press in 2020. He works across North America, and lives near Vancouver, BC