The least recognized and understood module of the TWI Service is Program Development Institute. This course was the exception among the four training offerings through the TWI Service for a number of reasons. A table is best suited to highlight the differences of the four programs:
| JIT | JMT | JRT | PDT | |
|---|---|---|---|---|
| No. of sessions | 5 | 5 | 5 | 5 |
| Length of sessions | 2 hr | 2 | 2 | 8 |
| Total time req'd | 10 hr | 10 | 10 | 40 |
| Target | Supervisor | Supervisor | Supervisor | Training Coordinator |
| Prerequisites | None | None | None | JIT Institute |
The PD materials were simple and straightforward, like the J-Session materials. They were designed to be used easily and often. A pocket card was devised for the Training Coordinator. The most important similarity however, lies in the purpose of the PD Institute. Like the other J-Programs, PDT was aimed at developing a skill in people:
"How to meet a production problem through training plans."
As with all TWI skills, PDT focused on the objective of the business: production of a product or service, delivered on-time at the best quality, lowest cost and always done safely. And to maintain individuals' focus on those business objectives, the program was made to be simple yet focused, not requiring an staggering amount of rules and procedures, but providing enough skill for the person to work their way through everyday problems they may face. This is the reason for the four step methods throughout all TWI programs. PDT was also anchored to a simple four step method, colorfully described through the roles Training Coordinator's were to assume as they used the 4 step method:
"In Step 1 you are the diagnostician,
in Step 2 you are the plan designer,
in Step 3 you have to be the salesman,
then in Step 4 you are a 'checker-upper'."
Despite the awkward language (by today's standards( the aim of TWI's Directors appears to be in drilling industrial people in the PDCA cycle so that a systematic approach is employed in tackling production problems. A quick glance at all four TWI Programs illustrates the strong presence of the PDCA cycle that was so popularized by Deming and subsequently put into widespread, consistent use by Toyota:
| JIT | JMT | JRT | PDT | |
|---|---|---|---|---|
| PLAN | Put at ease | List all details | Get the facts | Spot a problem |
| DO | Demonstrate job | Question all details | Weigh & decide | Develop a specific plan |
| CHECK | Try out performance | Develop & test new method | Take action | Get plan into action |
| ACT | Follow-up | Sell & implement new method | Follow-up | Check your results |
Although not a perfect fit, it is not difficult to see the influence of the scientific method at work here, distilled down into the PDCA form. The thought was that if "each and every person" could use these skills, that was the answer to "solving many of the production problems we face today."
It is my opinion that we could infer a basic PDCA approach when considering all of the TWI programs in general. This to me seems to be the basic thinking process employed by successful lean companies and one that appears to be lost on most others that simply try to apply the lean tools. What is the TWI Thinking Process? I suggest that it looks like the following layered four-step method cycle:
Although the graphic is a bit busy, the natural order of the cycle is stunning when one reflects on it. Imagine if every person were well trained in those skills. They would always be thinking: What is the problem? Is the job standardized and are we doing it that way? Yes? O.k. is there a problem with the way it is done? No? Do we need to review the job using a breakdown sheet?, etc. etc. In other words, constantly treating the work as a test or experiment, questioning the assumptions along the way.
In other words, people who are well trained in TWI J-skills are able to jump up and down through the layers of this cycle, pinpointing the problem quickly into a standardization, methods, people, equipment or materials problem.
The beauty of the program is that supervisors are trained to solicit this kind of thinking with their people using the Job Methods program. This is the spirit of Kaizen and it is embodied in the TWI training program.
