Training within industry
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== Abstract == | == Abstract == | ||
| − | + | Training within industry is a method which was developed under world war II. It was the result of a need to quickly mobilize and train a workforce to provide value to industry and thereby society. The method works with four Supervisory Skill Development Modules to ease delivery and ensure results. With any project or program a manager has a variety of needs and TWI recognizes this as well and has developed a list of five needs which encapsulates the need for anyone whose work depend on results from other people – from the first line managers to the executive management controlling a wide portfolio. Another key principle behind the method is the multiplier principle, which certified over 1.7 million supervisors and trainers throughout the United States in its brief five-year existence. | |
| + | The method also includes a number of specific tools from which the strategy of the method can be implemented as intended. Despite the historic origins of the method, TWI is still relevant today and is applied in a variety of industries at different levels. The continuing application of lean practices has also increased the relevancy of the method. | ||
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| − | == How it works == | + | == How it works - theory == |
xxxx | xxxx | ||
*Four Supervisory Skill Development Modules | *Four Supervisory Skill Development Modules | ||
*The Five Needs of a Supervisor | *The Five Needs of a Supervisor | ||
| + | *Trainer and trainee | ||
| + | *The J Training Programmes | ||
| + | *The Multiplier Principle | ||
| + | |||
| + | |||
| + | == From theory to practical application == | ||
| + | *Specific tools | ||
== Current applications == | == Current applications == | ||
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| − | == | + | == Relation to lean practices == |
xxxx | xxxx | ||
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| + | |||
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| + | == Annotated bibliography == | ||
| + | Singh, Rajinder, and Noela Ballerio. “TWI (Training Within Industry).” Wcom (World Class Operations Management), Springer International Publishing, 2016, pp. 227–44, doi:10.1007/978-3-319-30105-1_20. | ||
| + | |||
| + | Huntzinger, Jim. The Roots of Lean Training Within Industry: The Origin of Japanese Management and Kaizen. 2014. | ||
Revision as of 22:49, 11 February 2022
Contents |
Abstract
Training within industry is a method which was developed under world war II. It was the result of a need to quickly mobilize and train a workforce to provide value to industry and thereby society. The method works with four Supervisory Skill Development Modules to ease delivery and ensure results. With any project or program a manager has a variety of needs and TWI recognizes this as well and has developed a list of five needs which encapsulates the need for anyone whose work depend on results from other people – from the first line managers to the executive management controlling a wide portfolio. Another key principle behind the method is the multiplier principle, which certified over 1.7 million supervisors and trainers throughout the United States in its brief five-year existence. The method also includes a number of specific tools from which the strategy of the method can be implemented as intended. Despite the historic origins of the method, TWI is still relevant today and is applied in a variety of industries at different levels. The continuing application of lean practices has also increased the relevancy of the method.
Origin and history
xxxx
- World war II
How it works - theory
xxxx
- Four Supervisory Skill Development Modules
- The Five Needs of a Supervisor
- Trainer and trainee
- The J Training Programmes
- The Multiplier Principle
From theory to practical application
- Specific tools
Current applications
xxxx
- Industry programmes and implementations
Relation to lean practices
xxxx
Annotated bibliography
Singh, Rajinder, and Noela Ballerio. “TWI (Training Within Industry).” Wcom (World Class Operations Management), Springer International Publishing, 2016, pp. 227–44, doi:10.1007/978-3-319-30105-1_20.
Huntzinger, Jim. The Roots of Lean Training Within Industry: The Origin of Japanese Management and Kaizen. 2014.
