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Building a Global Learning Organization: Using TWI to Succeed with
Strategic Workforce Expansion in the LEGO (R) Group describes how a
multinational company developed a global structure for learning
based on the TWI (Training Within Industry) program to create and
sustain standardized work across multiple language and cultural
platforms. In this book, Shingo Prize-winning author Patrick Graupp
collaborates with two practitioners who performed the planning and
implementation of the LEGO Group's worldwide Learning Organization.
The book outlines the organizational and planning models used by
the LEGO Group to create the internal ability to give and receive
tacit skills and knowledge. Describing how and why TWI is used as
the foundation for success in knowledge transfer across diverse
languages and cultures, it provides step-by-step guidance on how to
establish a solid organizational foundation for your own Learning
Organization. Providing expert insight into the work of culture
change, the book explains how to work with people to create
motivation for moving to a new system of learning. It details the
critical elements that made the implementation at the LEGO Group a
success, identifies the stumbling blocks they encountered along the
way, and explains how they were overcome. Case studies describe in
detail what these efforts looked and felt like in actual
application. The TWI program has long been recognized for its
ability to generate results. After reading this book, you will gain
valuable insight into how your organization-whether large or small,
national or international-can integrate this timeless tool into
your operating structure and your daily culture.
Addressing the challenges involved in achieving standard work in
health care, Getting to Standard Work in Health Care, 2nd Edition
describes how to incorporate the Training Within Industry (TWI)
methods of Job Instruction (JI), Job Relations (JR) and Job Methods
(JM) to facilitate performance excellence and boost employee morale
in a health care organization. It not only examines the TWI
methodologies but also explains how this program is as vital and
applicable in today's health care environment as it was when it was
developed to train replacements of an industrial workforce off to
fight in WWII. Placing this methodology squarely within the health
care paradigm, the book uses easy-to-understanding terminology to
describe how these methods can make all the difference in the
delivery of quality health care. Supplying the foundation for
successful Lean practice in health care, it clearly defines the
role of standard work and leadership skills in relation to Lean
health care. The updated text includes new case studies of current
TWI usage in health care that demonstrates how to successfully roll
out a sustainable TWI initiative. All new chapters on Job Relations
and Job Methods give insight into the full scope of TWI skills
development. Including examples of TWI application during the Covid
pandemic, the book provides readers with the understanding of how
to use these time-tested methodologies to improve training,
increase engagement, and deliver continuous improvement in your
organization.
Addressing the challenges involved in achieving standard work in
health care, Getting to Standard Work in Health Care, 2nd Edition
describes how to incorporate the Training Within Industry (TWI)
methods of Job Instruction (JI), Job Relations (JR) and Job Methods
(JM) to facilitate performance excellence and boost employee morale
in a health care organization. It not only examines the TWI
methodologies but also explains how this program is as vital and
applicable in today's health care environment as it was when it was
developed to train replacements of an industrial workforce off to
fight in WWII. Placing this methodology squarely within the health
care paradigm, the book uses easy-to-understanding terminology to
describe how these methods can make all the difference in the
delivery of quality health care. Supplying the foundation for
successful Lean practice in health care, it clearly defines the
role of standard work and leadership skills in relation to Lean
health care. The updated text includes new case studies of current
TWI usage in health care that demonstrates how to successfully roll
out a sustainable TWI initiative. All new chapters on Job Relations
and Job Methods give insight into the full scope of TWI skills
development. Including examples of TWI application during the Covid
pandemic, the book provides readers with the understanding of how
to use these time-tested methodologies to improve training,
increase engagement, and deliver continuous improvement in your
organization.
"The decades of experience-based wisdom that Graupp, Steward and
Parsons share will set you on a new path to a more joyful
organization and the tangible results it will produce." Rich
Sheridan, CEO, Menlo Innovations; author of Joy, Inc. and Chief Joy
Officer "A fine book by skilled practitioners that integrates Kata
and TWI, with Strategy Deployment in pursuit of an integrated
management system. Well done, Skip, Brad and Patrick." Pascal
Dennis, president, Lean Pathways Inc.; author of Lean Production
Simplified, Andy & Me, Andy & Me and the Hospital, Getting
the Right Things Done, and The Remedy "In this practical and
engaging book, Patrick Graupp, Skip Steward, and Brad Parsons give
a concise and extremely clear explanation of what systems thinking
looks like in a healthcare setting. And they do so in a way that
translates easily to any type of organization. Highly recommended!"
Alan Robinson, co-author of Ideas Are Free and The Idea-Driven
Organization Despite the vast library of knowledge on Lean tools
and models, the majority of Lean implementations fail to sustain
themselves over time for lack of a functioning management system.
In turn, when organizations try to apply a prescribed,
one-size-fits-all, management system they inevitably find that what
works for others may not work quite as well in their unique
situation. Putting the right pieces in the right places is the
prime challenge for every organization and no two successful
management systems will, or should, be the same. This book provides
and examines core principles that must be in place for an
organization to find what an effective management system should
constitute for them. It outlines key elements and how they work
together as a necessary system to achieve overall success. Based on
their extensive experience with organizational development and
hands-on leadership in policy deployment, TWI and Kata, the authors
describe their own journey in helping organizations discover and
develop systems that function like well-designed and smooth-running
machines while capturing the humanistic aspects of the foundational
skills that emphasize the inherent synergy of the system. Readers
will learn to help their own organizations "connect the dots"
between the various pieces of Lean methodology and effectively
create their own management systems that ultimately fulfil
customers' needs and expectations.
"The decades of experience-based wisdom that Graupp, Steward and
Parsons share will set you on a new path to a more joyful
organization and the tangible results it will produce." Rich
Sheridan, CEO, Menlo Innovations; author of Joy, Inc. and Chief Joy
Officer "A fine book by skilled practitioners that integrates Kata
and TWI, with Strategy Deployment in pursuit of an integrated
management system. Well done, Skip, Brad and Patrick." Pascal
Dennis, president, Lean Pathways Inc.; author of Lean Production
Simplified, Andy & Me, Andy & Me and the Hospital, Getting
the Right Things Done, and The Remedy "In this practical and
engaging book, Patrick Graupp, Skip Steward, and Brad Parsons give
a concise and extremely clear explanation of what systems thinking
looks like in a healthcare setting. And they do so in a way that
translates easily to any type of organization. Highly recommended!"
Alan Robinson, co-author of Ideas Are Free and The Idea-Driven
Organization Despite the vast library of knowledge on Lean tools
and models, the majority of Lean implementations fail to sustain
themselves over time for lack of a functioning management system.
In turn, when organizations try to apply a prescribed,
one-size-fits-all, management system they inevitably find that what
works for others may not work quite as well in their unique
situation. Putting the right pieces in the right places is the
prime challenge for every organization and no two successful
management systems will, or should, be the same. This book provides
and examines core principles that must be in place for an
organization to find what an effective management system should
constitute for them. It outlines key elements and how they work
together as a necessary system to achieve overall success. Based on
their extensive experience with organizational development and
hands-on leadership in policy deployment, TWI and Kata, the authors
describe their own journey in helping organizations discover and
develop systems that function like well-designed and smooth-running
machines while capturing the humanistic aspects of the foundational
skills that emphasize the inherent synergy of the system. Readers
will learn to help their own organizations "connect the dots"
between the various pieces of Lean methodology and effectively
create their own management systems that ultimately fulfil
customers' needs and expectations.
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
Building a Global Learning Organization: Using TWI to Succeed with
Strategic Workforce Expansion in the LEGO Group describes how a
multinational company developed a global structure for learning
based on the TWI (Training Within Industry) program to create and
sustain standardized work across multiple language and cultural
platforms. In this book, Shingo Prize-winning author Patrick Graupp
collaborates with two practitioners who performed the planning and
implementation of the LEGO Group's worldwide Learning
Organization.The book outlines the organizational and planning
models used by the LEGO Group to create the internal ability to
give and receive tacit skills and knowledge. Describing how and why
TWI is used as the foundation for success in knowledge transfer
across diverse languages and cultures, it provides step-by-step
guidance on how to establish a solid organizational foundation for
your own Learning Organization.Providing expert insight into the
work of culture change, the book explains how to work with people
to create motivation for moving to a new system of learning. It
details the critical elements that made the implementation at the
LEGO Group a success, identifies the stumbling blocks they
encountered along the way, and explains how they were overcome.
Case studies describe in detail what these efforts looked and felt
like in actual application.The TWI program has long been recognized
for its ability to generate results. After reading this book, you
will gain valuable insight into how your organization whether large
or small, national or international can integrate this timeless
tool into your operating structure and your daily culture.
Since the publication of its Shingo Prize-winning predecessor, TWI
programs have seen steady growth in usage. As a true understanding
of Standard Work has developed, the need for the TWI skills as
fundamental tools to achieve Lean objectives has been
solidified.The TWI Workbook: Essential Skills for Supervisors,
Second Edition has been completely updated to the latest
terminology and practice. This edition includes revised forms and
tools, as well as new examples that illustrate current day TWI
practice. Emphasizing the importance of accident and injury
prevention, this edition includes an entirely new section on Job
Safety, a fourth TWI module that was developed in Japan using the
identical TWI methodology of the original three programs introduced
in the original work. This updated edition includes new chapters
on: Four Steps of Job Safety: Preventing Accidents before They
Happen Two Key Aspects to Safety: Things and People Practicing the
JS Method TWI's Problem Solving Training In addition to a new
chapter on the TWI problem-solving methodology, this edition
contains a new introduction with a more complete description of how
TWI was reintroduced into American industry, including detailed
information on the contribution TWI made at Toyota that was not
available when the original book was published.Focusing on how the
TWI skills create and support standardized work as the foundation
for Lean and continuous improvement, the book includes detailed
explanations on how to determine important steps and find key
points that lead the way to standardized work. A new section on
making a balanced breakdown has also been added, with new examples
of Job Instruction breakdowns. The book also features a new
conclusion that compares the historical role of TWI with what
companies today are experiencing using the TWI methodology.
Since the publication of its Shingo Prize-winning predecessor, TWI
programs have seen steady growth in usage. As a true understanding
of Standard Work has developed, the need for the TWI skills as
fundamental tools to achieve Lean objectives has been solidified.
The TWI Workbook: Essential Skills for Supervisors, Second Edition
has been completely updated to the latest terminology and practice.
This edition includes revised forms and tools, as well as new
examples that illustrate current day TWI practice. Emphasizing the
importance of accident and injury prevention, this edition includes
an entirely new section on Job Safety, a fourth TWI module that was
developed in Japan using the identical TWI methodology of the
original three programs introduced in the original work. This
updated edition includes new chapters on: Four Steps of Job Safety:
Preventing Accidents before They Happen Two Key Aspects to Safety:
Things and People Practicing the JS Method TWI's Problem Solving
Training In addition to a new chapter on the TWI problem-solving
methodology, this edition contains a new introduction with a more
complete description of how TWI was reintroduced into American
industry, including detailed information on the contribution TWI
made at Toyota that was not available when the original book was
published. Focusing on how the TWI skills create and support
standardized work as the foundation for Lean and continuous
improvement, the book includes detailed explanations on how to
determine important steps and find key points that lead the way to
standardized work. A new section on making a balanced breakdown has
also been added, with new examples of Job Instruction breakdowns.
The book also features a new conclusion that compares the
historical role of TWI with what companies today are experiencing
using the TWI methodology.
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
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