Implementing TWI – Part 3 – Who should be in the TWI training?

Now that you’ve picked a TWI component or components to initially implement and a target area (or in reverse order) it’s time to select people for the training.  We normally require between 6-10 participants – participants perform a demonstration during the five 2-hour sessions, and allow up to an additional 10 “observers” – people who can watch the training, but who don’t participate in the discussions or perform a demonstration.  Having more than 10 participants requires more than the time allotted in the five sessions.  Having less than 6 people reduces the interaction, and doesn’t afford enough repetition of the demonstrations for effective skill development.  An “observer” will see all the training and demonstrations just like a participant, but will not have the opportunity to perform a demonstration or participate in the discussions.  The design of the workshop doesn’t allow time for more than 10 demonstrations, nor having them participate in discussions.  Normally we answer all their questions immediately following the two-hour session.

When selecting participants, you should focus on the people in the target area and their leadership.  Our recommendation for the first JI workshop is to have the target area supervisor or manager, any subordinate leaders, any person who will be a trainer in the area and several target area team members who are experienced and respected.  Having the leadership chain involved in the training helps them to understand what JI is and how it might be used to improve their organization’s performance.  They will also know what to expect or require of their people after completion of the training and be able to help coach them to achieve those expectations.

Having your trainers in the training seems obvious, but it is often overlooked.  Organizations will state that the supervisor or team leader is responsible for training , but that is often delegated to another person.  Make sure you know who actually does the training in the target area.  When selecting trainers, the person selected doesn’t necessarily need to be the person who currently does the training.  Job Instruction training can teach anyone how to instruct.  Your instructors should be people that are the most knowledgeable and skilled in the area that have a desire to teach and coach others.  Learning how to instruct well will require practice, so they must also have a commitment to improving their skills in using the 4-step method and making breakdowns.  You’ll also want to include others from area who may not be seen as the primary trainers, but are respected and skilled in the tasks of the target area.  After the workshop these folks can help make breakdowns and be the initial learners.  Not only is their expertise and assistance quite useful for breaking down a job, and it’s easier for the trainers to use the 4-step method if the learners have an understanding of the process.

Good candidates to be “observers” are leaders from other parts of the organization who might be considering implementing JI or more senior leaders who need an understanding of what is JI.  If you’re running a JI/JR concurrently, having an HR representative in the training is useful because they can see how TWI programs can support their efforts, and especially with JR, integrate and employ the training they are already doing.  If someone cannot participate for the full week, having them come for the first two and a half sessions as an observer will allow them to see almost all of the training, get an idea of what it is, and not waste a slot that could be used to train an additional target area instructor or team member.  In the first 2 ½ sessions they can then get a fairly complete understanding of the JI program.

If you’re running a JI/JR sessions concurrently, the participants and observers in the JI course do not have to be the same people in the JR course.  Often the participants in the JR course are different.  People see JR as initially benefitting leaders more and a manager who is an observer in the JI training may be a participant in the JR training.  Making that switch is all right, but don’t forget that the trainers will need the JR skills just as much as the leaders.  They will be dealing with people who think they don’t need the training or who disagree with the “one best way” being taught and JR can give them the skills to successfully deal with such responses.

In summary, your initial participants should be the leaders, trainers and some of your more skilled and respected team members the target or pilot area.  These are the people who will need to use the skills learned in the workshop to positively impact the performance objectives set for the implementation project.  Participants should be committed to training and coaching people, and to their own personal growth and skill development.  Observers can be additional people from the area where hands-on demonstration of the JI or JR skills is not as critical as gaining an understanding of the program.  They might also be senior leaders from the organization or people from areas that will begin implementation next.  The key is to get the instructing skills to the people who will be conducting and coaching the training in the target area, and then fill in with other participants and observers.