http://13.50.150.85/index.php?action=history&feed=atom&title=Training_within_industryTraining within industry - Revision history2026-07-15T19:36:54ZRevision history for this page on the wikiMediaWiki 1.43.3http://13.50.150.85/index.php?title=Training_within_industry&diff=118492&oldid=prevFrederik Olesen at 14:33, 20 March 20222022-03-20T14:33:36Z<p></p>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>== Origin and early application ==</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>== Origin and early application ==</div></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>[[File:TWI_results.png|600px|thumb|right|TWI results obtained during World War II. Source: War Production Board, Bureau of Training, Training Within Industry Service, September 1945, The Training Within Industry Report: 1940-1945, (Washington D.C.: U.S. Government Printing Office), page 92.<ref name=WPB> ''War Production Board, Bureau of Training, Training Within Industry Service, September 1945, The Training Within Industry Report: 1940-1945, (Washington D.C.: U.S. Government Printing Office), page 92.'' </ref>]]The Training within industry (TWI) is a method which originates from World War II.<ref name =roots/> The main objective behind the method was to help facilitate the many projects and programs which industries in the USA were facing as result of an overall increased demand and a lack of a skill-full workforce.<ref name =handbook/> World War II saw a significant part of the existing workforce being deployed abroad while increasing the demand of industries as the USA was the main supplier of the Allied forces. To help the many companies receiving orders exceeding their ability to respond, a network of industrial professionals was made available to all manufacturers of war related products, which essentially is what was named Training Within Industry Service. 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. <ref name =roots/></div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>[[File:TWI_results.png|600px|thumb|right|TWI results obtained during World War II<ins style="font-weight: bold; text-decoration: none;">. Created by author of the wiki article</ins>. Source: War Production Board, Bureau of Training, Training Within Industry Service, September 1945, The Training Within Industry Report: 1940-1945, (Washington D.C.: U.S. Government Printing Office), page 92.<ref name=WPB> ''War Production Board, Bureau of Training, Training Within Industry Service, September 1945, The Training Within Industry Report: 1940-1945, (Washington D.C.: U.S. Government Printing Office), page 92.'' </ref>]]The Training within industry (TWI) is a method which originates from World War II.<ref name =roots/> The main objective behind the method was to help facilitate the many projects and programs which industries in the USA were facing as result of an overall increased demand and a lack of a skill-full workforce.<ref name =handbook/> World War II saw a significant part of the existing workforce being deployed abroad while increasing the demand of industries as the USA was the main supplier of the Allied forces. To help the many companies receiving orders exceeding their ability to respond, a network of industrial professionals was made available to all manufacturers of war related products, which essentially is what was named Training Within Industry Service. 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. <ref name =roots/></div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>The results was very significant. From having a hard time responding to increasing demand, companies who applied the method of TWI were able to increase production, reduce training, save manpower, reduce scrap and reduce grievances. <ref name =WPB/> Table shows the results of participating companies from May 1943 to September 1945. </div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>The results was very significant. From having a hard time responding to increasing demand, companies who applied the method of TWI were able to increase production, reduce training, save manpower, reduce scrap and reduce grievances. <ref name =WPB/> Table shows the results of participating companies from May 1943 to September 1945. </div></td></tr>
</table>Frederik Olesenhttp://13.50.150.85/index.php?title=Training_within_industry&diff=118486&oldid=prevFrederik Olesen at 14:32, 20 March 20222022-03-20T14:32:06Z<p></p>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>The combination of both knowledge and skills must work together in harmony to extract the full potential.</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>The combination of both knowledge and skills must work together in harmony to extract the full potential.</div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>Knowledge of both the work and responsibility is the responsibility of the plant or company to enable the work of supervisors.<ref name = <del style="font-weight: bold; text-decoration: none;">''</del>roots<del style="font-weight: bold; text-decoration: none;">''</del>/> This knowledge includes equipment, products, and the skills required to manufacture them, as well as company policies, agreements, schedules and more. The TWI method enables the last three needs of the supervisor by training the supervisors of companies through the so-called J programmes.<ref name =OM/> Three different J programmes were designed for each of the three remaining needs of a supervisor. </div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>Knowledge of both the work and responsibility is the responsibility of the plant or company to enable the work of supervisors.<ref name =roots/> This knowledge includes equipment, products, and the skills required to manufacture them, as well as company policies, agreements, schedules and more. The TWI method enables the last three needs of the supervisor by training the supervisors of companies through the so-called J programmes.<ref name =OM/> Three different J programmes were designed for each of the three remaining needs of a supervisor. </div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>Knowledge of the work is like the name suggests a need for supervisors to know the materials, tools, processes, equipment, operations that are all related to the production of the product such that daily operations can be successfully carried out.<ref name =OM/> The knowledge of responsibility is essential for managers to carry out their work both efficiently and effectively. Policies, agreements, rules, regulations, schedules, interdepartmental relationships, etc. are all crucial buildings blocks for this.<ref name =OM/></div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>Knowledge of the work is like the name suggests a need for supervisors to know the materials, tools, processes, equipment, operations that are all related to the production of the product such that daily operations can be successfully carried out.<ref name =OM/> The knowledge of responsibility is essential for managers to carry out their work both efficiently and effectively. Policies, agreements, rules, regulations, schedules, interdepartmental relationships, etc. are all crucial buildings blocks for this.<ref name =OM/></div></td></tr>
</table>Frederik Olesenhttp://13.50.150.85/index.php?title=Training_within_industry&diff=118480&oldid=prevFrederik Olesen at 14:29, 20 March 20222022-03-20T14:29:55Z<p></p>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>[[File:TWI_results.png|600px|thumb|right|TWI results obtained during World War II. Source: War Production Board, Bureau of Training, Training Within Industry Service, September 1945, The Training Within Industry Report: 1940-1945, (Washington D.C.: U.S. Government Printing Office), page 92.<ref name=WPB> ''War Production Board, Bureau of Training, Training Within Industry Service, September 1945, The Training Within Industry Report: 1940-1945, (Washington D.C.: U.S. Government Printing Office), page 92.'' </ref>]]The Training within industry (TWI) is a method which originates from World War II.<ref name =roots/> The main objective behind the method was to help facilitate the many projects and programs which industries in the USA were facing as result of an overall increased demand and a lack of a skill-full workforce.<ref name =handbook/> World War II saw a significant part of the existing workforce being deployed abroad while increasing the demand of industries as the USA was the main supplier of the Allied forces. To help the many companies receiving orders exceeding their ability to respond, a network of industrial professionals was made available to all manufacturers of war related products, which essentially is what was named Training Within Industry Service. 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. <ref name =roots/></div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>[[File:TWI_results.png|600px|thumb|right|TWI results obtained during World War II. Source: War Production Board, Bureau of Training, Training Within Industry Service, September 1945, The Training Within Industry Report: 1940-1945, (Washington D.C.: U.S. Government Printing Office), page 92.<ref name=WPB> ''War Production Board, Bureau of Training, Training Within Industry Service, September 1945, The Training Within Industry Report: 1940-1945, (Washington D.C.: U.S. Government Printing Office), page 92.'' </ref>]]The Training within industry (TWI) is a method which originates from World War II.<ref name =roots/> The main objective behind the method was to help facilitate the many projects and programs which industries in the USA were facing as result of an overall increased demand and a lack of a skill-full workforce.<ref name =handbook/> World War II saw a significant part of the existing workforce being deployed abroad while increasing the demand of industries as the USA was the main supplier of the Allied forces. To help the many companies receiving orders exceeding their ability to respond, a network of industrial professionals was made available to all manufacturers of war related products, which essentially is what was named Training Within Industry Service. 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. <ref name =roots/></div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>The results was very significant. From having a hard time responding to increasing demand, companies who applied the method of TWI were able to increase production, reduce training, save manpower, reduce scrap and reduce grievances. <ref name =<del style="font-weight: bold; text-decoration: none;">WPP</del>/> Table shows the results of participating companies from May 1943 to September 1945. </div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>The results was very significant. From having a hard time responding to increasing demand, companies who applied the method of TWI were able to increase production, reduce training, save manpower, reduce scrap and reduce grievances. <ref name =<ins style="font-weight: bold; text-decoration: none;">WPB</ins>/> Table shows the results of participating companies from May 1943 to September 1945. </div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>A popular example often described in relation to TWI is that of lens grinding.<ref name=OM> ''Ballerio, N., & Singh, R. (2016). TWI (Training Within Industry). Wcom (World Class Operations Management), 227–244. https://doi.org/10.1007/978-3-319-30105-1_20'' </ref> This was considered a complex craft which took about 5 years to master. By the end of 1945 the time to master this craft had been reduced to six weeks by breaking the process into smaller parts based on the concept of Job Instructions Training.</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>A popular example often described in relation to TWI is that of lens grinding.<ref name=OM> ''Ballerio, N., & Singh, R. (2016). TWI (Training Within Industry). Wcom (World Class Operations Management), 227–244. https://doi.org/10.1007/978-3-319-30105-1_20'' </ref> This was considered a complex craft which took about 5 years to master. By the end of 1945 the time to master this craft had been reduced to six weeks by breaking the process into smaller parts based on the concept of Job Instructions Training.</div></td></tr>
</table>Frederik Olesenhttp://13.50.150.85/index.php?title=Training_within_industry&diff=118472&oldid=prevFrederik Olesen at 14:28, 20 March 20222022-03-20T14:28:01Z<p></p>
<a href="http://13.50.150.85/index.php?title=Training_within_industry&diff=118472&oldid=118289">Show changes</a>Frederik Olesenhttp://13.50.150.85/index.php?title=Training_within_industry&diff=118289&oldid=prevFrederik Olesen at 13:31, 20 March 20222022-03-20T13:31:15Z<p></p>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>== Motivation ==</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>== Motivation ==</div></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>Why should you even be bothered to read this wiki article about Training within industry (TWI) as project, program or portfolio manager? The TWI programme serves as an impressive example of the power of running a successful programme. The standard Project, programme and portfolio management – Context and concepts : DS/ISO 21500:2021 seems to exemplify this process.<ref name=<del style="font-weight: bold; text-decoration: none;">''</del>standard<del style="font-weight: bold; text-decoration: none;">''</del>> ''Project, programme and portfolio management – Context and concepts. (2021).'' </ref> Specifically the strategy implementation of the standard could be projected to the TWI programme. The TWI programme started with the US government recognising both the threats and opportunities present at the time (more on that in the Origin and early application section).<ref name = roots> ''The Roots of Lean Training Within Industry: The Origin of Japanese Management and Kaizen. (2014).'' </ref> From there a strategy was formed aiming to become a leading force within production to enable the Allied forces. Based on this, specific requirements were formed together with a business case. This included the quick mobilising of an unexperienced workforce to ramp-up production quickly. From this the TWI programme was conceived and the benefits, which will be shown in this wiki article, were many and significant. TWI essentially helped realising the strategy and arguably helped the Allied forces win World War II. </div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>Why should you even be bothered to read this wiki article about Training within industry (TWI) as project, program or portfolio manager? The TWI programme serves as an impressive example of the power of running a successful programme. The standard Project, programme and portfolio management – Context and concepts : DS/ISO 21500:2021 seems to exemplify this process.<ref name=standard> ''Project, programme and portfolio management – Context and concepts. (2021).'' </ref> Specifically the strategy implementation of the standard could be projected to the TWI programme. The TWI programme started with the US government recognising both the threats and opportunities present at the time (more on that in the Origin and early application section).<ref name =roots> ''The Roots of Lean Training Within Industry: The Origin of Japanese Management and Kaizen. (2014).'' </ref> From there a strategy was formed aiming to become a leading force within production to enable the Allied forces. Based on this, specific requirements were formed together with a business case. This included the quick mobilising of an unexperienced workforce to ramp-up production quickly. From this the TWI programme was conceived and the benefits, which will be shown in this wiki article, were many and significant. TWI essentially helped realising the strategy and arguably helped the Allied forces win World War II. </div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>Today it is hard to not encounter lean practices when studying any company out there. What makes TWI somewhat special in this regard is the fact that for many consider TWI as an inspiration for the Toyota Production System (TPS).<ref name=<del style="font-weight: bold; text-decoration: none;">''</del>handbook<del style="font-weight: bold; text-decoration: none;">''</del>> ''Graupp, P., & Wrona, R. J. (2017). The twi workbook: Essential skills for supervisors: Second edition. Twi Workbook: Essential Skills for Supervisors: Second Edition (pp. 1–312). Taylor and Francis. https://doi.org/10.1201/b19661'' </ref> As will be described in the next section TWI started due to an economy that was under pressure while demand for industries were high. After the World War II Japan found themselves in a similar situation from which TPS was born which still today remains highly relevant.</div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>Today it is hard to not encounter lean practices when studying any company out there. What makes TWI somewhat special in this regard is the fact that for many consider TWI as an inspiration for the Toyota Production System (TPS).<ref name=handbook> ''Graupp, P., & Wrona, R. J. (2017). The twi workbook: Essential skills for supervisors: Second edition. Twi Workbook: Essential Skills for Supervisors: Second Edition (pp. 1–312). Taylor and Francis. https://doi.org/10.1201/b19661'' </ref> As will be described in the next section TWI started due to an economy that was under pressure while demand for industries were high. After the World War II Japan found themselves in a similar situation from which TPS was born which still today remains highly relevant.</div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>== Origin and early application ==</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>== Origin and early application ==</div></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>[[File:TWI_results.png|600px|thumb|right|TWI results obtained during World War II. Source: War Production Board, Bureau of Training, Training Within Industry Service, September 1945, The Training Within Industry Report: 1940-1945, (Washington D.C.: U.S. Government Printing Office), page 92.<ref name=<del style="font-weight: bold; text-decoration: none;">''</del>WPB<del style="font-weight: bold; text-decoration: none;">''</del>> ''War Production Board, Bureau of Training, Training Within Industry Service, September 1945, The Training Within Industry Report: 1940-1945, (Washington D.C.: U.S. Government Printing Office), page 92.'' </ref>]]The Training within industry (TWI) is a method which originates from World War II.<ref name =roots/> The main objective behind the method was to help facilitate the many projects and programs which industries in the USA were facing as result of an overall increased demand and a lack of a skill-full workforce.<ref name = <del style="font-weight: bold; text-decoration: none;">''</del>handbook<del style="font-weight: bold; text-decoration: none;">''</del>/> World War II saw a significant part of the existing workforce being deployed abroad while increasing the demand of industries as the USA was the main supplier of the Allied forces. To help the many companies receiving orders exceeding their ability to respond, a network of industrial professionals was made available to all manufacturers of war related products, which essentially is what was named Training Within Industry Service. 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. <ref name = <del style="font-weight: bold; text-decoration: none;">''</del>roots<del style="font-weight: bold; text-decoration: none;">''</del>/></div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>[[File:TWI_results.png|600px|thumb|right|TWI results obtained during World War II. Source: War Production Board, Bureau of Training, Training Within Industry Service, September 1945, The Training Within Industry Report: 1940-1945, (Washington D.C.: U.S. Government Printing Office), page 92.<ref name=WPB> ''War Production Board, Bureau of Training, Training Within Industry Service, September 1945, The Training Within Industry Report: 1940-1945, (Washington D.C.: U.S. Government Printing Office), page 92.'' </ref>]]The Training within industry (TWI) is a method which originates from World War II.<ref name =roots/> The main objective behind the method was to help facilitate the many projects and programs which industries in the USA were facing as result of an overall increased demand and a lack of a skill-full workforce.<ref name =handbook/> World War II saw a significant part of the existing workforce being deployed abroad while increasing the demand of industries as the USA was the main supplier of the Allied forces. To help the many companies receiving orders exceeding their ability to respond, a network of industrial professionals was made available to all manufacturers of war related products, which essentially is what was named Training Within Industry Service. 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. <ref name =roots/></div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>The results was very significant. From having a hard time responding to increasing demand, companies who applied the method of TWI were able to increase production, reduce training, save manpower, reduce scrap and reduce grievances. <ref name =''WPP''/> Table shows the results of participating companies from May 1943 to September 1945. </div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>The results was very significant. From having a hard time responding to increasing demand, companies who applied the method of TWI were able to increase production, reduce training, save manpower, reduce scrap and reduce grievances. <ref name =''WPP''/> Table shows the results of participating companies from May 1943 to September 1945. </div></td></tr>
</table>Frederik Olesenhttp://13.50.150.85/index.php?title=Training_within_industry&diff=118277&oldid=prevFrederik Olesen at 13:26, 20 March 20222022-03-20T13:26:16Z<p></p>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>== Origin and early application ==</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>== Origin and early application ==</div></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>[[File:TWI_results.png|600px|thumb|right|TWI results obtained during World War II. Source: War Production Board, Bureau of Training, Training Within Industry Service, September 1945, The Training Within Industry Report: 1940-1945, (Washington D.C.: U.S. Government Printing Office), page 92.<ref name=''WPB''> ''War Production Board, Bureau of Training, Training Within Industry Service, September 1945, The Training Within Industry Report: 1940-1945, (Washington D.C.: U.S. Government Printing Office), page 92.'' </ref>]]The Training within industry (TWI) is a method which originates from World War II.<ref name = <del style="font-weight: bold; text-decoration: none;">''</del>roots<del style="font-weight: bold; text-decoration: none;">''</del>/> The main objective behind the method was to help facilitate the many projects and programs which industries in the USA were facing as result of an overall increased demand and a lack of a skill-full workforce.<ref name = ''handbook''/> World War II saw a significant part of the existing workforce being deployed abroad while increasing the demand of industries as the USA was the main supplier of the Allied forces. To help the many companies receiving orders exceeding their ability to respond, a network of industrial professionals was made available to all manufacturers of war related products, which essentially is what was named Training Within Industry Service. 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. <ref name = ''roots''/></div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>[[File:TWI_results.png|600px|thumb|right|TWI results obtained during World War II. Source: War Production Board, Bureau of Training, Training Within Industry Service, September 1945, The Training Within Industry Report: 1940-1945, (Washington D.C.: U.S. Government Printing Office), page 92.<ref name=''WPB''> ''War Production Board, Bureau of Training, Training Within Industry Service, September 1945, The Training Within Industry Report: 1940-1945, (Washington D.C.: U.S. Government Printing Office), page 92.'' </ref>]]The Training within industry (TWI) is a method which originates from World War II.<ref name =roots/> The main objective behind the method was to help facilitate the many projects and programs which industries in the USA were facing as result of an overall increased demand and a lack of a skill-full workforce.<ref name = ''handbook''/> World War II saw a significant part of the existing workforce being deployed abroad while increasing the demand of industries as the USA was the main supplier of the Allied forces. To help the many companies receiving orders exceeding their ability to respond, a network of industrial professionals was made available to all manufacturers of war related products, which essentially is what was named Training Within Industry Service. 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. <ref name = ''roots''/></div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>The results was very significant. From having a hard time responding to increasing demand, companies who applied the method of TWI were able to increase production, reduce training, save manpower, reduce scrap and reduce grievances. <ref name =''WPP''/> Table shows the results of participating companies from May 1943 to September 1945. </div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>The results was very significant. From having a hard time responding to increasing demand, companies who applied the method of TWI were able to increase production, reduce training, save manpower, reduce scrap and reduce grievances. <ref name =''WPP''/> Table shows the results of participating companies from May 1943 to September 1945. </div></td></tr>
</table>Frederik Olesenhttp://13.50.150.85/index.php?title=Training_within_industry&diff=118273&oldid=prevFrederik Olesen at 13:24, 20 March 20222022-03-20T13:24:30Z<p></p>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>== Motivation ==</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>== Motivation ==</div></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>Why should you even be bothered to read this wiki article about Training within industry (TWI) as project, program or portfolio manager? The TWI programme serves as an impressive example of the power of running a successful programme. The standard Project, programme and portfolio management – Context and concepts : DS/ISO 21500:2021 seems to exemplify this process.<ref name=''standard''> ''Project, programme and portfolio management – Context and concepts. (2021).'' </ref> Specifically the strategy implementation of the standard could be projected to the TWI programme. The TWI programme started with the US government recognising both the threats and opportunities present at the time (more on that in the Origin and early application section).<ref name = <del style="font-weight: bold; text-decoration: none;">''</del>roots<del style="font-weight: bold; text-decoration: none;">''</del>> ''The Roots of Lean Training Within Industry: The Origin of Japanese Management and Kaizen. (2014).'' </ref> From there a strategy was formed aiming to become a leading force within production to enable the Allied forces. Based on this, specific requirements were formed together with a business case. This included the quick mobilising of an unexperienced workforce to ramp-up production quickly. From this the TWI programme was conceived and the benefits, which will be shown in this wiki article, were many and significant. TWI essentially helped realising the strategy and arguably helped the Allied forces win World War II. </div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>Why should you even be bothered to read this wiki article about Training within industry (TWI) as project, program or portfolio manager? The TWI programme serves as an impressive example of the power of running a successful programme. The standard Project, programme and portfolio management – Context and concepts : DS/ISO 21500:2021 seems to exemplify this process.<ref name=''standard''> ''Project, programme and portfolio management – Context and concepts. (2021).'' </ref> Specifically the strategy implementation of the standard could be projected to the TWI programme. The TWI programme started with the US government recognising both the threats and opportunities present at the time (more on that in the Origin and early application section).<ref name = roots> ''The Roots of Lean Training Within Industry: The Origin of Japanese Management and Kaizen. (2014).'' </ref> From there a strategy was formed aiming to become a leading force within production to enable the Allied forces. Based on this, specific requirements were formed together with a business case. This included the quick mobilising of an unexperienced workforce to ramp-up production quickly. From this the TWI programme was conceived and the benefits, which will be shown in this wiki article, were many and significant. TWI essentially helped realising the strategy and arguably helped the Allied forces win World War II. </div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>Today it is hard to not encounter lean practices when studying any company out there. What makes TWI somewhat special in this regard is the fact that for many consider TWI as an inspiration for the Toyota Production System (TPS).<ref name=''handbook''> ''Graupp, P., & Wrona, R. J. (2017). The twi workbook: Essential skills for supervisors: Second edition. Twi Workbook: Essential Skills for Supervisors: Second Edition (pp. 1–312). Taylor and Francis. https://doi.org/10.1201/b19661'' </ref> As will be described in the next section TWI started due to an economy that was under pressure while demand for industries were high. After the World War II Japan found themselves in a similar situation from which TPS was born which still today remains highly relevant.</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>Today it is hard to not encounter lean practices when studying any company out there. What makes TWI somewhat special in this regard is the fact that for many consider TWI as an inspiration for the Toyota Production System (TPS).<ref name=''handbook''> ''Graupp, P., & Wrona, R. J. (2017). The twi workbook: Essential skills for supervisors: Second edition. Twi Workbook: Essential Skills for Supervisors: Second Edition (pp. 1–312). Taylor and Francis. https://doi.org/10.1201/b19661'' </ref> As will be described in the next section TWI started due to an economy that was under pressure while demand for industries were high. After the World War II Japan found themselves in a similar situation from which TPS was born which still today remains highly relevant.</div></td></tr>
</table>Frederik Olesenhttp://13.50.150.85/index.php?title=Training_within_industry&diff=117634&oldid=prevFrederik Olesen at 00:16, 20 March 20222022-03-20T00:16:12Z<p></p>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>This book, besides giving an interesting insight to most of the lean tools available also provides a good understanding of why you should consider TWI when you are pursuing the values of lean. It takes on a very pragmatic approach for any company to use and improve organizational synergies and improve its lean practices.</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>This book, besides giving an interesting insight to most of the lean tools available also provides a good understanding of why you should consider TWI when you are pursuing the values of lean. It takes on a very pragmatic approach for any company to use and improve organizational synergies and improve its lean practices.</div></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div><del style="font-weight: bold; text-decoration: none;"></del></div></td><td colspan="2" class="diff-side-added"></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>'''Erne, R. (2022). Lean Project Management - How to Apply Lean Thinking to Project Management. Lean Project Management - How To Apply Lean Thinking To Project Management. Springer Fachmedien Wiesbaden GmbH.'''</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>'''Erne, R. (2022). Lean Project Management - How to Apply Lean Thinking to Project Management. Lean Project Management - How To Apply Lean Thinking To Project Management. Springer Fachmedien Wiesbaden GmbH.'''</div></td></tr>
</table>Frederik Olesenhttp://13.50.150.85/index.php?title=Training_within_industry&diff=117633&oldid=prevFrederik Olesen at 00:15, 20 March 20222022-03-20T00:15:44Z<p></p>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>'''<del style="font-weight: bold; text-decoration: none;">kilde</del>'''</div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>'''<ins style="font-weight: bold; text-decoration: none;">Erne, R. (2022). Lean Project Management - How to Apply Lean Thinking to Project Management. Lean Project Management - How To Apply Lean Thinking To Project Management. Springer Fachmedien Wiesbaden GmbH.</ins>'''</div></td></tr>
<tr><td colspan="2" class="diff-side-deleted"></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div> </div></td></tr>
<tr><td colspan="2" class="diff-side-deleted"></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div><ins style="font-weight: bold; text-decoration: none;">This book provides an interesting look at common problems project managers can face and how the principles of lean can be used to solve some of these problems. First a theoretical description of classic project management is provided with typical tasks and methods along with the limitations of these. Examples are then used to show how lean project management can be beneficial in a variety of situations. </ins></div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>== References ==</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>== References ==</div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div><references /></div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div><references /></div></td></tr>
</table>Frederik Olesenhttp://13.50.150.85/index.php?title=Training_within_industry&diff=117632&oldid=prevFrederik Olesen at 00:08, 20 March 20222022-03-20T00:08:32Z<p></p>
<table style="background-color: #fff; color: #202122;" data-mw="interface">
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<td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">Revision as of 00:08, 20 March 2022</td>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>'''Huntzinger, Jim. The Roots of Lean Training Within Industry: The Origin of Japanese Management and Kaizen. 2014.'''</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>'''Huntzinger, Jim. The Roots of Lean Training Within Industry: The Origin of Japanese Management and Kaizen. 2014.'''</div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div><del style="font-weight: bold; text-decoration: none;">xxx</del></div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div><ins style="font-weight: bold; text-decoration: none;">This reference is a comprehensive look into the origin of TWI. It starts by defining the history including its roots The Four Horsemen and Charles R. Allen and even discuss TWI's relevancy before World War II. Focus is then put on the content of the courses within TWI before looking at the programme's application in Japan after World War II.</ins></div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>'''Graupp, P., and R.J. Wrona. The TWI Workbook: Essential Skills for Supervisors, Second Edition. Taylor & Francis, 2017. https://books.google.dk/books?id=ZJHwCgAAQBAJ.'''</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>'''Graupp, P., and R.J. Wrona. The TWI Workbook: Essential Skills for Supervisors, Second Edition. Taylor & Francis, 2017. https://books.google.dk/books?id=ZJHwCgAAQBAJ.'''</div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div><del style="font-weight: bold; text-decoration: none;">xxx</del></div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div><ins style="font-weight: bold; text-decoration: none;">This book is a complete guide to the TWI method. It starts by describing relevancy to todays application, especially at Toyota. It then takes on a thorough walkthrough on all the TWI courses. </ins></div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>'''Soltero, Conrad, and Patrice Boutier. 2012. The 7 Kata : Toyota Kata, TWI, and Lean Training. CRC Press,'''</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>'''Soltero, Conrad, and Patrice Boutier. 2012. The 7 Kata : Toyota Kata, TWI, and Lean Training. CRC Press,'''</div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div><del style="font-weight: bold; text-decoration: none;">xxx</del></div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div><ins style="font-weight: bold; text-decoration: none;">This book, besides giving an interesting insight to most of the lean tools available also provides a good understanding of why you should consider TWI when you are pursuing the values of lean. It takes on a very pragmatic approach for any company to use and improve organizational synergies and improve its lean practices.</ins></div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td colspan="2" class="diff-side-deleted"></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div><ins style="font-weight: bold; text-decoration: none;"></ins></div></td></tr>
<tr><td colspan="2" class="diff-side-deleted"></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div><ins style="font-weight: bold; text-decoration: none;">'''kilde'''</ins></div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>== References ==</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>== References ==</div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div><references /></div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div><references /></div></td></tr>
</table>Frederik Olesen