Job instructions (TWI) – how to create them faster and more effectively?
Effective on-the-job training must combine theoretical knowledge with practical learning about the process. Well-prepared on-the-job training engages as many senses as possible – it allows you to see, hear, and understand each stage of the work. That is why long text descriptions are increasingly being replaced by photos, graphics, and instructional videos, which help employees remember and understand the tasks they perform more quickly and effectively. The TWI (Training Within Industry) method is an instructor training system that uses these principles to engage new employees in a clear and more effective manner.
What is the TWI (Training Within Industry) method and why is it crucial in modern manufacturing?
Training Within Industry (TWI) is a proven employee training system developed during World War II in the United States. Its goal was to accelerate the onboarding of new production operators. At that time, most draft-age men were forced to fight on the front lines, which led production plants to hire women and men who were not eligible for military service. Companies had to focus on properly preparing people for production work who had never experienced it before. The TWI program not only helped maintain adequate production efficiency at that time but also became a flagship system still used in manufacturing plants today.
It is worth noting that TWI is not a program for training operators themselves but rather for developing the skills of instructors, who then pass on the knowledge to employees.
In practice, TWI focuses on four areas:
- Instructing Workers (IW)
- Improving Work Methods (IM)
- Building Good Relations with Workers (BR)
- Ensuring Work Safety (WS).
Why is TWI so important today? Production processes are becoming increasingly complex, and plants measure their efficiency through improved quality and productivity. At the same time, high employee turnover in the manufacturing sector makes it increasingly difficult to maintain stable and high standards of work. Training Within Industry ensures repeatability, safety, and high quality of processes – both among new employees and more experienced staff.
An example of this is the implementation of TWI at Danone, described in the article “Example of TWI Implementation at Danone – Żywiec Zdrój – Case Study.” The main goal was to reduce the time needed to train new employees, increase team flexibility, and document the know-how of experts in order to retain knowledge within the company. As a result, the company recorded:
- a 37% reduction in onboarding time in warehouses and a 50% reduction in production areas,
- an increase in flexibility from 2 to 3 positions,
- a reduction in employment costs,
- more accurate decisions regarding employee careers based on objective evaluation criteria.
This is just one of many examples showing how standardizing on-the-job training in production translates into optimized business results – improved efficiency and reduced unnecessary costs.
How to create step–by–step job instructions using the TWI method?
The primary area of TWI is employee training. A four–step training method is used here, including employee preparation, task presentation, practical task performance by the employee, and then monitoring and further support for the trainee. The combination of theory, observation, and immediate practice during on–the–job training increases the effectiveness of the training. How to create a job instruction step by step in accordance with TWI?
The instructor’s first task is to build the right attitude towards the on–the–job training process. The employee should know:
- what they will be learning,
- why it is important,
- what benefits mastering a given activity will bring them.
Instructing employees in accordance with TWI is not about mechanical repetition—it is about understanding the goal. For example, instead of saying in general terms, “you will learn how to operate a hydraulic press,” it is better to say, “today you will learn how to set the press parameters to avoid errors and downtime.”
During on-the-job training, it is also worth explaining how the employee’s role fits into the entire production process. The instructor should show them what happens in the earlier stages—where the components or semi-finished products that arrive at their workstation come from—and what happens later, i.e., what process the results of their work go to. This awareness helps them see the relationships between the stages and spot irregularities more quickly.
When an operator knows what the value chain looks like, it is easier for them to identify, for example, that they have received a defective component from the previous process, or that their own work may affect the quality of subsequent operations. They then gain a broader view of production – they see not only their own task, but the entire system of which they are a part. This, in turn, strengthens their commitment, responsibility, and the quality of their work.
In the next step, the instructor performs the task slowly, explaining in a clear and simple way what they are doing and why. This is when the employee observes and memorizes the sequence of actions.
When presenting the task, it is important to highlight three elements:
- what we are doing,
- what to pay attention to,
- why it is important.
In accordance with these principles, a workstation instruction could look like this: “we place the part in the holder and then make sure that the edge touches the stop to prevent the part from moving during pressing.”
Instructions for employees communicated in a practical way help them remember the steps and understand their meaning and importance for the quality of the entire process. The trainee does not learn “by heart,” but understands why each step is performed.
At this stage, the employee performs the task independently while the instructor observes. The goal is to check whether the employee truly understands the purpose behind each action.
This is where real learning begins. As the saying goes — people learn from their mistakes — which is why it’s worth allowing the employee to make them. Moreover, the instructor may sometimes deliberately provoke a situation in which the employee makes a minor error, of course one that does not affect the process or safety. This is a good opportunity to verify whether the employee truly understands the dependencies and can respond on their own.
For example, if the instructor knows that a common mistake is starting a machine too early or tightening a component too loosely, they may let the employee do it and then discuss the consequences together. This way, the employee sees the effects rather than only hearing about them in theory.
Instructing employees in a way that allows them to learn from mistakes encourages critical thinking and builds process awareness. The employee stops merely following the steps in the instruction and begins to understand why things must be done in a specific way. As a result, they are better equipped to handle non-standard situations in the future and react more quickly to potential errors.
The final stage is consolidation and monitoring. The employee performs the tasks independently but can still rely on support. At this step, an important role is played by the previously prepared work instructions — in the form of documents or videos — which serve as a reference point the employee can return to.
How does noSilo automate and streamline the process of creating work instructions?
Let’s imagine that the instruction process described earlier was recorded and shared with all employees. Everyone can return to the material at any time, refresh the steps, and check whether they are performing the task according to the standard.
This is exactly what automation and streamlining of creating work instructions in the noSilo system is about — bringing the TWI method into the reality of Industry 4.0.
How does noSilo support TWI in practice?
Centralization and standardization of knowledge
All work instructions, health and safety guidelines, procedures, and best practices are stored in one central place — the noSilo Knowledge Base. Every employee with the appropriate permissions has access to the most up-to-date versions of the documents, and leaders can track the change history thanks to version control. Updating work instructions takes literally moments — you simply upload a new version, and the system automatically ensures that all users have access to the latest documentation.
Use of engaging formats
noSilo allows you to create instructions in various formats such as instructional videos, photos, diagrams, or checklists. Knowledge becomes more accessible and easier to remember — employees can use more senses during learning, which significantly increases training effectiveness.
Automation of verification
The platform makes it possible to create tests and checklists that verify the knowledge and skills employees acquire during the TWI process while practicing under the instructor’s supervision. If the employee successfully completes the verification, the system automatically updates their competency level in the competency matrix.
Real-time progress monitoring
noSilo integrates all data on training and acquired competencies. The system automatically updates statuses, displays progress, and enables quick action — for example, assigning additional training or sending a reminder about the need to refresh knowledge.
What business benefits do work instructions provide?
Well-designed and well-managed work instructions are an essential tool that directly supports improving an organization’s performance. What business benefits does this solution bring?
Combining the TWI method with the digital noSilo environment forms the foundation of a culture of continuous improvement. Digital work instructions facilitate employee onboarding and team competency development, enabling companies to achieve speed, consistency, and knowledge security within the organization.
Bibliography:
https://www.twi-institute.com/what-is-training-within-industry/;
https://www.gembaacademy.com/resources/gemba-glossary/twi;
https://leancommunity.org/example-of-twi/.
She has many years of experience in the manufacturing environment, gained both in team management and in the coordination of internal processes. Her practical experience in operational and managerial work has given her a deep understanding of the challenges faced by managers and production employees – from work standardization and communication to competence development.
This experience forms the foundation on which she bases her current expert activity. In her articles, she shows how digital solutions and modern management methods can realistically support the daily work of production plants, making processes more transparent, orderly, and effective.
