Winner of a Shingo Prize for Excellence in Manufacturing Research Training Within Industry, by Donald Dinero, explores a crucial piece of a Lean initiative that has been overlooked throughout U.S. industry. The Training Within Industry (TWI) program developed by the United States during World War II has

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 u

There are many books available covering the Training Within Industry (TWI) programs, but few include any unique material on adaptation or modification – This dearth of new has caused practitioners to alter the programs without understanding the underlying principles. These changes have made the programs less effective. One must, however, maintain the principles used in the programs when changing the delivery of the programs to suit the culture. The purpose of The TWI Facilitator's Guide: How to Use the TWI Programs Successfully is to prevent the TWI programs from falling into misuse and disuse. This book will explain the main principles of the TWI programs and what they can accomplish, but it will also stress what they are not. This book reviews what the programs are and then explains how to use them. It tells why we do certain aspects of each program. When we know why we do something, we won’t stop doing it for the wrong reason.

Reprint of the 1945 edition with footnotes and addition of the TWI activities after 1945.

A company's creativity is the source of new ideas that lead to everything from the tiniest improvements to dramatic innovations. Most companies are only too aware that their creative performance falls far short of potential. The problem is that they don't know what to do about it. Evidence shows that most creative acts are not planned for, and come from where they are least expected. It is impossible to predict what they will be, who will be involved, and when and how they will happen. This is the true nature of corporate creativity, and it is where a company's creative potential really.