TWI Job Instruction Manual (PDF)

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11-Job Instruction
The Training Within Industry program of Job Instruction was developed in order to provide management with a
tool whereby supervisors could acquire skill in instructing.
The material in the "Job Instruction Sessions Outlines" covers the content as handled in five 2-hour meetings
for a group of ten supervisors.

WAR MANPOWER COMMISSION
WASHINGTON, D. C.

May 1944
To t h e War P r o d u c t i o n T r a i n e r :
You have an o p p o r t u n i t y t o r e n d e r a s e r v i c e of c o n s t r u c t i v e and f a r r e a c h i n g s i g n i f i c a n c e through t h i s J o b I n s t r u c t i o n P l a n .
You a l s o a c c e p t a m a j o r r e s p o n s i b i l i t y when you assume l e a d e r s h i p i n
t h i s plan.

To a l a r g e number o f i n d u s t r i a l men, YOUR p r e s e n t a t i o n of i t may

r e p r e s e n t a l l t h e y know, f i r s t h a n d , o f t h e whole war t r a i n i n g e f f o r t and

i t s v i t a l r o l e i n war p r o d u c t i o n .
You s h o u l d s t r i v e w i t h a l l t h e e n e r g y a n d d i l i g e n c e you p o s s e s s t o l e a d
e a c h g r o u p i n J o b Instructionintheverybestwaypossible-and to d o a s t i l l
b e t t e r j o b w i t h each succeeding group.
To a s s u r e a u n i f o r m h i g h s t a n d a r d on a Nation-wide b a s i s , you s h o u l d
work from t h i s o u t l i n e ALWAYS.

Don't d e v i a t e from i t .

Don't t r u s t t o y o u r

memory, r e g a r d l e s s o f t h e number of t i m e s you may p r e s e n t t h e p l a n .

I t is

n o t d i f f i c u l t and i f you f o l l o w i n s t r u c t i o n s you c a n ' t f a i l - f u r t h e r m o r e ,
you w i l l f i n d i t a n i n t e r e s t i n g j o b .
Once a g a i n , l e a d e r s h i p i n J o b I n s t r u c t i o n p r e s e n t s a n o p p o r t u n i t y and
an obligation.
Sincerely,

C . R . Dooley, D i r e c t o r ,
T r a i n i n g Within I n d u s t r y S e r v i c e .

Preview of the Standard 10-hour Job Instruction Plan for
War Production
FIRST SESSION-2
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hours.

Introduction.
Importance of t r a i n i n g t o p r o d u c t i o n .
I n s t r u c t i n g a b i l i t y as a p e r s o n a l a s s e t .
Demonstration of f a u l t y i n s t r u c t i o n .
Demonstration of c o r r e c t i n s t r u c t i o n .
'The FOUR BASIC STEPS.
D i s t r i b u t i o n o f "How t o I n s t r u c t " c a r d s .
( S e l e c t i o n of 2 v o l u n t e e r s f o r t h e next s e s s i o n . )
SECOND SESSION-2

hours.

Two v o l u n t e e r " i n s t r u c t i n g " demonst r a t i o n s , t o b r i n g o u t t h e NEED f o r
t h e f o u r t h i n g s a n i n s t r u c t o r must d o t o " g e t r e a d y . "
P r a c t i c e i n making j o b breakdowns o f :
( a ) The f i r e u n d e r w r i t e r s ' k n o t .
( b ) The two j o b s p r e s e n t e d d u r i n g t h e f i r s t h o u r .
Summary: The f o u r t h i n g s a n i n s t r u c t o r d o e s t o " g e t r e a d y . "
THIRD --SESSION--2
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hours.

D r i l l on t r a i n i n g t i m e t a b l e s .
T h r e e p r a c t i c e i n s t r u c t i o n d e m o n s t r a t i o n s w i t h c o a c h i n g on J o b Breakdowns.

FOURTH SESSION-2

hours.

F o u r p r a c t i c e i n s t r u c t i o n demonst r a t i o n s w i t h c o a c h i n g on J o b Breakdowns.
FIFTH SESSION--2

hours.

Three p r a c t i c e i n s t r u c t i o n demonstrations.
C o n c l u s i o n a n d Summary.
(a) Questions.
( b ) I ! n p o r t a n c e o f gcod J o b I n s t r u c t i o n t o p r o d u c t i o n .
( c ) Necessity of using t h e Job I n s t r u c t i o n Plan.

ADHERE STRICTLY TO THIS PLAN-DO

NOT DEPART FROM I T OR CHANGE I T
(2)

Sessions
Session I
BEFORE t h e S e s s i o n s t a r t s :
Be t h e r e 1 5 m i n u t e s a h e a d o f t i m e .

Be s u r e you h a v e s u f f i c i e n t 5" x

8 I i

c a r d s f o r names, s e v e r a l p i e c e s o f e l e c t r i c l i g h t w i r e , a s u p p l y of
problem s h e e t s , a n d s u f f i c i e n t "How t o I n s t r u c t " c a r d s .
c h a i r s around t h e t a b l e i f t h e r e is one.
U shape.

room."

Time
Table
(Allow
25 min. )

I f n o t , a r r a n g e them i n a

Don' t l e t y o u r members' f i r s t i m p r e s s i o n b e one o f a " c l a s s Remember, i n s t a r t i n g t h i s j o b i t i s y o u r r e s p o n s i b i l i t y :

-

" t o h a v e t h e r i g h t t o o l s , e q u i p m e n t , and m a t e r i a l s r 1

-

" t o h a v e t h e work p l a c e p r o p e r l y a r r a n g e d . "
I . OPENING t h e S e s s i o n .

References

1. E s t a b l i s h i n f o r m a l a t m o s p h e r e a n d p u t g r o u p
AT EASE.
-

2 . NAMES.-Identify
y o u r s e l f a n d g e t members'
names a n d company o r c o m p a n i e s . E x p l a i n
y o u r o v r n i n d u s t r i a l c o n n e c t i o n s . Use f o l d e d
c a r d s f o r d i s p l a y i n g names where a p p r o p r i ate.
3 . DISCUSS THE SUPERVISOR'S FIVE NEEDS

I n t h e s e m e e t i n g s we a r e g o i n g t o u s e t h e
t e r m " s u p e r v i s o r " a g r e a t d e a l . Some o f
you a r e s u p e r v i s o r s , some o f you p e r h a p s
a r e i n s t r u c t o r s . When you i . n s t r u c t . you
a r e perforning a supervisory function.
" F o r t h e p u r p o s e o f o u r d i s c u s s i o n s when
we r e f e r t o t h e s u p e r v i s o r we mean anybody i n c h a r g e o f p e o p l e , o r who d i r e c t s
the work o f o t h e r s . "
-

(over)

Arrange t h e

WORK FROM THIS OUTLINE-DON'T
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TRUST TO MEMORY

Pages
45-46

4

Time
Table

Job Instruction Plan for War Production
Good s u p e r v i s o r s have a l w a y s r e a l i z e d
References
t h a t t h e y have f i v e needs.
L e t ' s take a look a t these needs.
are:
"1.
"2.
"3.
"4.
"5.

They

knowledge o f t h e work
knowledge o f r e s p o n s i b i l i t i e s
ski-11 i n i m p r o v i n g methods
s k i l l i n leading
s k i l l i n instructing"

NOTE: Count the five needs o n your
fingers ns you enumerate.
" 1 . Knowledge o f t h e work r e f e r s t o t h e
k i n d o f i n f o r m a t i o n which makes y o u r
b u s i n e s s d i f f e r e n t from a l l o t h e r
businesses:

material t o o l s
machines processes

operations
technical s k i l l

Some p e o p l e h a v e s p e n t t h e i r l i f e t i m e s i n t h e i r work a n d are s t i l l
a c q u i r i n g knowledge o f t h e i r work.
I f t h e y move t o a n o t h e r i n d u s t r y , a
new knowledge o f work h a s t o b e
learned.

We are n o t g o i n g t o a t t e m p t t o meet
t h i s need i n t h e s e s e s s i o n s .
" 2 . Know1edp.e of r e s p o n s i b i l i t i e s r e f e r s
t o t h e p a r t i c u l a r company s i t u a t i o n
regarding:
policies
safety interdepartagreements
rules
m e n t a l reregulations schedules lationships
T h e s e a r e d i f f e r e n t i n e v e r y company
o r p l a n t . Hence t h i s knowledge o f
r e s p o n s i b i l i t i e s must b e s u p p l i e d
locally.

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5

Sessions Outline
Time
Table

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Every s u p e r v i s o r t o d o h i s j o b must
References
have a c l e a r u n d e r s t a n d i n g of h i s
a u t h o r i t y and r e s p o n s i b i l i t i e s a s a
p a r t o f management.
These l o c a l r e s p o n s i b i l i t i e s are t h e
' g r o u n d r u l e s ' u n d e r which e v e r y
w e are
s u p e r v i s o r h a s t o work-but
n o t g o i n g t o a t t e m p t t o meet t h i s
need i n t h e s e s e s s i o n s .
S k i l l i n i m p r o v i n g methods d e a l s w i t h
u t i l i z i n g m a t e r i a l s , machines, a n d
manpower more e f f e c t i v e l y by h a v i n g
supervisors study each operation i n
o r d e r t o combine, r e a r r a n g e , a n d s i m p l i f y d e t a i l s of t h e job.
Thisskill ispracticedinJobMethods
sessions.
S k i l l i n l e a d i n g h e l ps t h e s u p e r v i s o r
t o improve h i s a b i l i t y i n w o r k i n g
with people.
T h e r e a r e b a s i c p r i n c i p l e s t h a t , when
a p p l i e d day i n and day o u t , w i l l t e n d
t o k e e p r e l a t i o n s smooth a n d p r e v e n t
p r o b i e m s from a r i s i n g .
S k i l l in instructing is c o n c e r n e d
with helping supervisors develop a
w e l l t r a i n e d work f o r c e :
have l e s s s c r a p , rework, a n d rejects
have f e w e r a c c i d e n t s
h a v e l e s s t o o l a n d equipment damage
T h i s s k i l l . is p r a c t i c e d i n J o b Instruction sessions."

(over)

WORK FROM THIS OUTLINE-DON'T

TRUST TO MEMORY