TWI Program Development Manual (PDF)

Divider Page from Bound TWI Materials Text

VI-Program Development

production problems and planning of training to ~ n e e plant
t
needs.
The training required five days and was given to groups of
ten plant representati~es to whom had been assigned
functional responsibility for training.

PROGRAM

D E V E L O P M E N T

I N S T I T U T E

H m to Meet a Production Problem
.Through Training

Issued to

W a r Manpmr Catmission

Bureau of Training
Waining Within Industry Service
Washington, D.C., June 1945

WAR MANPOWER COMMISSION
WASHINGTON 25. D. C.

To the Program Development I n s t i t u t e Conductor;
Your work i n helping p l a n t representatives t o acquire
the s k i l l of meeting production problems through t r a i n i n g can aff e c t every person i n the plants represented and presents the opport u n i t y of helping t o overcome production interferenceswhich a r e
c r i t i c a l in the w a r e f f o r t .
The developing of training plans t o meet t h e plant s own
no outsider can know the unders p e c i f i c needs i s an in-plant job
lying causes of production problems. Each plant should have a designer of training. I n some plants he w i l l have a t r a i n i n g t i t l e
but he w i l l not i n others. The only important thing i s t h a t he
have functional r e s p o n s i b i l i t y f o r the planning of training t o
meet production problems. It i s your r e s p o n s i b i l i t y .to (1) see
t h a t the r i g h t man is selected f o r the I n s t i t u t e , ( 2 ) t h a t management understands the obj e c t i w of the Program Development I n s t i t u t e , and (3) t o give this man an opportunity t o acquire t h i s
skill.

-

f

Each Program Development ~ n s t i t u t epresents a challenge
you as I n s t i t u t e Conductor must i n s t r u c t the members, stimulate
them t o practice, observe t h e i r work, and put them on t h e i r own
before the I n s t i t u t e closes. Your objective
helpthe pEt
man t o acquire this important s k i l l , and t o g e t during the I n s t i t u t e a s t a r t which w i l l have r e s u l t s so convincing t h a t continuing
use of the method i n h i s p l a n t i s assured.

im

Sincerely,

C. R. Dooley
Director
Training Within Industry Service

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CONTENTS

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SecondDay,Morning
F i r s t Day, Morning
F i r s t Day, Afternoon

Second Day, Afternoon

.. .. .. .. . . . . . .. .. .. .. .. Pages 1 - 19
20 - 40
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45

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Fourth Day, Morning
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Fourth Day, Afternoon . . . . . . . . . . .
F i f t h Day, Morning . . . . . . . . . . . .
F i f t h Day, Afternoon . . . . . . . . . . .
Third Day, Morning
Third Day, Afternoon

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57

58

59

- 64

66

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65
75

77

- 80

81

- 83

76

R e f e r e n c e s

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Procedures f o r S e t t i n g up a Program Development I n s t i t u t e
S t r a t e g y of the I n s t i t u t e
Standard Procedme f o r Handling a Problem and Plan
W.M.C.
Training Services
P l a n t Coaching V i s i t s
Evaluation Techniques

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- 86
87
94
95 -102
103
104 -105
84

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M a t e r i a l s
F i r s t Day

- Problem Sheet and Definition of Terms
Cost Records problem
Program Development &-Step Card
Work Sheet f o r Step 1
Work Sheet f o r Step 2
Disinfectant Reprocessing Problem
Defective Hydraulics Problem
How Training Can Be Done
Methods and Aids
How t o Get a P l a n t Training Plan i n t o Action
How t o Get Continuing Results f r m P l a n t Training Programs

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Second Day

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Third Day

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Management and S k i l l e d Supervision
Improving Supervisors 1 Knodedge of the Work
Keeping Supervisors Informed About Their R e s p o n s i b i l i t i e s

Fourth Day

-

How t o Sel-ect New S ~ p e r v i s o r s

Introducing the New Ebployee t o t h e Job
Induction Plan Step 2 Work Sheets

PROGRAM DEVELOWdENT INSTITUTE TIME SCHEDULE

First Day
25 min.
20 min.
15 m i n .
1 0 min.
5 min.
10 min.
1 hr.30

Introduction and Plan of I n s t i t u t e
D e f i n i t i o n of Terms
Management Chart
Problem Sheet
4-step Method
Intermission
min. Application of method
Cost Records Problem

1 hr.
1 hr.

10 m i n .
1hr.
20 min.

2 hours
55 min.

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Importance of evidence and t r a i n i n g action, and
2 d r i l l problems on Step 1, 1 group, 1 i n d i v i d u a l
Methods and Aids, and
2 d r i l l problems on Step 2
Intermission
Getting a Plan i n t o Action, and
2 d r i l l problems on Steps 3 and 4
Assignment f o r second day

3 hours
30 min.

Second Day

Second Day
10 m i n .
4-step Method
2 hr.50 min. 3 Assigned problems (10 minutes intermission
included)
1 hr.30 min. Induction
1 0 min.
Intermission
2 hrs.
3 Assigned problems
Schedule f o r t h i r d day
5 min.

3 hours
3 hours
45 min.
Third Day

3 Assigned problems
I n t e rmis si o n

10 m i n .
45 min.

W.M .C.

30 min.
40 m i n .
45 mine

P l a n t meetings
1 Assigned problem
Assignment fop- remainder of I n s t i t u t e

Training Services

3

2 hrs.
55 m i n .

Fourth Da

d
2

Difference between problems, programs and plans
hr.40 min. 3 Plans (10 minute intermission included)

3 hours
40 min.

1 hr.
S e l e c t i n g supervisors
2 hr.40 min. 3 Plans (10 minute intermission included)

M f t h Day
1 hr.40 min. 2 Plans
1 0 rain.
Intermission
20 min.
Checking r e s u l t s
1 Plan
50 m i n .
50 min.
1 0 min.
10 min.
1 hr.
45 min.

1 Plan
Relation of plans and programs
Intermission
1 Plan
Summary

F i f t h Day
\

i

i

3 hours

n o t more
than 2 h r s .
55 min.

rPROGUM IIEVELOPbBNT INSTITUTE
Emphasis
Purpme
To e s t a b l i s h t h a t t h e I n s t i t u t e Training must be designed t o meet speFIRST
c i f i c production problems. This is inis
designed t o give members
MY
plant,
on-the-job work. Details of a
MORNING pra?ctice i n using the 4-step
training plan a r e determined by
method i n t h e I n s t i t u t e and i n
analyzing evidence of the problem.
t h e i r own plants and t o i l l u s t r a t e the
S t r e s s t h a t discussion is on method,
method by application i n a problem prenot on this problem.
sented by the I n s t i t u t e Conductor
C

familiariee members with use A l l f o u r s t e p s a r e necessary i n order
work sheets through practice t o meet a production problem through
d r i l l problems, and t o show training.
steps.
Training cannot be planned in an I n s t i SECOND To g e t practice, skill, and
t u t e , but understanding of method can
DAY
conviction through use of
be acquired through practice.
MORNING method by each member on a
standardized problem.
AFTERNOON

To
of
on
r e l a t i o n of

AFTERNOON

To present information about
characteristius of successful
induction plans. To continue
practice on assigned problems.
-

Induction must be planned s p e c i f i c a l l y
f o r each plant.

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THIRD
DAY
MORNING

Tocontinue practice on
assigned problems. To o u t l i n s
W.M.C
training services.

.

To e s t a b l i s h key points 'of effective meetings. To c o n t i n w
practice on assigned problems.
To outline members' use of method i n
own plants,

AFTERNOON

Detail is needed i n both evidence and
uontent. Public agencies give some
assistance i n meeting p l a n t needs,
Each member is t o make complete &-step
plan f o r wn plant. Meetings a m depended on 5n in-plant training
programa

.

FOURTH
DAY
MORNING

To have Jmo plans presented.
To give each member opportunitg
t o h p r o v e own plan on basis of
group discussion of methods.

Evidence of the production problem must
be met by the plan. Only member presenting plan has f a c t s about evidence
i n his plant.

AFTER-

To present T,W.I. plan f o r
supervisory selection. To have
three plans presented.

Training d i r e c t o r i s concerned with
c a l i b e r of supervision.

To emphasize importance of
checking results, and t o cons i d e r evaluation techniques.
To have three plans presented.

Results a r e checked against evidence of
Is the production problem being
need
met through t r a h i n g ? Training plan
must include Step 4.

NOON

FIFTH
MY
MORNING

To have two plans presented,
To s t r e s s importance of relat i o n of any t r a i n i n g plan t o
other plans and programs. To stress
l i n e and s t a f f responsibility. To get
conviction of value of 4-step method.

AFTERNOON

-

Program Development skill is acquired
through use of method. Timing and need
must be considered befom plan i s scheduled. S t a f f provides technical "howhow,
Use of method w i l l help meet produc t i o n problems through training.

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