Orange Research Turns to Training Within Industry to Help Workforce
“With Training Within Industry (TWI), I can move a new hire into productivity very quickly. Laurel Suchecki pointed out that TWI teaches skills not specific tasks, which was a shift in mindset for our management team. Because Laurel has an engineering background, she was able to distill our processes quickly. Her ability to walk through our production area and immediately tune into our processes was incredible. It was like she worked here.”
– Ray DiGiovanni, Production Supervisor, Orange Research
Orange Research of Milford, Connecticut is a global leader in filtration, level and flow monitoring. Their rugged and reliable differential pressure gauges, flow meters, switches and transmitters are utilized in the most demanding environments and have earned the company a reputation as a world-leading flow meter and differential pressure gauge manufacturer.
Recent management changes including the promotion of two new supervisors from the shop floor, called for production training. Having received prior Training Within Industry (TWI) – a proven method of education that shows the important steps of the task at hand, reinforces the key points related to those tasks and explains the reasons why the job is done this way – from CONNSTEP, Orange Research’s Manufacturing Manager Ed Wilson recommended using CONNSTEP, again. “I’m a firm believer in TWI. I’ve seen the benefits and I wanted to extend that training to our newest members of our leadership team,” says Wilson.
Orange Research partnered with CONNSTEP Inc. again and Continuous Improvement Consultant Laurel Suchecki led the TWI training with a focus on teaching the trainees Job Instruction also known as “JI”.
The JI method puts the emphasis on the trainer not the trainee and teaches via a three-pronged approach: steps, key points and reason. The trainer concisely explains each step of a task within a process using basic instructions. The second time the task is reviewed with a trainee, key points are included. The third and final time, the trainer demonstrates steps, key points and provides reasoning for each.
“What makes TWI successful is that it is easy to observe the actions of a task and includes the learning tactics using three primary senses – seeing, touching and hearing in a structured way. At least one sense resonates with each trainee,” says Wilson.
“The most important lesson Laurel taught us was we are to focus on teaching the skills NOT the job,” says Lamar Oliver, Assistant Production Supervisor.
Orange Research’s supervisory team credits TWI for reducing their turnover rate relative to work performance issues. By applying TWI, specifically, Job Instruction, the company’s leadership Production team has successfully reduced the training time for new hires from three and four weeks to one week.
With their product family cells designed around a process that includes up to seven operations per cell, Orange Research’s production employees are required to be certified in each of these operations. It used to take up to a year to become certified because the prior process was to rely on job shadowing also known as the “buddy system” in which new hires were paired with more experienced employees. This often left the training style up to the veteran employee with drawbacks which often included non-standardized training methods along with the risks of teaching bad habits. When Lamar Oliver was a new hire he was trained using TWI. He was able to become fully cross trained in three months.
- Reduced new hire training time 400%
- Reduced the time to become fully cross trained from one year to three months!
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