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Understanding JM Terms Must Come Before
Correct Application
Don’t mistake the meaning of these common words.
By Patrick Graupp 

When we introduce someone to the TWI program, it is not unusual for them to look at any of the 4-Step cards and ask, incredulously, "That's all?!" Perhaps they heard great things about TWI and expected it to be a highly sophisticated and complicated set of skills. So when they see the simplicity of the methods, they immediately think that it is too easy or that anyone could just follow the card and be able to do it. When they get into the class and actually have to apply the method, though, they find that what seemed like simple terminology actually has much deeper meaning and takes practice and experience to learn. 

This is especially true with the Job Methods (JM) module. For example, a very common error occurs in the usage of "Eliminate" when a job detail is deemed, mistakenly, to be unnecessary. The mistake occurs when we move a task from our area to someone else's area and think, "Aha, I don't have to do it anymore, therefore it is eliminated." I have seen breakdown sheets where literally every detail is marked "Eliminate." When I ask if all this work has gone away, they say, "Yes, it's gone away from my work area. But someone still has to do it!" 

In JM, when we ask WHY is it necessary to do a certain detail and find that it serves no useful purpose, eliminating this task gets us the biggest bang for our buck because that work literally will cease. We must not mistake this correct meaning; otherwise, we will lose sight of and miss the greatest opportunities for improvement. If someone else still has to do the task, it has, in fact, been "Rearranged," which may be better than the current way we're doing the job. But that is less of an improvement than if it had been "Eliminated." 

The second most common error in JM usage is confusing the questions WHERE and HOW. When we ask, "HOW is the 'best way' to do it?" and consider ways to Simplify the detail, we can make the job easier and safer to do by "Putting materials, tools and equipment into the best position and within convenient reach of the operator." When making these kinds of improvements, which are very common, it is easy to think that this is an answer to the question WHERE because we are putting things in different places. The question WHERE, though, considers whether we should do things in one work area versus a different work area in another place. In other words, should we do it "over here" or "somewhere else." If we mistake its meaning and look only for changes within our own area of work, we will miss opportunities for improvement.  

In fact, because all of the question words, the 5 Ws and 1H, are so common in our everyday language, we take them for granted and miss their deeper meanings when it comes to looking for improvement in the work. Consider the following:

For "WHY is it necessary?" and "WHAT is its purpose?"

• Does the detail serve any useful purpose?

• Does it add value or quality to the product or service? 

For "WHERE should it be done?"

• In which department? In which section? On which machine, bench, or equipment? 

For "WHEN should it be done?"

• Should the detail be done first or last? In what order? Must it be done before or after some other details?

• When will the necessary workers, machines, materials, equipment, or tools be available? 

For "WHO is best qualified to do it?"

• Based on knowledge, skill level, experience, physical strength, availability, who is the best person for this detail? 

For "HOW is the 'best way' to do it?"

• Is there a better way? 

Key to the JM method is that when we Question Every Detail, the answers to these questions are our ideas for improvement. We can maintain a continuous stream of ideas if we simply question the current methods regularly and strive to get answers to these questions. However, we have to have a thorough and deep understanding of the questions themselves if we are to find these ideas. 

There are yet other nuances to the terms of the JM 4-Step Method. The stated purpose of the method, written right on the 4-Step card, is to make the best use of the resources "now available." If we take this literally, it would mean that we would have to make the improvements without spending a penny! What I explain here is that it is reasonable to spend some money up front to make the needed changes. But this investment should be recouped directly from the savings generated by the improvement. I have yet to work with a company that did not agree with this simple formula. 

When we "Work out our ideas with others," that means taking into consideration and using ideas other people have, especially those of the operators who will perform the work. This is especially important when we get to the final step, and we "Sell the new method to the operators." If we have gotten their involvement right from the start and have incorporated their ideas into the new method, it will be very easy to get their support in using this new method regularly. 

Finally, Step 4 tells us to "Put the new method to work." This seems pretty straightforward. Yet, in the end, this may be the hardest part. It is easy to make excuses for not getting our improvements done, even after we have gotten all the needed approvals and support from the organization to move forward. Each day we wait and put it off, we are losing the benefits of the hard work put into creating the improvement proposal. Waiting is our worst enemy. 

Oftentimes, it is the simple things in life that are the hardest to carry out. As the saying goes, "What is common sense is not always common practice." The TWI methods keep the language simple to maintain clarity, but they are filled to the brim with insight and wisdom that, when practiced thoroughly and regularly, will provide fantastic results. 
 

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