Training Within Industry in the United States by Channing R. Dooley

TRAINING WITHIN INDUSTRY IN THE UNITED STATIfS 171
special needs of a plant, and made "our business is different" concepts
clear in relation to basic needs of all supervisors. The statement,
which has become part of T.W.I. thinking and publications,
reads as follows:
(1) Knowledge of the Work - materials, tools, processes, operations, products
and how they are made and used.
(2) Knowledge 01 Responsibilities - policies, agreements, rules, regulations,
schedules, interdepartmental relationships.
These two knowledge needs must be met currently and locally by each plant
or company.
Such knowledge must be provided if each supervisor is to know his job and
is to have a clear understanding of his authority and responsibilities as a part of
management.
(3) Skill in Instructing - increasing production by helping supervisors to
develop a well trained work forcewhich will get into production quicker and have
less scrap. rework and rejects, fewer accidents, and less tool and equipment
damage.
(4) Skill in Improvin~ Methods - utilising materials, machines, and manpower
more effectively by making supervisors study each operation in order to
eliminate, combine, rearrange, and simplify details of the job.
(5) Skill in Leading - increasing production by helping supervisors to improve
their understanding of individuals, their ability to size up situations, and
their ways ol working with people.
These three skills must be acquired individually. Practice and experience in
using them enable both new and experienced supervisors to recognise and solve
daily problems promptly.
Training Within Industry assisted companies in giving their
supervisors a start in acquiring thcse skills through the three tenhour
programmes in job instruction, job methods and job relations.
Gelling lhe Suflport ~f Managemenl.
The training man must convince management of thc practical
utility of planned training in the solution of management's most
urgent problenls. If executives are concerned about products that
fail to pass inspection, about goods that customers are rejecting, a
plan to improve quality interests them. If top management is
interested in costs, a way to reduce costs gets attention. The active
support of top management must be gained if a training plan is
to be successful. Interest is not enough, acceptance is not enough.
A genuinely good training programme mean5 that line operating
people have identiticd problems, have helped to plan the specific