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The Training Within Industry (TWI) service was created by the United States Department of War, running from 1940 to 1945 within the War Manpower Commission. The purpose was to provide consulting services to war-related industries whose personnel were being conscripted into the US Army at the same time the War Department was issuing orders for additional matériel. It was apparent that the shortage of trained and skilled personnel at precisely the time they were needed most would impose a hardship on those industries, and that only improved methods of job training would address the shortfall (). By the end of World War II, over 1.6 million workers in over 16,500 plants had received a certification. ==Overview== The four basic training programs (10-hour sessions) developed by TWI were developed by experts on loan from private industry. Because of the intensity of the situation, a large number of experimental methods were tried and discarded. This resulted in a distilled, concentrated set of programs. Each program had introductory programs called "Appreciation Sessions" that were used to sell the programs to top management and introduce the programs to middle management of a company. Each program also had 'Train-the-Trainer' programs and handbooks called "Institute Conductor's Manual" for the master trainers. The TWI Service also developed a number of "Staff Only" training programs to support staff development and to improve the implementation success. The TWI trainers had to be invited to a factory in order to present their material. In order to market the service, they developed the Five Needs of the Supervisor: every supervisor needs to have Knowledge of the Work, Knowledge of Responsibility, Skill in Instructing, Skill in Improving Methods, and Skill in Leading.〔 Each program was based on Charles Allen's 4-point method of Preparation, Presentation, Application, and Testing. The 10-hour Sessions were: * Job Instruction (JI) - a course that taught trainers (supervisors and experienced workers) to train inexperienced workers faster. The instructors were taught to break down jobs into closely defined steps, show the procedures while explaining the key points and the reasons for the key points, then watch the student attempt under close coaching, and finally to gradually wean the student from the coaching. The course emphasized the credo, "If the worker hasn't learned, the instructor hasn't taught".〔 At the request of enterprises outside of manufacturing, variations to the JI program were developed for hospitals, office and farms. * Job Methods (JM) - a course that taught workers to objectively evaluate the efficiency of their jobs and to methodically evaluate and suggest improvements. The course also worked with a job breakdown, but students were taught to analyze each step and determine if there were sufficient reason to continue to do it in that way by asking a series of pointed questions. If they determined some step could be done better by eliminating, combining, rearranging, or simplifying, they were to develop and apply the new method by selling it to the "boss" and co-workers, obtaining approval based on safety, quality, quantity, and cost, standardizing the new method, and giving credit.〔 * Job Relations (JR) - a course that taught supervisors to deal with workers effectively and fairly. It emphasized the lesson, "People Must Be Treated As Individuals".〔 * Program Development (PD) - the meta-course that taught those with responsibility for the training function to assist the line organization in solving production problems through training.〔 There was also a short-lived course that taught union personnel (UJR) to work effectively with management.〔 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「Training Within Industry」の詳細全文を読む スポンサード リンク
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