Training Within Industry (TWI) programs are becoming increasingly popular in e-commerce logistics, where process optimization and effective onboarding of new employees are critical. TWI helps shorten onboarding time, increase productivity and reduce errors, leading to better service quality and faster delivery to the end customer. Change is inherent to every organization, but the pace of change in e-commerce is extraordinary. Continuous technology deployment, process improvement and developing staff to keep up with organizational growth are the main challenges facing today’s e-commerce managers. Competitive advantage will go to companies that can adapt quickly and prepare employees for a constantly changing environment.
Challenges for managers in e-commerce
In the broader e-commerce sector, the last year and the COVID-19 pandemic have accelerated growth. Suddenly, many customers who previously avoided online shopping began purchasing online, presenting new challenges for managers, including stable recruitment and retention of human resources. Moreover, the macroeconomic situation is changing from year to year, with a shortage of workers leading to a market where not only do we talk about the “employee’s market” but the actual lack of available workers. There are also hard-skill challenges of managing the entire logistics chain – covering internal processes and external ones, such as transportation to the customer and handling returns while maintaining safety precautions related to COVID‑19.
Eobuwie.pl’s logistical challenges
The distribution center of eobuwie.pl is located in western Poland, near the German border, in an area that is becoming a logistical hub. Rapid growth and limited supply of employees force continuous development and investment not only in automation but also in training processes. These processes aim to optimize onboarding time for new employees, reduce errors, and ultimately improve the speed of shipment delivery to the end customer. Training processes also reduce employee turnover. A clear, professional onboarding process sends a signal: “We have a plan for you; we are glad you are here.” At eobuwie.pl, implementing TWI training became the first step toward a broader competence development system. Leaders and managers play a key role in both implementing and improving TWI because they own these operational areas; success depends on their engagement and readiness for change. Naturally, we introduced development paths to strengthen managerial competences, reflected in launching a Development Academy and two training programs: First Time Leader and First Time Manager. These initiatives help us evaluate the TWI project and consistently increase its effectiveness.
TWI program implementation results at eobuwie.pl
The TWI program at eobuwie.pl began in October 2020. The first stage was assessing the current state. The project team diagnosed problems and challenges to be addressed by implementing TWI. Based on this diagnosis, four main goals were defined:
– Shorten the time needed for a new employee to reach full efficiency.
– Expand instructor training capacity to meet the challenges of promotional campaigns and seasonal peaks.
– Develop instructor competencies to ensure every new worker receives the same knowledge regardless of the trainer.
– Reduce the number of human errors..
Working with LeanTrix, the team developed an implementation plan based on the PDCA cycle. Below is a description of eacase and key elements:
Phase PLAN
The preparation phase included selecting the pilot area, mapping the team and preparing a 5W1H model to understand the need, goals and method of implementing the TWI program. A RASCI matrix assigned responsibilities within the project. This phase also involved introductory TWI workshops for managers, supervisors, and HR staff.
Phase DO
The pilot implementation consisted of workshops for instructors, which built their skills in creating standards and transferring knowledge according to the TWI method. After the workshops, participants prepared a series of process instructions that became the basis for internal training. After about two weeks, TWI instructors were certified and then began regular training based on needs arising from the competence matrix. The final element of this phase was collecting data on the effectiveness of using TWI.
Phase CHECK
The goal of the check phase was to draw conclusions from the pilot, evaluate the results and prepare an action plan for rolling out TWI to the rest of the facility. The implementation team held summary sessions and brainstorming meetings to develop solutions tailored to eobuwie.pl. These meetings defined how to sustain TWI long term, including:
– A TWI audit system.
– Integration of TWI into the company’s management system.
– A procedure for internal recruitment of instructors.
– A remuneration system for instructors who conduct training.
– A model for engaging leaders in the TWI program.
Phase ACT
The last stage, which in reality has no end, is rolling out the program to other areas. According to the plan developed during the Check phase, the rollout began. Despite the high dynamics of the e‑commerce industry, the TWI team demonstrated great adaptability to changing conditions. Candidates for TWI trainers completed a Train-the-Trainer course to independently develop the TWI program in the organization.
The implementation achieved measurable results:
– Shortened time to full readiness.
– Increased employee productivity.
– Reduced human errors.
– Decreased employee departures within the first 15 days of employment.
About the TWI program
The TWI program, intended for foremen, first-line supervisors and employees who take responsibility for workers during training, consists of three core methods that correspond to essential leadership skills:
– The ability to instruct employees.
– The ability to improve work methods.
– The ability to build relationships.
These three skills form the foundation of shopfloor management. Given the continuous growth and hiring of many new employees, the most critical skill in e-commerce is the ability to instruct. Developing this capability enables rapid onboarding of new staff, reducing errors and helping them reach full competence faster, which directly affects results and the organization’s reputation.
Building the TWI Job Instruction method
The TWI Job Instruction (JI) method consists of three elements. The first is the way knowledge is transferred, structured into four steps:
Step 1: Prepare the learner
This stage focuses on getting the employee ready to absorb knowledge. Creating a friendly atmosphere and setting ground rules reduce stress, facilitating effective learning. Another important aspect is sparking the learner’s interest in the job. This builds the learner’s engagement and connection with the company, leading to greater commitment to their duties. The impression a new employee gets during initial training influences their desire to stay and their perception of the organization.
Step 2: Present the job
The second step involves demonstrating the job in practice. It includes three presentations by the instructor. First, the instructor shows the job while explaining the main steps, enabling the learner to see “what” needs to be done. In the second presentation, the instructor discusses the main steps and key points. At this stage more information is provided, reinforcing previous points. The key points tell the learner “how” to perform the task.
The final presentation covers the main steps, key points and reasons. Understanding the reasons ensures that the learner knows “why” the task is done a certain way. Building awareness in the learner reduces errors and accelerates competency development. Presenting information in this structured way prevents learners from being overwhelmed and helps them remember and apply what they learn.
Step 3: Try out performance
The third stage verifies whether the instructor communicated the task effectively and whether the learner understood it. The learner performs the job four times. The first time they do it silently, allowing them to mentally map the process while the instructor corrects any errors. In the next three attempts, the learner explains what they are doing, how and why. This approach lets the instructor verify that the learner truly understands and can perform the work. Meanwhile the learner, under the instructor’s guidance, develops habits that help them quickly achieve full efficiency.
Step 4: Follow up
The final step is supervising the learner’s work. Here, goals are set so the new employee knows what is expected. The instructor also points out a person the learner can turn to for help, as new employees often hesitate to ask questions. The instructor must provide support at the beginning when the risk of mistakes is highest. Encouraging questions ensures that in the event of a problem, the employee will ask rather than remain silent, preventing mistakes or accidents. The last element is gradually reducing supervision, which gives the new employee confidence in their ability to work independently.
Work instructions
The second fundamental element of the TWI Job Instruction method is job instructions used during on-the-job training. Job Instructions break the work down into three parts:
– Main steps – the logical parts of the operation where progress is made.
– Key points – elements of the work related to correctness, safety, tricks and techniques.
– Reasons – the justification for the key points, helping employees understand the importance of each point and making them more attentive to potential errors.
Instructions are a document for the instructor; the learner should view it only after training. A set of rules for writing instructions ensures that the instructor can easily use the document when teaching and not miss any important element that could impact safety, quality or efficiency.
Competence matrices
The third fundamental element is competence matrices. They not only illustrate employees’ knowledge levels but also serve as a tool to guide employee development. They help leaders decide who, when and in which operation to train. Without competence matrices, implementing TWI Job Instruction is practically impossible.
Summary
The TWI program has long been known across various industries. The growth of e-commerce and the need for new employees make TWI increasingly popular in this sector. Companies that can quickly onboard and develop their employees will gain an advantage in a rapidly changing technological landscape. At eobuwie.pl, the TWI program has delivered measurable results, proving that investing in standardized instruction and structured training benefits both people and the organization.
Training Within Industry and Lean Management Practitioner.
He is a lecturer at the WSB University in Wrocław. He is the author and co-author of several pieces of literature on the TWI program.
He is a managing partner in the LeanTrix company and a master Trainer for Europe. Additionally, he is involved in projects such as eTWI System and Lean Community
He has run projects for: Lotte Wedel, Danone, Kompania Piwowarska, eobuwie.pl, Arvato, Whirlpool, B / S / H, Geberit, RECARO, Tenneco, Sumitomo Electric, Stadler, Vesuvius Poland
