In conversations about lean management and people development, the topic of organizational readiness for TWI (Training Within Industry) often comes up. Many people say: “Our company is not yet ready for TWI.”
And every time I hear that, I wonder – what does it actually mean? Because to me, it sounds more or less like saying:
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“We are not ready to work according to standards.”
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“We are not ready to train employees effectively.”
Sounds absurd, doesn’t it?
Organizational readiness for TWI and employee suggestion systems
The paradox is that many companies say they’re not ready for TWI while at the same time launching employee suggestion programs. But how can people improve processes when there are no clear standards to build on? Without a foundation, ideas quickly fade out because there’s nothing solid to attach them to.
Why not every company has organizational readiness for TWI
Over time, I’ve realized that TWI isn’t for everyone – at least not immediately. It’s not a universal solution that works in every environment. Instead, there are a few boundary conditions that need to be met before an organization can truly begin with TWI.
Safety first
There’s no point in talking about training and standardization if people have to work in unsafe conditions. Machines, workstations, and procedures need to guarantee a basic level of safety.
Stable processes
TWI helps solve problems caused by differences in people’s skills, but it is not a cure for chaotic processes. If process variation comes from unstable technology, unreliable logistics, or unpredictable external factors, stability must come first.
People as the foundation
TWI is about people – their engagement, their learning, their ability to work consistently. An organization needs employees it wants to develop and who are willing to follow standards. Without that, no training method will succeed.
Organizational readiness for TWI does not mean perfection
Being ready for TWI doesn’t mean having a fully mature lean system or perfectly stable processes. It simply means meeting the three fundamental conditions: safety, process stability, and people. And that is usually enough to start.
So when I hear, “We’re not ready for TWI,” what I really hear is, “We’re not ready for standards and people development.” That’s a bigger challenge than TWI itself.
Example: TWI in practice – the DOJO at BSH
On October 23–24 at BSH, we’ll showcase how TWI works in practice and how the DOJO – a dedicated training space – supports onboarding and employee development. It’s a strong example of how even large, complex organizations can create an environment focused on standards, people, and skills.
Conclusion – how to recognize organizational readiness for TWI
Organizational readiness for TWI is not an abstract goal that takes years to achieve. It’s about answering three simple questions:
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Is the work safe?
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Are the processes reasonably stable?
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Do we have people we want to develop through standards?
If the answer is yes – you’re ready to start.
And if you’d like more practical reflections on TWI, work standards, and people development, I invite you to follow me on LinkedIn, where I regularly share new insights and real-world examples.
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
