Instructions are an inseparable element in many companies, especially within training systems and work standardization. However, there are situations in which the use of instructions—particularly those created under the TWI (Training Within Industry) methodology—is neither necessary nor advisable. In this article, we’ll look at when not to use TWI instructions and why it’s worth applying them only in the right circumstances.
When Not to Use TWI Instructions? – A Proverb That Explains It All
There’s a saying: “When all you have is a hammer, everything looks like a nail.”
This proverb perfectly illustrates a situation where a specialist with a narrow perspective may apply a solution even where it’s not needed. Similarly, TWI instructions—though extremely effective in many cases—are not always the right choice.
To better understand when not to use instructions, I ran a thought experiment with my team. We identified types of processes and operations where applying TWI instructions may be inefficient. Here are the key insights.
Overly Simple Processes – When Not to Use TWI Instructions
One of the first cases when you should avoid using instructions involves very simple processes.
A good example might be placing a product in a box or tightening bottle caps. In such situations, instead of a detailed TWI Job Instruction, a One Point Lesson (OPL) or simple visual guide is more than enough.
Why Avoid Instructions in Simple Processes?
Creating detailed instructions for very basic tasks may overcomplicate the process and discourage employees. Excessive documentation can make a simple task seem more complex than it is, negatively affecting the learner’s cognitive engagement.
Instead, it’s better to use simpler tools that don’t overload the process with unnecessary information.
Old Projects – When Not to Use TWI in Long-Term Projects
In industries like automotive, where projects can last many years, it’s often unwise to introduce new TWI instructions in the later stages of a project. If a production line has been running smoothly for five years, creating new instructions for experienced operators may be an unnecessary burden.
Why Avoid Instructions in Mature Projects?
The average automotive project lasts around seven years. Instead of updating instructions for old, stable projects, it’s far more effective to focus on new launches, which carry higher risks of errors, accidents, and customer complaints.
Company resources should be used efficiently—and developing detailed instructions for veteran employees who already master their tasks can be a waste of time and energy.
High-Variability Processes – When Detailed Instructions Don’t Work
Another situation when not to use TWI instructions involves processes with high variability, such as the production of unique or custom-made items.
Take the example of decorating artisanal chocolate creations—each product can be different, making detailed instructions impractical since parameters change with every batch.
Why Variable Processes Don’t Need Detailed Instructions
In such cases, it’s best to standardize only the repeatable elements of the process (for example, mixing ingredients), while leaving the final decorative details to the operator’s judgment—based on visual references, drawings, or customer specifications.
TWI – When Not to Use It, but When It Still Matters
Although there are situations when TWI instructions shouldn’t be used, it’s important to remember that they remain a core element of effective job training systems.
They’re not a one-size-fits-all solution, and their use should always be deliberate and appropriate to the nature of the process or project.
Conclusion
When deciding when not to use instructions, consider the process characteristics, its complexity level, and the phase it’s in.
TWI instructions are a powerful tool—but not every situation calls for them. Careful analysis will help identify where they bring the most value and where simpler methods can achieve better results.
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
Maciej Antosik – management student at Wrocław University of Science and Technology. I support the Leantrix team in carrying out projects. Among other things, I was responsible for implementing the conference application during the Lean TWI Summit. Currently, I am responsible for marketing and also collaborate on the creation of Kaizen UP and Wiktor Wołoszczuk’s podcast.
Outside of my studies and work, I am developing as a personal trainer and train professionally in powerlifting. Sports teach me discipline and consistency, which I also apply in my professional life. What brings me the greatest satisfaction is personal growth and achieving long-term goals that require courage and pushing beyond my own limits.
In my free time, I am passionate about cooking, traveling, and music – these are spaces for me to act creatively and discover new inspirations. I consider myself ambitious and open-minded, always ready for the next challenge.
