Duxinaroe Academy

A little bit of context for anyone interested in the bigger picture ... 

TPS (Toyota Production System) and TWI (Training Within Industry) evolved from the world of IE (Industrial Engineering). IE has origins in the Industrial Revolution, and the developments that followed in the UK, US and around the world. 

Versions of TPS and TWI are still being taught today in various forms, under various titles (Lean, OpEx, Agile etc.) Following decades of exposure to Western thinking, these modern approaches now focus more on process and systems (technology) and less on people. This is counter to the original evolution of both methods, which were both substantially inspired by two prominent industrial psychologists, as detailed below... 

TPS; Japanese officials had changed their military strategy from Land-based to Sea, following the 1904 Russo-Japanese War. The indemnity specified in the Manchurian convention was held back by President Roosevelt in his role as arbitrator and this triggered a re-think in respect to threat, seeing the Japanese move to strengthen the Imperial Naval Fleet over the following two-three decades.

The renowned US Industrial Psychologist, Lilian Gilbreth visited Japan to teach 'The Table Top Experiments', in the 1920s, on invitation of the state. 

Following this, the Japanese established industrial engineering/manufacturing management training support programmes through the Ministry of Commerce and Industry, later to become MITI (Ministry of International Trade and Industry). and the JMA.

Lilian Gilbreth, and the nationally supported development programmes had significant influence over Taiichi Ohno and Shigeo Shingo, through activities carried out at Toyota and various Shipyards.

TWI: Responding to attacks on home soil and aiming to support the allies in Europe, the second world war required the US urgently increase the build rate of military equipment and arms/ammunition. 

The Renowned Australian Industrial Psychologist, George Elton Mayo was a professor of Industrial Research at Harvard in the 1920s and had been recognised for what has become known as 'The Hawthorne Effect', following his input to production improvements at 'The Hawthorne Works' in Cicero, Illinois (a General Electric site). 

Applying what he had learned about 'Human Relations' (HR - the original term, not Human Resource) in an industrialised environment, saw TWI applied rapidly in support of the War effort, leading to efficiency and productivity allegories like 'Rosie the Rivetter'. 

Both approaches, TPS and TWI provided a balance between the technical/logical and the emotional aspect of high performance. i.e. People (Psychology), Process and Systems. 

To reiterate the point above, in recent decades, 'best practice' has focused more on process and less on people ... at the same time, the performance improvement and change industry has seen an increase in concerns over the sustainability of change programmes and an increasing recognition that change has to realise a cultural shift (change in leadership thinking/beliefs) rather than a process and strategy focused exercise that can be done by others.

It can also be noted, that both methods, (TPS and TWI) which led to significant productivity improvements in short spaces of time, in very different cultural environments, followed a national level crisis in each country. 

When it comes to people changing, to adopt new processes and methods (i.e. changing their beliefs/thinking) it turns out 'Necessity is the mother of invention'.