What is “Job Instruction” ?

One of the methods we use in Lean and Continuous Improvement to help develop people, is something called, “Job Instruction”. This is the same training approach pioneered in America for the War effort that was used to quickly train the, “Rosie the Riveters.” It’s an incredibly effective means of quickly raising the skill level of your workforce, enabling you to make improvements and changes in processes that are rapidly and readily accepted, to ensure safety, quality and productivity expectations are met.

What is the Job Instruction Training Method?

Before we can start training, we need to have a documented standard for how the job is done, which is known as the Job Breakdown or may be full standard work. We need a qualified trainer (the teacher), and a learner (the worker, or employee). Once you are ready to Instruct, the method itself is fairly straightforward, rather prescriptive, and has four main steps:

Prepare the Worker
Present/ Demonstrate the Job/ Operation
Try Out Performance
Follow-Up

This method is not just for the “War Production” effort. It is just as useful and applicable in today’s environment as it was eighty years ago! The method is summarized in the steps below.

Get Ready to Instruct

Have a training plan and time table that identifies how much skill is required by each worker in each job task or operation, and how much skill you want to develop in each worker in a given timeframe. This is best accomplished via the Training Matrix. If a Job Breakdown or Standard Work does not exist for the job task or operation, create one. List what to do, how to do it, and why for each step. Have everything ready, including the Job Breakdown or Standard Work, the correct equipment, materials and supplies, and ensure that the workplace is properly arranged just like the worker will be expected to keep it. Once everything is ready, you can start instruction.

Prepare the Worker

Before starting the training, put the worker at ease. Make sure the worker is ready to learn and is in the right frame of mind to learn. Start out by stating the job name, and find out what the worker already knows about the job. Spend a little bit of time getting the worker interested in learning the job, and relate why the job task is important. Lastly, place the worker in the correct position so that they can view the operation completely and safely.

Present the Job

During the demonstration of the job, the instructor will repeat the job task or operation three times. The first time they will demonstrate and explain “What” to do one step at a time. It can be helpful to have the worker read from Job Breakdown one Major Step at a time. The second time through, demonstrate one step at a time, stressing “How” (each “How” is known as a “Key Point”) to do each step. The third time through, explain “Why” each of the Key Points matters by giving Reasons. Instruct clearly, completely, and patiently, and present no more than the worker can master.

Try Out Performance

Now it is time for the worker to try out what they have learned. The first time through, have the worker do the job silently, and correct any errors they make. Next, the worker will do the job again, explaining “What” to do one step at a time. The worker will repeat the job, this time explaining each Key Point of “How” to do each step. Lastly, the worker will go through the job one more time, explaining “Why” each Key Point matters by giving the Reasons. By the time the worker is done, they will have tried out the job four times.

Follow-up

Check with the worker to see if they have any questions, and are ready to continue working to the standardized work. Introduce worker to a person who can help them out if they encounter a problem, and make sure the person is ready to help when needed. Check back with the learner, to assess their progress frequently. Encourage them to ask questions. Give any necessary extra coaching and taper off the follow up.

What to Do Next

When conducting Job Instruction training, it is important to understand that the great majority of skills will not be learned in one session. Using the Training Matrix, make a note of when the training session was completed (many organizations have both the trainer and the worker sign off to acknowledge training was completed, and make plans to assess the level of skill at a later date and conduct follow-up training.