[More Production Through Training: How to Train Production Operators, Bulletin No. 2-C]
[From the U.S. Government Publishing Office, www.gpo.gov]

OFFICE OF PRODUCTION MANAGEMENT Labor Division
TRAINING WITHIN INDUSTRY Washington, D. C.
How to Train Production Operators
November, 1940	Bulletin No.2-C
Helping the Experienced Worker to Break In a Man on a New Job
You are about to break in a man on a new j ob. This is very important to the man—and to you—and to national defense.
Here are some ideas that may help you. They were discovered by other workers who had to do the same j ob. Study them. Use them. They are easy to follow.
C. R. DOOLEY, Director, Training Within Industry.
What to Do and How to Do It
You remember how you felt the first day on a new job. Any new worker assigned to you for breaking in feels the same way and wants to make a good showing. You realize this and are interested in four things:
1.	Having the new worker come up to the quality and quantity requirements of production as quickly as possible.
2.	Avoiding accidents which will injure the new worker.
3.	Avoiding damage to machines or equipment.
4.	Spoiling as little work as possible in breaking him in.
How You Can Do It
You know there are one or two key points in every operation which, if properly covered, automatically care for the others. If not covered properly, all the other things done are so much wasted effort. These key points are knacks, special motions, particular timing, or particular ideas which once mastered	let	the worker do the job quickly,	easily, and
safely. If not mastered,	the	work is	continually fighting	the worker.
You have these key points	in your head,	and do your work without thinking
about them. For breaking	in a	new man,	it will help if you	think about
them and decide how you can make them clear to the new man.
You can make learning easier if you keep a few simple facts in mind:
-	Realize that all of us learn a step at a time; learning one thing about the job makes it easier to learn the next.
-	If the correct ideas and knacks are presented at the beginning in the best way for easy learning, there will be no need for later correction.
-	The actual doing of the job or growth in skill requires some practice or seasoning even after the ideas are understood.
17
How to Train Production Operators
A Simple Way to Break In the New Man
1.	Show How You Do It. Get a new man to see what the job calls for by letting him watch you do the job at the regular production speed. It may be wise to carry out two or three demonstrations if the operation is short. During these demonstrations no explanation is given. Ask him to watch closely. Make sure the new man is so placed that he can see the whole job done.
2.	Explain Key Points. After he has seen the job done correctly and at production speed, slow down the next series of demonstrations. Let him get the relationship and importance of the particular actions.
-	Take enough time for these explanations to fully cover the important points step by step. Some of these steps he gets just by observing you.
-	Stress the key points or knacks and include safe practices, accuracy requirements, etc.
-	Encourage questions by your attitude. Be in earnest to make things clear to him. Some people do not readily ask questions, so do not insist on his asking them.
3.	Let Him Watch You Do It Again. After being reasonably sure that the new worker understands the relation and purpose of each step in the job, again let him see the whole job done at its proper operating speed.
4.	Let Him Do the Simple Parts of the Job. Get the new worker into the job with as little disappointment to him as possible. Let him try some of the work. Choose the part or parts which are sure to to be done correctly. Doing this lets the new worker begin to get the feel of the job. While completing the remaining steps you can restate the important features again.
5.	Help Him Do the Whole Job. The first time through, have the new worker go slowly.
-	Have him tell you what his next step is.
-	Have him tell you the key points as he comes to them.
-	Be sure every move he makes will meet safe practice and production requirements.
—	Encourage him as much as possible but keep him aimed at a high standard. "Pretty good" is not going to be good enough for you.
The new worker has to get the feel of the job by doing it himself. During this part of the breaking in you must be patient. Remember the new man is trying to do what you want him to do. You should carefully consider when to interfere if minor mistakes are being made. If a mistake is being made which can result in injury to the worker or damage to equipment, you must interfere before harm is done. Get the new man to see the cause of the mistake, and give him some constructive advice on how to get rid of that cause.
-	If you take over the job too soon or too often, the new man is bound to become discouraged, and the time it will take him to learn will be increased.
—	It is better to let the new man make a few minor mistakes provided you catch them and point out later how to avoid them. This is often one of the best ways to drive home some of the details of the job which may seem of minor importance to the new man.
18
Helping to Break In a New Man
6.	Let Him Do Whole Job—But Watch Him. When you feel the new man has a good notion of how to do the j ob and can protect himself, let him do the job from start to finish. Let him do it two or three times by himself.
-	Insist on his using the work routines you taught him.
-	Be on the lookout for incorrect or unnecessary moves which will interfere with later speed in production, and stop them to avoid bad work habits being formed.
—	Use judgment to decide when to interfere, and demonstrate correct procedure:
-	remember the new man is learning and it does take some time to get the right swing of the thing;
-	if you and the new man can get together so he will think out loud about his difficulties, so much the better.
7.	Put Him on His Own. When he has shown you that he can do the j ob fairly well for a ’’green” man, leave him on his own. He needs the experience or seasoning which only comes from practice on his own hook. Keep him aimed at a high standard.
-	However, keep an eye on the work—enough to know that the new man is not unlearning what he was taught.
-	Let him understand that any part of the work which puzzles him or doesn't go right is to be brought to your attention, so you may do a better job of instructing another time.
19
REMINDER SHEET FOR BREAKING IN MAN ON NEW JOB
AFTER LISTING THE STEPS IN THE OPERATION AND THE "KEY POINTS" CONNECTED WITH THEM:
1» Show him how you do it—full production speed»
2» Explain "key points" by slowed down demonstrations—may want a demonstration for each key point by itself.
3» After full explanation—let him watch you do it again—full speed»
4» Let him do some easy parts—you do the difficult ones»
5.	Help him while he does the entire job slowly» Check the "key points"--may have to do this several times»
6» Let him try the whole job—but watch him—be sure he is doing what you taught him»
7» Put him on his own» Have him come to you if anything bothers him»
Of course you will keep an eye on him for several days after he is on his own to be sure he is coming up to quality and quantity needs»
REMINDER SHEET FOR BREAKING IN MAN ON NEW JOB
TRI THIS SIMPLE WAI TO BREAK IN MEN AFTER LISTING THE STEPS IN THE OPERATION AND THE "KEI POINTS” CONNECTED WITH THEM:
1. Show him how you do it—full pro- 4« Let him do the simple parts—you duction speed.	do the difficult ones.
2.	Explain "key points" by slowed down demonstrations—may want a demonstration for each key point by itself.
3« After full explanation—let him watch you do it again at the proper speed.
5.	Help him do the whole job slowly. Check the "key points"—may have to do this several times.
6.	Let him do the whole job—but watch him—be sure he is doing what you taught him.
7.	Put him on his own. Have him come to you if anything bothers him.
Of course you will keep an eye on him for several days after he is on his own to be sure he is coming up to quality and quantity needs.
REMINDER sheet for breaking in man on new job
Part _	___________________Operation^C^iA
# 2	("Knacks"—Special Information
IMPORTANT STEPS IN THE OPERATION_____"KEY POINTS"(Timing—Special Movements etc.
TRY THIS SIMPLE WAY TO BREAK IN MEN AFTER LISTING THE STEPS IN THE OPERATION AND THE "KEY POINTS" CONNECTED WITH THEM:
1.	Show him how you do it—full production speed*
2.	Explain "key points" by slowed down demonstrations—may want a demonstration for each key point by itself.
3.	After full explanation—let him watch you do it again at the proper speed«
7. Put him on his own. Have him come to you if anything bothers him.
4.	Let him do tne simple parts—you do the difficult ones.
5.	Help him do the whole job slowly. Check the "key points"—may have to do this several times.
6.	Let him do the whole job—but watch him—be sure he is doing what you taught him.
Of course you will keep an eye on him for several days after he is on his own to be sure he is coming up to quality and quantity needs.
REMINDER SHEET FOR BREAKING IN MAN ON NEW JOB
Part	___ Operation _
# 1	# 2	("Knacks”—Special Information”
IMPORTANT STEPS IN THE OPERATION	"KEI POINTS"(Timing—Special Movements etc.
TRY THIS SIMPLE WAY TO BREAK IN MEN AFTER LISTING THE STEPS IN THE OPERATION AND THE "KEY POINTS" CONNECTED WITH THEM:
1.	Show him how you do it—full production speed.
2.	Explain “key points" by slowed down demonstrations—may want a demonstration for each key point by itself.
3.	After full explanation—let him watch you do it again at the proper speed.
4.	Let him do the simple parts—you do the difficult ones.
5.	Help him do the whole job slowly. Check the "key points"—may have to do this several times.
6.	Let him do the whole job—but watch him—be sure he is doing what you taught him.
7.	Put him on his own. Have him come to you if anything bothers him.
Of course you will keep an eye on him for several days after he is on his own to be sure he is coming up to quality and quantity needs.
REMINDER SHEET FOR BREAKING IN MAN ON NW JOB
TRI THIS SIMPLE WAI TO BREAK IN MEN AFTER LISTING THE STEPS IN THE OPERATION AND THE "KEI POINTS" CONNECTED WITH THEM:
1« Show him how you do it—fall production speed«
2.	Explain "key points" by slowed down demonstrations—may want a demonstration for each key point by itself.
3« After full explanation—let him watch you do it again at the proper speed.
4« Let him do the simple parts—you do the difficult ones.
5.	Help him do the whole job slowly. Check the "key points"—may have to do this several times.
6.	Let him do the whole job—but watch him—be sure he is doing what you taught him.
7. Put him on his own. Have him come to you if anything bothers him.
Of course you will keep an eye on him for several days after he is on his own to be sure he is coming up to quality and quantity needs.
REMINDER SHEET FOR BREAKING IN MAN ON NEW JOB
Part _ _ ________________________ Operation
# 1	___ # 2	("Knacks"—Special Information
IMPORTANT STEPS IN THE OPERATION	"KEY POINTS" (Timing—Special Movements etc.
TRI THIS SIMPLE WAY TO BREAK IN MEN AFTER LISTING THE STEPS IN THE OPERATION AND THE "KEY POINTS" CONNECTED WITH THEM:
1. Show him how you do it—full pro- 4* Let him do the simple parts—you duction speed.	do the difficult ones.
2.	Explain "key points" by slowed down demonstrations—may want a demonstration for each key point by itself.
3.	After full explanation—let him watch you do it again at the proper speed.
5.	Help him do the whole job slowly. Check the "key points"—may have to do this several times.
6.	Let him do the whole job—but watch him—be sure he is doing what you taught him.
7.	Put him on his own. Have him come to you if anything bothers him.
Of course you will keep an eye on him for several days after he is on his own to be sure he is coming up to quality and quantity needs.
U. S. GOVERNMENT PRINTING OFFICt: 1R4E
TRAINING WITHIN INDUSTRY PUBLICATIONS
Training for More Production
Any of these pamphlets may be obtained from the nearest district office listed on the reverse of this cover, or by addressing Training Within Industry Headquarters, Room 3724, Social Security Building, Washington, D. C.
HOW TO INCREASE SKILLS THROUGH UPGRADING . . . Upgrading is probably used more widely throughout American industry than any other phase of training. It is the plan for advancing employees within the organization so as to increase their skills while they are producing.
HOW TO TRAIN PRODUCTION OPERATORS . . . Methods of training production specialists which qualify them for normal production in minimum time. Instructors must be taught how to train ; experienced operators can improve their methods of breaking in new men.
BETTER SUPERVISION . . .. Upgrading, training, maintaining enthusiasm all depend on the quality of supervision. When the managerial force is expanded to meet enlarged production demands, more supervisors must be developed and supervisory practice generally improved.
APPRENTICESHIP FOR ALL-ROUND CRAFTSMEN . . . Trade apprenticeship not only fills long-term needs for skilled tradesmen but contributes to output, since it is essentially training-on-the-job. It also provides a source of supervisory and technical personnel.
OFF-THE-JOB SUPPLEMENTARY TRAINING . . . While the bulk of defense training must be done on the job, related instruction is indispensable in helping a workman to make the most rapid progress.
THE TRAINING WITHIN INDUSTRY PROGRAM . . . The operating principles and policies of the Training Within Industry branch are described, along with lists of personnel at headquarters and in the district offices.
UPGRADING IN A RAPIDLY EXPANDING PLANT . . . An example of how carefully planned upgrading makes possible extensive plant expansion without sacrifice in product quality.
PRECISION LENS GRINDING ... An account of how workers employed on precision optical work were upgraded and new employees were trained for the simpler parts of the job to meet a shortage of lens grinders in Government arsenals and navy yards.
TRAINING FOR QUICK PRODUCTION IN HEAVY MANUFACTURE ... A program where new employees turn out usable production practically all the time they are in training. Training steps are closely coordinated with assignments to the production line.
UPGRADING AND FULLTIME INSTRUCTORS SOLVE PROBLEM OF EXPANSION IN PRECISION MANUFACTURE .	. Wide-
spread use of production specialists, upgrading, and a balanced program of in-plant training have helped to overcome a critical shortage of skilled workers.
HOW IDLE MACHINERY IS BEING USED FOR TRAINING . . . Through cooperative effort, a manufacturer made his machine shop available to a municipality for preemployment training in the hours after the regular shift.
MEETING THE NEED FOR SKILLED WORKERS IN A NEW AIRPLANE ENGINE PLANT . . . Forecasting the requirements for production workers and supervisory employees and an early attack on the training problem were major factors in the successful start-up of a large defense plant.
OFFICE OF PRODUCTION MANAGEMENT
Labor Division
TRAINING WITHIN INDUSTRY
District Offices
For Information or advisory assistance concerning training problems, apply to the Training Within Industry district office nearest you.
Atlanta, Ga., Georgia School of Technology, 225 North Ave., NW. (Hemlock 6890)
Baltimore, Md., Room 3106, Baltimore Trust Bldg. (Plaza 1654)
Boston, Mass., Room 1033, Park Square Bldg. (Hubbard 0380)
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Newark, N. J., Room 601, 605 Broad St. (Mitchell 2-1114)
New Haven, Conn., Room 513, 152 Temple
St. (6-5186)
I	X
New York, N. Y., Room 2026, 11 West Forty-second St. (Pennsylvania 6-0486)
Philadelphia, Pa., Room 2301,12 South Twelfth St. (Walnut 6820)
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Seattle, Wash., Room 957, Stuart Bldg., Fourth and University Sts. (Eliot 6404)
Headquarters Office Fourth Street and Independence Avenue, S.W. Washington, D. C. (REpublic 7500)