ABSTRACT
The Nixon Gear story was presented first in this book of
several case studies because it demonstrates a typical pat-
tern of how companies come to TWI and struggle to get
it to take root in the culture of the organization. Not all of
the companies who see the need for TWI are ultimately
successful in its implementation, as was Nixon Gear, and
in spite of the great value of this program, it can go the
same route as so many other good programs-another
“flavor of the month.” It shouldn’t be this way, and indeed,
that is the purpose of this book: to show how good com-
panies have successfully integrated the basic skill sets of
TWI into the daily functioning of their operations.