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.