Core Problem: The “Nozzle” Issue

The facility, which specializes in investment casting for aerospace and power generation turbines, faced a significant quality crisis involving a specific turbine nozzle part.

• High Defect Rate: One particular part had a staggering 84% scrap/rework rate, meaning only 16% of parts were made correctly on the first attempt.
• Skill Gaps: Experienced operators were retiring, and the training of new staff was inconsistent, leading to “tribal knowledge” where everyone performed the job differently.

TWI Implementation & Results

Using the JI (Job Instruction) method, the company standardized the “best way” to perform the complex casting and finishing tasks.

Key Takeaways from the Study

1. Job Instruction Breakdowns: Supervisors identified “Key Points”—the small “knacks” or safety tricks that make or break a task—and incorporated them into formal training.
2. Supervisor as Trainer: Instead of HR or outside consultants, the shop floor supervisors became the primary teachers, ensuring the training was practical and respected.
3. Foundation for Lean: This success helped ESCO establish a foundation for more advanced Lean manufacturing techniques by first stabilizing their processes.

Note: In late 2012, ESCO Corp. sold its Turbine Technologies division (which included the Syracuse and Concorde Castings facilities) to the newly formed Consolidated Precision Products (CPP). But the case study remains a staple in TWI Institute curricula for showing how the 1940s-era TWI program still works in modern high-tech environments