leadership –keeping relationships straight, strong and correctjul 01, 2019 · the twi cycle...
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Leadership – keeping relationships straight, strong and correct
Direct Online SummitJuly 10, 2019
Patrick GrauppSenior Master Trainer
TWI Helped Win WWII
With a gun to their heads (literally), the TWI founders had to find solid principles of human nature that:
– Work every time– Inspire dedication– Create performance results– Build leadership– Strengthen teamwork
The Key to Success was the People
Then, as it is today, they had to look after the people in spite of the technology:– Experienced men went to war– Replaced by new people, many women– New and challenging situation– Had to deal with people in a changing
environment
Training Within Industry (TWI)
KNOWLEDGE must be learned locally in each organization.
SKILLS are universal.
A course for each skill:1. Job Instruction (JI)2. Job Methods Improvement (JM)3. Job Relations (JR)4. Job Safety (JS)
Work
Responsibilities
Instructing
ImprovingMethods
Leading
Safety
The TWI Cycle
• Build strong relationships with people (JR)– so that….
• People will follow our good instruction (JI)– so that…
• We create standard work and build a strong foundation for continuous improvement (JM)– so that…
• We can coach people to think for themselves… and be creative
HOW TO INSTRUCT
Step 1 – PREPARE THE WORKER
§ Put the person at ease
§ State the job
§ Find out what the person already knows
§ Get the person interested in learning the job
§ Place the person in the correct position
Step 2 – PRESENT THE OPERATION
§ Tell, show and illustrate one Important Step at a
time
§ Do it again stressing Key Points
§ Do it again stating reasons for Key Points
Instruct clearly, completely and patiently, but don’t give
them more information than they can master at one time
Step 3 – TRY-OUT PERFORMANCE
§ Have the person do the job—correct errors
§ Have the person explain each Important Step to
you as they do the job again
§ Have the person explain each Key Point to you
as they do the job again
§ Have the person explain reasons for Key
Points to you as they do the job again
Make sure the person understands
Continue until youknow they
know
Step 4 – FOLLOW UP
§ Put the person on their own
§ Designate who the person goes to for help
§ Check on the person frequently
§ Encourage questions
§ Taper off extra coaching and close follow-up
IF THE WORKER HASN’T LEARNED,
THE INSTRUCTOR HASN’T TAUGHT
HOW TO HANDLE A PROBLEMDETERMINE OBJECTIVE
STEP 1 – GET THE FACTS§ Review the record§ Find out what rules and customs apply
§ Talk with individuals concerned
§ Get opinions and feelingsBe sure you have the whole story
STEP 2 – WEIGH AND DECIDE§ Fit the facts together§ Consider their bearings on each other
§ What possible actions are there?
§ Check practices and policies
§ Consider objective and effect on individual, group
and productionDon’t jump to conclusionsSTEP 3 – TAKE ACTION§ Are you going to handle this yourself?
§ Do you need help in handling?
§ Should you refer this to your supervisor?
§ Watch the timing of your action
Don’t pass the buckSTEP 4 – CHECK RESULTS§ How soon will you follow up?
§ How often will you need to check?
§ Watch for changes in output, attitudes, and
relationshipsDid your action help production?DID YOU ACCOMPLISH YOUR OBJECTIVE?
HOW TO IMPROVE
JOB METHODS
A practical plan to help you produce greater
quantities of quality products in less time by
making the best use of the Manpower, Machines
and Materials now available.
STEP 1 – BREAK DOWN THE JOB
1. List all details of the job exactly as done in the
Current Method.
2. Be sure details include everything:
§ Material Handling
§ Machine Work
§ Hand Work
STEP 2 – QUESTION EVERY DETAIL
1. Use these types of questions:
WHY is it necessary?
WHAT is its purpose?
WHERE should it be done?
WHEN should it be done?
WHO is best qualified to do it?
HOW is the ‘best way’ to do it?
2. Question the following at the same time:
Materials, Machines, Equipment, Tools, Product
Design, Workplace Layout, Movement, Safety,
Housekeeping
www.TWI-Institute.org006Rev05
Job Relations
How to evaluate and take proper actions to solve and to prevent problems with people.
Why Job Relations?• A leader is a person who has followers
• We need skill in building relationships and trust• It is the “lubrication” of the management system
What is Good Supervision?
“Good supervision means that the supervisor gets the people in the department to do what the supervisor needs done, when it should be done, and the way the supervisor needs it done, because they want to do it.”
– What : dictated by customer– When : see above– Way : the standardized work– They want to do it : the hard part—motivation
Where the responsibility lies
HOW TO INSTRUCT
Step 1 – PREPARE THE WORKER
§ Put the person at ease
§ State the job
§ Find out what the person already knows
§ Get the person interested in learning the job
§ Place the person in the correct position
Step 2 – PRESENT THE OPERATION
§ Tell, show and illustrate one Important Step at a
time
§ Do it again stressing Key Points
§ Do it again stating reasons for Key Points
Instruct clearly, completely and patiently, but don’t give
them more information than they can master at one time
Step 3 – TRY-OUT PERFORMANCE
§ Have the person do the job—correct errors
§ Have the person explain each Important Step to
you as they do the job again
§ Have the person explain each Key Point to you
as they do the job again
§ Have the person explain reasons for Key
Points to you as they do the job again
Make sure the person understands
Continue until youknow they
know
Step 4 – FOLLOW UP
§ Put the person on their own
§ Designate who the person goes to for help
§ Check on the person frequently
§ Encourage questions
§ Taper off extra coaching and close follow-up
IF THE WORKER HASN’T LEARNED,
THE INSTRUCTOR HASN’T TAUGHT
If the worker hasn’t learned, the instructor hasn’t taught
A person with no followers is not a leader
You can’t put that on me!
You don’t know the
people I have to supervise!
Even if I had a good instruction method, they still wouldn’t listen to me…
Skill in building relationships and trust
HOW TO HANDLE A PROBLEMDETERMINE OBJECTIVE
STEP 1 – GET THE FACTS§ Review the record§ Find out what rules and customs apply
§ Talk with individuals concerned
§ Get opinions and feelingsBe sure you have the whole story
STEP 2 – WEIGH AND DECIDE§ Fit the facts together§ Consider their bearings on each other
§ What possible actions are there?
§ Check practices and policies
§ Consider objective and effect on individual, group
and productionDon’t jump to conclusionsSTEP 3 – TAKE ACTION§ Are you going to handle this yourself?
§ Do you need help in handling?
§ Should you refer this to your supervisor?
§ Watch the timing of your action
Don’t pass the buckSTEP 4 – CHECK RESULTS§ How soon will you follow up?
§ How often will you need to check?
§ Watch for changes in output, attitudes, and
relationshipsDid your action help production?DID YOU ACCOMPLISH YOUR OBJECTIVE?
Consider effect on individual,
group and production
Get opinions and feelings
Watch for changes in output, attitudes and relationships
Don’t’ jump to conclusions
Smooth Running Management System
Top Level Strategy Deployment (Hoshin Kanri)
Department/Value Chain Level Strategy Deployment
Kata Practice at front line level
Application of TWI skills
Key Aspects of Gear Systems
• When the big gear turns a fraction of a degree, the smallest gears spin wildly.
• Not all gears are engaged. • Gear teeth wear out or are damaged when (1) there is
not enough lubrication or (2) they are bearing toomuch load.
• You adjust speed and load to the slowest gear. • Gear trains fail when some external object or force
gets jammed into them. • “Locked in Loads” create additional energy up and
above that coming from the power source. • Additional gear trains can be added to and powered by
the main gear train.
Fully Integrated Model of Management System
Policy Deployment
Visual Controls
Job Instruction
Kata
Job MethodsAnd Kaizen
Value Stream
Mapping
Heijunka
5S
5 Whys
Leader Standard
WorkJob Relations
Takt Time
Daily Accountability
Process
Standardized Work
Poka-yoke
SMED
Kanban
TPM
Jidoka
7 Wastes All models are wrong, but some
are useful.
George Box
Job Relations is the Lubrication
Supervisor
A supervisor gets resultsthrough people
Production
Costs
SafetyQuality
Maintenance
Training
People
Job
Rel
atio
ns
Job Relations supports the guiding principles of:
Respect Every Individual
and
Lead with Humility
Respect for People
Supervisors must be ready and trained to deal the whole gamut of human emotion
– Anger, Disappointment, Pride, Hurt, Fear, Jealousy, Greed, Hate, Humiliation, Heartbreak, etc.
Lead with Humility
Leading with Humility is a prerequisite to Respecting Every Individual.
The community creates the opportunity for a person to be in a position of power. Power is bestowed upon us by those we “lead.” If we serve those who put us in our position, then in an organization the recipients of our service and trusteeship are the core workers. They are the community, and they are the ones we become accountable to.
Peter Block, Stewardship: Choosing Service Over Self-Interest
Synergy Between TWI Skills
Job InstructionTrain & motivate people to follow the standard
Job RelationsBuild trust and
cooperation with people
Job MethodsImprovementGuide people to
finding ideas that make jobs better
People won’t follow your instructions if they don’t trust your intentions.
With no outlet for creativity, people will “invent” their own ways of working.
Without Standard Work there is no improvement.
When people are given ownership of their methods, trust is built and maintained
Coming up in this online summit
• How the Foundations for Good Job Relations provide a proactive, rather than reactive, approach to problem prevention
• How the Job Relations 4-Step Method provides basic skills in finding solutions to people problems that get us to our objectives
• How getting into problems early, before they become 5-alarm fires, is key to overall success in building strong relationships
THANK YOU
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