24
TWI Institute TWI-Institute.org Training Within Industry JOB RELATIONS Participant Guide #002Rev03
TWI InstituteTWI-Institute.org
Training Within Industry
Job relationsParticipant Guide
#002Rev03
TWI Institute
445 Electronics Pkwy., Ste. 206
Liverpool, New York 13088
www.TWI-Institute.org
Copyright © 2003-2012 by TWI Institute
All rights reserved, including the right of reproduction in whole or in part in any form.
2 TWI Job Relations Participant Guide
3 TWI Job Relations Participant Guide
1. Five Needs of Supervisors Definition of “Supervisor”
A supervisor is anyone who is in charge of people or anyone who directs the work of others.
1. Knowledge of Work Knowledge of work is unique and differs from work to work. In a production line, for example, it would include what you know about materials, machines, tools and production processes. Even in a routine job, we are required to increase our knowledge day by day. In addition, if we were to make a new product or if we were to change our present method of production, then we would need a new type of knowledge. 2. Knowledge of Responsibilities Knowledge of responsibilities relates to the necessary responsibilities and authority we hold as supervisors. This knowledge consists of company policies, agreements, regulations, safety rules, production plans, sales plans, interdepartmental relationships, etc. Supervisors’ responsibilities are different for each company or plant. So a different knowledge is needed for each. Therefore, every supervisor needs to understand completely the responsibilities and authority given them. K
NO
WL
ED
GE
K
NO
WL
ED
GE
SK
ILL
S 1
2
3
4
5
4 TWI Job Relations Participant Guide
3. Skill In Instructing Skill in Instructing is an essential skill that helps employees to be trained so that they can quickly begin to work on their own. When this skill is acquired, we can help reduce the number of defects, rejects and rework. We can even help reduce the number of accidents and the amount of equipment and tool damage. This skill is learned in the Job Instruction component of the Training Within Industry (TWI) program.
4. Skill In Improving Methods This skill enables you to break down your work into small parts so that you can take a look at the details. Based on this breakdown, you can then look at improving the work by eliminating, combining, rearranging or simplifying these details. When this skill is used continuously, it will allow you to utilize the workforce, machines and materials now available more effectively to achieve greater production of good quality products. This skill is learned in the Job Methods Improvement component of the Training Within Industry (TWI) program.
5. Skill In Leading Skill in leading allows supervisors to have good relationships among people. This skill can help the supervisor get the necessary cooperation from other people so that the work can be carried out effectively. The result of a supervisor’s work depends on the output of other people. To be a good supervisor, then, the cooperation of others is crucial. He or she can get the necessary cooperation from others by using this skill in leading. Furthermore, if this skill is used daily, fewer problems will arise. And even if problems do arise, using this skill the supervisor will be able to solve them effectively. This skill is learned in the Job Relations component of the Training Within Industry (TWI) program.
SK
ILL
S
5 TWI Job Relations Participant Guide
2. Supervisor’s Problems in Regard to Job Relations
A. People Are Not Machines
When a machine is installed, what comes with it?
____________________________________ ____________________________________ ____________________________________
Do we get any of these things with our new people?
B. Difficulty in Getting the Cooperation of People
Supervisors, new and old alike, have problems getting cooperation of
— people who have __________ __________ __________.
— people who have had steady work, but of a __________
__________.
Newly appointed supervisors may have the problem of obtaining the cooperation of
— people who __________ __________ about the technical
aspects of the job than they do.
— people who have many __________ __________ of
service than they have.
C. Definition of a Good Supervision
Good supervision means that the supervisor gets the people in the
department to do __________ the supervisor needs done,
__________ it should be done, and in the __________ the
supervisor needs it done, because __________ want to do it.
6 TWI Job Relations Participant Guide
3. Supervisor’s Responsibility Chart
Production
7 TWI Job Relations Participant Guide
4. Foundations for Good Relations
A. The Four Foundations
B. Using the Foundations
These foundations are _______________ work or _______________ medicine.
Are just these enough? What else do we need?
Good
and
Let _______________________________________
___________________________________
Give _______________________________________
Tell _______________________________________
_______________________________________________
Make __________________________________
_____________________________
8 TWI Job Relations Participant Guide
5. Individual Chart
A. Are People All Alike?
People __________ __________ _______________
__________ _______________
B. People Are All Different
Does this person leave part of himself or herself at home when they come to work?
— These things are brought along, even if unconsciously.
These differences are not ones that supervisors can change.
As a supervisor, you need to know this person as an individual because he or she is different. And that affects him or her on the job.
An Individual Work
9 TWI Job Relations Participant Guide
6. Definition of a Problem
Why are relations important?
Good relations give you _______________ results.
Poor relations give you ________________ results.
7. Joe Smith Problem
What should Joe’s supervisor have done?
A problem is _______________ the supervisor has to
_______________ _______________ __________.
— If you leave it unsolved, it will have a bad influence.
10 TWI Job Relations Participant Guide
8. How Problems Come Up Problems are things that supervisors have to take action on. What are the ways in which problems come up? There are four types.
First:
These are problems you see coming before they happen, where you consider a situation and take action before the problem occurs. For example, management decides to change a policy and you know from experience that, when announced, this will cause problems. You may want to do some preventive work so you won’t have a problem to handle later on.
Second:
If you’re on the watch in your department, you’ll be tipped off when you notice changes in people’s work or attitudes. For example, a person suddenly gets quarrelsome with everyone around him. Effective supervisors get in on these early.
Third:
Sometimes, problems come to you. A person asks for a raise or a transfer. Or the person may have a problem or a question.
Fourth:
Finally, there are problems you run into. You tell someone to do a job and they refuse to do it, or someone who’s always late. Supervisors cannot neglect these.
11 TWI Job Relations Participant Guide
9. Problems on Your Jobs
A. What Problems Do You Have in Your Department?
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
B. Questions on These Problems
Do these problems involve the people you supervise?
Do you have to take action on these problems?
Are relationships between people here good? Or are they bad?
Do you think the 4-Step Method and the Foundations will work well to
solve these problems?
12 TWI Job Relations Participant Guide
10. Demonstration Practices
A. What Kind of Problems to Bring
The problem must involve you and the people you supervise. You may bring in a problem you have handled recently or one that you are
facing now. You can bring in a problem you have not taken action on yet. Pending
problems are always good. It can be an older problem, so long as all the facts are remembered. Feel free to bring in problems that did not turn out just right. Then we can
look at why they turned out the way they did.
B. How the Demonstrations Will Be Run
Each person will tell his or her problem briefly.
The instructor will write the facts on the board.
Other participants may ask questions about that problem. Our purpose is to develop skill in using the 4-Step Method and
Foundations. We will practice applying these to each problem brought in.
C. Basic Rules For Presentations
Keep all problems confidential as they concern people.
Do not use personal names or initials — say “Mr. A”, “Ms. B”, etc.
Do not take any notes unless instructed to do so.
We will not be deciding on any actions to be taken on the problems of others. The supervisor who brings in the problem to take action on is the only person qualified to do so.
We are not going to pass judgment on actions taken by others nor decide whether the action taken was good or bad.
D. Bring In a Small Problem, Not the Biggest One You Have Ever Seen
Do NOT bring in the most involved problem you have ever run into.
When problems are big, or involved, most of us usually think, “This is a pretty tough one, I’d better get the facts and weigh them carefully.”
Smaller problems are the ones supervisors are prone not to get the facts on and therefore jump to conclusions.
Most large problems result from small problems that were poorly handled. We want to instinctively think through small problems so that they can be handled well and forgotten.
13 TWI Job Relations Participant Guide
11. Analysis of “Tina Problem”
Just what is Tina’s supervisor trying to accomplish? Facts Weigh and Decide Action Possible actions
14 TWI Job Relations Participant Guide
12. How to Get Opinions and Feelings
______________ _______________
_________________ _________________ _____ __________ _____________
______________ ____ __________________ _____ _______ _____ _______
_____________ ____________________
_____________ _______________ _____ ___________________
_____________ _____ _____ _____ _______________ __________________
________________
15 TWI Job Relations Participant Guide
13. Analysis of “Mike Problem”
Just what is this supervisor trying to accomplish? Facts Weigh and Decide Action Possible actions
16 TWI Job Relations Participant Guide
14. Analysis of “New Team Leader Responsibilities Problem” Just what is this supervisor trying to accomplish? Facts Weigh and Decide Action Possible actions
17 TWI Job Relations Participant Guide
Supervisor
People
Jo
b
Re
lati
on
s
15. Supervisor’s Other Responsibilities
18 TWI Job Relations Participant Guide
Notes: _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________
19 TWI Job Relations Participant Guide
Notes: _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________
20 TWI Job Relations Participant Guide
Notes: _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________
…thanks to TWITraining Within Industry (TWI) originated in the U.S. in the early 1940s to support the war effort by boosting industrial production. It effectively and efficiently trained employees, including many women entering the manufacturing world for the first time. TWI was an unqualified success:
• 86% of companies increased production by at least 25%
• 100% reduced training time by more than 25%
• 55% reduced scrap by at least 25%
• 100% reduced grievances by more than 25%
After the war, the U.S. adopted a mission to help quickly rebuild Japan’s industrial base. TWI was introduced to the Japanese government and industry where it was embraced and intensively integrated into manufacturing methods and culture throughout Japan. TWI was one of the crucial building blocks of the Toyota Production System, the model for Lean Manufacturing.
Since 2001, when the Central New York Technology Development Organization reintroduced TWI, thousands of people have been trained in its methods; creating substantial competitive advantages for companies adopting it. By learning and applying TWI in your organization, you are part of this remarkable revival!
“Rosie the Riveter” poster, circa 1942, U.S. National Archives and Records Administration
