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