Training Within Industry (TWI): Job Relations Program by Operational Excellence Consulting

2. © Operational Excellence Consulting. All rights reserved. 2 Learning Objectives • Understand the importance and benefits of Job Relations • Explain how to improve Job Relations based on the 4- Step method for JR • Define the foundations for good relations • Learn how to get feelings and opinions Copyrights of all the images used in this presentation are held by their respective owners.

3. © Operational Excellence Consulting. All rights reserved. 3 Outline • The importance of WEIGH AND DECIDE  Practice Demonstrations – Job Relations (emphasis on Step 2: Weigh and Decide) • The importance of TAKE ACTION  Practice Demonstrations – Job Relations (emphasis on Step 3: Take Action) • The importance of CHECK RESULTS  Practice Demonstrations – Job Relations (emphasis on Step 4: Check Results) • How to Get Feeling & Opinions • How to See Problems Coming • Summary • Five Needs of Good Supervisors • Supervisory Responsibility • Foundations for Good Relations • People Must be Treated as Individuals • The “Joe Smith” Problem (case study) • The Four Step Method for Job Relations • The importance of GETTING THE FACTS  Practice Demonstrations – Job Relations (emphasis on Step 1: Get the Facts) NOTE: As this is a PARTIAL PREVIEW, only selected slides are shown. To download the complete presentation, please visit: http://www.oeconsulting.com.sg

4. © Operational Excellence Consulting. All rights reserved. 4 Program Benefits • Better relationships with their employees • Easier, more basic method of diagnosing employee problems • Fewer employee problems • Improved job performance by the individual (productivity, quality, cost, and delivery) • Problems that are solved (instead of lingering for a long time and getting bigger) • Improved culture of their workforce (attitudes, motivation, teamwork) • Improved capability in handing problems and in heading off future problems

6. © Operational Excellence Consulting. All rights reserved. 6 Supervisor’s Problems • Unwilling to delegate work • Unwilling to “be the boss” • Overcoming the lack of knowledge with the work • Handling veteran workers • Unable to teach or mentor inexperienced workers • Handling work habits from a different company culture

7. © Operational Excellence Consulting. All rights reserved. 7 What is Good Supervision? • Good supervision means that the supervisor gets the people in his or her department to do what he wants done, when it should be done, and the way he wants it done because they want to do it!

8. © Operational Excellence Consulting. All rights reserved. 8 Supervisors & Job Relations • Job Relations are the everyday relations between you and the people you supervise • The kind of relations you have affects the kind of results you get • Relations are sometimes good and sometimes poor, but there are always relationships • Poor relationships cause poor results, good relationships cause good results • When a supervisor wants to achieve good results he or she has to have good relations with his or her people

9. © Operational Excellence Consulting. All rights reserved. 9 Foundations for Good Relations • Let each worker know how he is getting along • Give credit when due • Tell people in advance about changes that affect them • Make best use of each person’s ability

10. © Operational Excellence Consulting. All rights reserved. 10 A supervisor gets results through people SUPERVISOR Production Safety Quality Maintenance Delivery Training Job Relations People People must be treated as individuals Health Background Education Others Job Family Individual • Let each worker know how he is getting along. • Give credit when due. • Tell people in advance about changes that affect them. • Make best use of each person’s ability. Foundations for good relations Chart on Supervisory Responsibility & the Individual Cost

11. © Operational Excellence Consulting. All rights reserved. 11 What is a Problem? • For this course we will consider a problem as anything the supervisor has to take action on • Changes, interruptions and failures do occur and situations do arise. These can all cause problems. • Each supervisor needs skill in understanding individuals, sizing up situations, and working with people

12. © Operational Excellence Consulting. All rights reserved. 12 Typical Problems Supervisors Face • An employee loses interest in the job • A person continually fails to come to work on time • A person wants to change jobs all the time • Plant safety regulations are not followed • A drop in an individual’s output • Friction between shifts • Arguments between individuals

13. © Operational Excellence Consulting. All rights reserved. 13 How to Resolve these Problems • These are real issues that surface on a regular basis • To resolve any of these problems, supervisors need to:  Understand individuals  Size up situations  Work with people to resolve them

14. © Operational Excellence Consulting. All rights reserved. 14 Objective of Job Relations (JR) • Build positive employee relations by effectively resolving conflicts that arise • Maintain positive relations by preventing problems from happening

15. © Operational Excellence Consulting. All rights reserved. 15 Results from JR Training • Better employee relations • Improved morale • Fewer grievances • Improved attendance • Less equipment damage • Improved quality • Increased production • Reduced cost

16. © Operational Excellence Consulting. All rights reserved. 16 Job Relations Card JOB RELATIONS A supervisor gets results through people FOUNDATIONS FOR GOOD RELATIONS 1. Let each worker know how he is doing Figure out what you expect from him Point out ways to improve 2. Give credit when due Look for extra or unusual performance Tell him while it’s “hot” 3. Tell people in advance about changes that will affect them Tell them WHY if possible Get them to accept change 4. Make best use of each person’s ability Look for ability not now being used Never stand in a person’s way People Must Be Treated As Individuals HOW TO HANDLE A PROBLEM SET A GOAL 1. GET THE FACTS - Review the record - Find out what rules and customs apply - Talk with individuals concerned - Get opinions and feelings Be sure to have the whole story 2. WEIGH AND DECIDE - Fit the facts together - Consider their bearing on each other - What possible actions are there? - Check practices and policies - Consider objective and effect on individual, group, and production. Don’t jump to conclusions 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 actions Don’t shirk responsibility 4. CHECK RESULTS - How soon will you follow up? - How often will you need to check? - Watch for changes in output, attitudes, and relationships. Did your action help production? Have you achieved the set goal?

18. © Operational Excellence Consulting. All rights reserved. 18 Step 1 – Get The Facts • Review the record • Find out what rules and customs apply • Talk with individuals concerned • Get opinions and feelings Be sure to have the whole story 4-Step Method for JR

19. © Operational Excellence Consulting. All rights reserved. 19 Caution Point for Step 1 • The more facts you gather, the better judgment you make • The better judgment you make, the more likely the action you take will be correct and successful • When dealing with problems concerning people, it is easy to think you understand everything based on your experiences • Each person is unique • It is up to you to get this “unique” story before taking any action on a problem Be sure to have the whole story 4-Step Method for JR

20. © Operational Excellence Consulting. All rights reserved. 20 How to get feelings and opinions 1. Don’t argue 2. Encourage him to talk about what is important to him 3. Don’t interrupt 4. Don’t jump to conclusions 5. Don’t do all the talking yourself 6. Listen

21. © Operational Excellence Consulting. All rights reserved. 21 How to See Problems Coming • Observing changes in people’s work or attitudes • Seize up a situation before it happens • Problems “come to you” on their own • Problems you “run into”

22. © Operational Excellence Consulting. All rights reserved. 22 SUPERVISOR Production Cost Safety Quality Maintenance Delivery Training People Manager Union or shop related parties Other parties (engineers, administrative staff, etc. Internal and external customers Peer group from other departments in the plant Job Relations JR – Key Interfaces

24. © Operational Excellence Consulting. All rights reserved. 24 About Operational Excellence Consulting • Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. • The firm’s mission is to create business value for organizations through innovative operational excellence management training and consulting solutions. • OEC takes a unique “beyond the tools” approach to enable clients develop internal capabilities and cultural transformation to achieve sustainable world-class excellence and competitive advantage. For more information, please visit www.oeconsulting.com.sg

Training Within Industry (TWI): Job Relations Program by Operational Excellence Consulting

Training Within Industry (TWI): Job Relations Program by Operational Excellence Consulting

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