TWI Program: Job Relations (JR) Training

1. TWI Program: Job Relations C:\Users\Allan BigMac\Documents\000 OEC\Logo\The Logo Company\FINAL\OperationalExD24aR02bP01ZL\TRANSPARENT.png C:\Users\Allan BigMac\Documents\000 OEC\Logo\The Logo Company\FINAL\OperationalExD24aR02bP01ZL\TRANSPARENT.png © Operational Excellence Consulting. All rights reserved.

2. NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: https://www.oeconsulting.com.sg NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: https://www.oeconsulting.com.sg 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 2 © Operational Excellence Consulting. All rights reserved.

3. Outline • 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) • 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 ▪ ▪ ▪ 3 © 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 4 © Operational Excellence Consulting. All rights reserved.

5. 5 Needs Model for Good Supervisors Instructing Work Improving Methods SKILL KNOWLEDGE Responsibilities Leading 5 © 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 6 © 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 wayhe wants it done because they want to do it! 7 © 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 8 © 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 9 © Operational Excellence Consulting. All rights reserved.

10. Chart on Supervisory Responsibility & the Individual A supervisor gets results through people Foundations for good relations People must be treated as individuals Let each worker know how he is getting along. • SUPERVISOR Job Relations Give credit when due. • Family Tell people in advance about changes that affect them. • Health Training Production Individual Job Background Delivery People Cost Make best use of each person’s ability. • Safety Education Maintenance Others Quality 10 © 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 11 © 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 12 © 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 13 © 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 14 © 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 15 © Operational Excellence Consulting. All rights reserved.

16. Job Relations Card HOW TO HANDLE A PROBLEM JOB RELATIONS A supervisor gets results through people FOUNDATIONS FOR GOOD RELATIONS 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 1. Let each worker know how he is doing Figure out what you expect from him Point out ways to improve 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 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 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. Make best use of each person’s ability Look for ability not now being used Never stand in a person’s way 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? People Must Be Treated As Individuals Have you achieved the set goal? 16 © Operational Excellence Consulting. All rights reserved.

17. 4-Step Method for JR The 4-Step Method for JR 1 Get the Facts 2 Weigh and Decide 3 Take Action 4 Check Results 17 © Operational Excellence Consulting. All rights reserved.

18. 4-Step Method for JR 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 18 © Operational Excellence Consulting. All rights reserved.

19. 4-Step Method for JR Caution Point for Step 1 Be sure to have the whole story • 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 19 © 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 20 © 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” 21 © Operational Excellence Consulting. All rights reserved.

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

23. TRANSPARENT.png Logo Fb / Logo Fb Png / How the hyperconnected are X Logo (Twitter | 01) - PNG Logo Women In Wilmington for Networking Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. Based in Singapore, the firm’s mission is to create business value for organizations through innovative design and operational excellence management training and consulting solutions. For more information, please visit www.oeconsulting.com.sg 23 © Operational Excellence Consulting. All rights reserved.