TWI – Training Within Industry – “Job Relations Workshop”

Job Relations – Workshop Overview

TWI (Training Within Industry) is often referred to as the “Roots of Lean”. TWI Job Relations (JR) is specifically designed to help the first level supervisor with his/her responsibility for leading people by:

  • a) effectively and positively dealing with relationship problems between him/her and the employee,
  • b) preventing these problems from developing in the first place by maintaining positive employee relationships.

Since Job Relations is focused on working with people, descriptions of what happens to people are the materials for this program. There are 4 “textbook” problems, each of which is used at a specific point for a particular learning emphasis. Most of the 10 hours of workshop time are spent on handing the supervisors’ own problems, which they bring in for group discussion. Actual employee names are kept anonymous, of course.

Learning Objectives

A supervisor gets results through people. The supervisor learns to follow this 4-step method in working with people in resolving specific problems:

  • Get the Facts (review the record, find out what rules and customs apply, talk with the individuals concerned, get opinions and feelings…be sure you have all the facts).
  • Weigh and Decide (fit the facts together, consider their bearings on each other, list the possible actions, check policies and practices, consider the objective and the effect on the individual, the group, and on production….don’t jump to conclusions).
  • Take Action (handle this yourself, get help from your boss if necessary, watch the timing of your action….don’t pass the buck).
  • Check Results (follow up…how soon?, how often?, watch for changes in output, attitudes, and relationships….did your action help?)

The supervisor also learns how to avoid job relation problems by:

  • 1. Letting each worker know how he/she is getting along (figure out what you expect of the person, point out ways to improve).
  • 2. Giving credit when credit is due (look for extra or unusual performance, tell the person while the data/information is “hot”).
  • 3. Telling people in advance about changes that will affect them (tell them why, work with them to accept the change).
  • 4. Making the best use of each person’s ability (look for abilities not now being used, never stand in a person’s way).

Program Agenda

TWI Job Relations is a 5-Day Workshop, conducted with 2 hours per day for 5 consecutive days of classroom learning time, coupled with during-the-workday applications time for each participant.

Day 1:

  • Five Needs of Good Supervisors
  • Chart on Supervisory Responsibility
  • Foundations for Good Relations
  • Chart on the Individual
  • The “Joe Smith” Problem (case study)
  • How Problems Arise
  • The Four Step Method for Job Relations

Day 2:

  • The importance of GETTING THE FACTS
  • The “Tina” Problem (case study)
  • 2-3 Volunteer Demonstrations – Job Relations
  • (emphasis on Step 1: Get the Facts)

Day 3:The importance of WEIGH AND DECIDE

  • The “Mike” Problem (case study)
  • 2-3 Volunteer Demonstrations – Job Relations
  • (emphasis on Step 2: Weigh and Decide)

Day 4:

  • The importance of TAKE ACTION
  • The “New Team Leader Responsibilities” Problem (case study)
  • 2-3 Volunteer Demonstrations – Job Relations
  • (emphasis on Step 3: Take Action)

Day 5:

  • The importance of CHECK RESULTS
  • 2-3 Volunteer Demonstrations – Job Relations
  • (emphasis on Step 4: Check Results)
  • Summary and Conclusions

Who Should Attend

The TWI Job Relations Workshop is for those individuals whose work is to supervise and direct the work of others. This includes operations supervisors as well as staff and administration supervisors. Job titles could include:

* Supervisor

* Foreman

* Group Leader

* Team Leader

* Lead Hand

* Manager

* Director

* Etc.

Job Relations Training Benefits

Supervisors who have completed this JR training and have applied it report:

  • 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

*The Wastes of Manufacturing are all reduced in the supervisor’s immediate domain.

See Also:

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