TWI Institute Certified Trainers continue to ask excellent questions. Here is one on elevating JR up the ladder in an organization to maintain support at the C level. Richard Abercrombie was asked this question a few days ago.
TWI has been a source of discussion and since I returned from the training back in September and I have been working hard to promote Job Relations. JI supports work standardisation and fits in well with business requirements as there seem to be an immediate and obvious performance change. Everyone seems to be interested in this! I advise people that in order to support the possible changes to culture of using JI and work towards sustaining the change, Job Relations should be taught first, as advised by the TWI institute. As any soft skill, this is more difficult to measure a tangible change and I’m finding it difficult to get people to buy into this. I’m really eager to continue with the JR training and would appreciate some advice on how I can promote it to work alongside JI and ensure that people recognise its value as much as JI and JM. Your advice would be greatly appreciated.
Diolch yn fawr (Thank you very much),
It’s nice to hear from you. You ask a very good question and are not the only person I’ve heard this from. There are many like you who see the advantages and benefits of JR, how it links into not only the other “J” programs but many other things that are important to the company, only to have management show interest but then they don’t “get it.” Here are a couple of things to consider:
- If your management doesn’t see a problem that will be reduced or solved by JR, they won’t put it into an action plan. So, one approach is to help them to see the problem. In other words, instead of talking about how wonderful JR is, bring out the issues that represent barriers or threats to objectives that are already given priority by management. For example, if JI is being used to establish standard work and improve quality but people are struggling with the degree of collaboration and teamwork necessary to agree on and support the standards, then management is not going to see the intended outcomes of standard work. Continuing with my example, if you can show the evidence of this problem using examples of conflicts and disagreements, head-butting and brick walls, delays to progress, slowdowns to production, etc. then your management will likely be interested in what should be done. At this point, JR can be offered as a specific and concrete countermeasure to these barriers.
- Another approach is to identify someone in management who agrees with you about the potential of JR and is willing to promote or champion the idea. Or perhaps you can find a supervisor who wants to use JR in their area of responsibility and they don’t have to ask permission.
I hope this stimulates your thinking because you may need to get creative. It may take a while to turn the course of the ship.