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Archive for the ‘TWI Job Relations Coaching’ Category

How we get JR used after the training is completed?

One of our newly certified Job Relations Trainers, Oscar Roche from “Down Under” (Visual Workplace Australasia) added a wrinkle to the end of the JR ten-hour class.  He said:   

 “In order to build on “learn by doing” I finish the session just done by saying: ‘I am now going to ask each of you to commit to one thing you will do in each of the 4 Foundations For Good Relations. I don’t mind how small this is, small is better at this stage. It might be something new you will do, it can be something you’ll keep doing, it might be something you’re already doing and can do better.   I would also like to see you apply the 4-Step method when you encounter a Job Relations problem. The bottom half of what I’m about to give you contains a “whiteboard model”. It is laid out exactly as you’ve seen.  Please write your name on the front of your Participant Guide.  I’m handing these “Do Tickets” out now. Please fill out the Do What in the Foundations of Good Relations now and give it back to me, with your Participant Guide. I’ll then photocopy the Do Ticket and give it back to you stuck in the front of your participant guide. In the next month, I will follow-up a few times with each of you individually to see how you are getting along, and to see if I can help.’

 I help the participants complete the Do Ticket. Ask a few that are finding it easy if they will read out what they have written as this will help the ones finding it hard. Emphasise “small things” and that it may be the continuation of things they are already doing, or do them better. If someone is really stuck, help them one on one after the session. No-one leaves any of the 4 boxes blank.

 What do you think?

Richard Abercrombie responded to Oscar.

 “Hello, Oscar.  

 I think they’re great ideas and I can see that you’re thinking beyond the 10 hour delivery to the kinds of things that are needed to actually get the method used.

 Here’s my suggestion.  Instead of you doing these things with the participants, why don’t you coach the person that each participant reports to in how to do this kind of follow-up.  The boss is the best person to establish the expectation that the method will be used.  And the boss is the best person to follow-up to see if expectations are being met and what should be done if not.  

 Think in terms of three roles for continuing results.  Role One:  Responsible for USING TWI.  Role Two:  Responsible for GETTING TWI USED.  Role Three:  Responsible for RESULTS.  Your job as a consultant is to deliver the 10 hours as the basic training for Role One and then work with the boss on how to do Role Two, in other words, doing the items below and other ways of coaching.)  Role Three is someone with P&L responsibility like Plant Manager, Section Head, Operations Manager, etc.

 By doing the things listed below yourself, this time, you’ve done a great job of preparing yourself to coach the boss on how to do the same thing.  By actually practicing the coaching yourself, you’ve gotten the feel for how to get someone else to do it.”

 Then Oscar said:

“In actual fact, when you think about it, if the boss was using the method properly there’d be no need for me to facilitate as the method itself  would drive his subordinates to use the method!”

 To which Richard replied:

“Right!  How can you tell if a person is using the method if you don’t know the method yourself?  And just as you have firsthand experience in using the method, you can think of ways to “prime the pump” to get others to do it and them see whether they understand by looking at what they do.  How can the boss do these things without walking the talk themselves?

 I really think this is the least appreciated requirement for getting results from TWI.  All of management should take the 10 hours, right to the top.  And it should be done as the first phase of introducing the program; management education with focus on how to get results after the basic training in the 10 hours.”

 Thanks for the great dialogue!

TWI JR: How Do I Elevate The Benefits in My Organization?

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. 

Hi Rich,

 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),


 Hi, Elin,

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.

Best Regards,

 Rich Abercrombie

JR: How do you coach it ?

TWI JR Certified Trainer, Laura Lee Rose, at Missouri Enterprise asked:

 “What coaching can be provided to clients who participate in Job Relations training? We have built in time to assist class participants with Job Instruction and Job Methods, but I'm always at a loss to understand what additional coaching can be provided in Job Relations. Can you help me with this?”

TWI Institute Senior Master Trainer Patrick Graupp responded:

 “JR development is an ongoing, evolving process. Whereas with JI and JM you actively go out and “select” appropriate jobs to train and to improve, in JR you would not go out and “create a problem” in order to solve it. Yet, as we all know, there are always problems out there with people. The skill is to catch them in their early stages, before the general population recognizes something as “a problem,” and take action early when there are many “possible actions” still available to properly resolve it in a way that gets us to our objectives.

 In this setting, it is hard to systematically “coach” people on JR because problems will come up ad hoc and, unless there is a revolution going on in the workplace or a pervasive case of poor morale, it’s difficult to go out and assign problems to coach on.

The best case of follow-up work I have heard is a company that had their JR graduates get together once a week for a short meeting where one (or maybe two) people in the group would  volunteer to give their experiences using JR during that week. The trainer would go through the same process we use in the 10-hour class of outlining the problem on the board and examining the use of the JR 4-Step Method, letting other members participate just like in the class. They did this for several weeks, maybe a few months, until the group felt that they had mastered the use of the JR method and made it a regular part of their supervisory work.

TWI Institute Master Trainer Richard Abercrombie responded:

“ I agree with Pat that it’s a little awkward to say “Let’s go out on the shop floor and see if we can find a people problem,” whereas it’s much more likely to find a need for instruction or a need for improvement.

The best way to work through a question about how to coach is to think about what are the objectives of the coaching and what’s the best way to get those outcomes.  Of course, for all of the TWI programs, the purpose of coaching is to find out where additional teaching, training or practice is required so that the supervisor actually develops the skill and doesn’t stop at the knowledge level.  The other purpose is to stimulate continuing use.

Having a guided discussion about the various aspects of JR is an excellent way to probe for the person’s understanding of the JR method and, in particular, their understanding of the preventive emphasis.  The process of the 10-hour delivery is an excellent format for doing this since it covers the 4 Steps and Foundations.  But there are many other points of discussion that can be brought out such as how to get opinions and feelings, was the objective the correct objective, what was the real cause of the problem and were the actions directed at those causes, etc.

But keep this in mind.  As a trainer coming in from the outside, your best target for coaching is “the boss.”  In other words, whoever has the responsibility to get Job Relations used and to make it part of the regular routine of supervisors’ or team leaders’ daily job is the person that needs coaching on how to do that.  This also applies to JI and JM, too.  It’s only through the day-to-day interaction and coaching between levels of management in the line organization that TWI will become sustainable.

So if you organize, for example, a follow up coaching session like the example Pat describes, talk to “the boss” ahead of time about your plan, in the group meeting handle a volunteer’s problem yourself (model the process) and then have “the boss” handle a problem.  During or afterwards you can give feedback about the coaching process.

And don’t forget the coaching opportunity with staff relationships.  For example, is HR learning to coach supervisors and managers in how to work through their people problems using the foundations and method?”

 Do you have any ideas for Laura Lee?   If you do; post a comment or let us know.

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