The TWI Job Relations program teaches supervisors how to evaluate and take proper actions to handle and to prevent people problems. This skill in leading helps the supervisor to improve his ability in working with people. There are basic principles that, when applied day in and day out, will tend to keep relations smooth and prevent problems from arising. By pointing out the ways that problems do arise one can readily see that preventive action can be taken. This applies particularly in anticipating changes that may not be readily accepted and in sensing changes in output, attitudes, and relationships. However, when problems do arise, there is an organized procedure to handle such problems that helps get better results from the action we take. TWI Job Relations teaches supervisors the four steps for effective leadership. LEARNING OBJECTIVES ​1. Understand the importance and benefits of Job Relations 2. Define the foundations for good relations 3. Explain how to improve Job Relations based on the 4-Step method for JR 4. Define the approach to get feelings and opinions CONTENTS ​​ 1. Understanding Supervisory Responsibility and the Individual 2. Foundations for Good Relations 3. The “Joe Smith” Problem (case study) 4. The Four Step Method for Job Relations 5. The importance of GETTING THE FACTS 6. The importance of WEIGH AND DECIDE 7. The importance of TAKE ACTION 8. The importance of CHECK RESULTS 9. Practice Demonstrations on each of the four steps 10. How to Get Feelings & Opinions 11. How to See Problems Coming 12. Summary and Closing 13. Appendix - Introduction to TWI To download this complete presentation, please visit: http://www.oeconsulting.com.sg

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TWI Program: Job Relations

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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
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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)
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selected slides are shown. To download the
complete presentation, please visit:
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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

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5 Needs Model for Good Supervisors
SKILL
Instructing
Leading
Improving
Methods
Work
Responsibilities
KNOWLEDGE

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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

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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!

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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

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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

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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

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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

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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

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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

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Objective of Job Relations (JR)
• Build positive
employee relations by
effectively resolving
conflicts that arise
• Maintain positive
relations by
preventing problems
from happening

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Results from JR Training
• Better employee relations
• Improved morale
• Fewer grievances
• Improved attendance
• Less equipment damage
• Improved quality
• Increased production
• Reduced cost

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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?

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The 4-Step Method for JR
4-Step Method for JR
1
2
3
4
Get the Facts
Weigh and Decide
Take Action
Check Results

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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

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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

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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

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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”

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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

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About
Operational
Excellence Consulting

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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

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END OF PARTIAL PREVIEW
To download this presentation,
please visit:
www.oeconsulting.com.sg