Category Archives: Management

All posts about management techniques, success stories, failures, etc.

JR: Training within Industry – Job Relations

Free Labor will WinJob Relations (JR) is one of the modules of the original Training within Industry (TWI) program. It was actually developed at Harvard using case studies, and for its time was groundbreaking in its idea that leadership can be learned! Like most TWI modules, it is sensible and useful. As with most TWI programs, it is focused on the front lines of the shop floor, and designed for first-line and second-line supervisors. The module is about good shop floor leadership.

While the program dates from World War II, it has lost none of its relevance, and can still help modern-day shop floor managers in becoming better leaders. The steps are not rocket science, but good common sense, and described with a clarity and brevity unusual for a management book.  Below is a summary, mostly condensed from the “Job Relations 10 Hour Sessions Outline and Reference Material.” This is the third in a series of five posts on TWI.  Continue reading JR: Training within Industry – Job Relations

JI: Training within Industry – Job Instructions

Arguably the most successful module of Training within Industry is Job Instructions, or JI for short. JI has a precise focus on one topic: how to train your workers. The method is very simple and basic but works well.

Of course, there are some limitations. The process works well with pretty much any type of work, but it is best done one-on-one, as it was intended. It is not well suited for classroom teaching of larger groups; the trainer does need to invest time and attention to every individual student. But overall a very useful method. This is the second in a series of five posts on TWI. Continue reading JI: Training within Industry – Job Instructions

Training within Industry – TWI – Oldies but Goldies

We Can Do It!Training within Industry – or TWI for short – was a US program during World War II. It significantly improved industrial production and helped the Allies to win the war. While the ideas date to the 1940s, they are still very relevant. In my view, they are pure gold if you have to manage a shop floor. It is to me the best overarching system for training and managing workers, and it significantly influenced Toyota.

While technology has changed a lot since 1945, people have not. The methods of TWI still work, and can really help you to improve. Even better, the original US government documents from 1945 are all in public domain. Let me introduce you to TWI. This is the first in a series of five posts on TWI. Continue reading Training within Industry – TWI – Oldies but Goldies

Heroes, Firefighting, and Corporate Culture

Heroes save the day. Heroes turn around the disaster and rescue the puppy from the burning building. Heroes are admired, and everybody wants to be one. Everybody wants a hero when they need one.

But what about the people who prevent the need of a hero? What about the people that make sure the disaster never happens? What kind of people do you really need in your company? Continue reading Heroes, Firefighting, and Corporate Culture

Employee Motivation and Lean Implementation – Part 4: Respect for People

Motivating employees is not easy. In previous posts I described that the carrot and the stick approaches don’t work very well. What in my experience works best to improve the system is Respect for People!

This is actually a very important aspect of the Toyota Production System, and Toyota puts in lots of effort to show respect to all people. This includes not only employees (the focus of this post), but also customers, suppliers, neighbors, and pretty much everybody else it comes in contact with. At Toyota, it is actually called Respect for Humanity (人間性尊重, ningenseisoncho). Unfortunately, all too often I find this lacking in Western lean implementations. Continue reading Employee Motivation and Lean Implementation – Part 4: Respect for People

Employee Motivation and Lean Implementation – Part 3: Lack of Respect

Motivating employees for change is tricky. What often helps is respect, but in reality the opposite is common. While managers claim that of course they respect their people, the employees feel very differently, and quite often there is a lack of respect. In this post I want to talk about this lack of respect and why it happens, before showing how to do it better in the next post. Continue reading Employee Motivation and Lean Implementation – Part 3: Lack of Respect

Employee Motivation and Lean Implementation – Part 2: Money

Lean improvements often fail in implementation, meaning the employees do not follow the new standards. In my last post we already saw that pressure (“the stick”) doesn’t work very well. The second option is the carrot. In this post I will show different “carrots” that are sometimes used to get employees to follow the new standard. However, most of them won’t work very well either. What often works best is actually simply treating people with respect – but I will talk about this in my next post. Continue reading Employee Motivation and Lean Implementation – Part 2: Money