Job 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→
Lean is my life. Whenever I see someone working, I cannot help but to think about the work from a lean point of view. Every now and then I come across a little gem, where I am just thoroughly impressed with someone’s approach to manage and improve their work. During my winter vacation in Iceland, I came across just such a gem with an excellent corporate culture for continuous improvement. Let me introduce Te & Kaffi and its lean mindset. Continue reading The Lean Mindset – Te & Kaffi in Iceland→
This is the second post of a two-post series on shop floor etiquette (first post here). I find this a very necessary post, as I have way too often observed visitors to the shop floor lacking manners (and occasionally, I may have lacked manners myself 🙁 ). Hence, please do not treat this post as optional, but try to incorporate it into your daily shop floor work. Being accepted on the shop floor is crucial for any successful change on the shop floor. Continue reading Shop Floor Etiquette – Part 2→
There is often a distinct lack of appreciation and good manners toward shop floor employees. Yet, lean manufacturing happens on the shop floor. Not in Excel, not in PowerPoint, not in meeting rooms. As such, you need to become part of the shop floor in order to change the shop floor. For this, you need the support and goodwill of the people on the shop floor. The first step to getting their support is to have good shop floor manners. Due to the length of the post, I have divided it into two posts. These two posts will give you some guidelines on how to behave on the shop floor. (The second post is here) Continue reading Shop Floor Etiquette – Part 1→
There is an excellent and highly sarcastic video around by Prof. Dr. Peter Kruse, professor of organizational psychology at the University of Bremen. In this, he describes his Eight Rules for Total Gridlock in the Organization (8 Regeln für den totalen Stillstand). Since these eight rules are quite relevant to the lean change process, I have transcribed, translated, and subtitled the German video for you into English. Continue reading Eight Rules for Total Gridlock in the Organization (Video)→
Whenever you work with people, the impression you make on these people is important. Your clothes and behavior have a great influence on this impression. This post discusses strategies for your appearance to increase your chances of success on lean manufacturing projects. Continue reading Dress for Success in Lean Manufacturing→
Have you ever been to a value stream mapping workshop? If so, you may remember the insistence of the coach to start any mapping activities at the customer side (the end) and then work your way backward (to the beginning). Yet, if you would ask why, you would get only some vague answers about this way being better, more lean, or just the way Toyota does it. In this post I want to go into more detail about whether it may be beneficial for value stream mapping to start at the customer side, and why. Continue reading Value Stream Mapping – Why to Start at the Customer Side→