Job Methods
In today’s management climate, there is a strong emphasis on 'soft' skills in that most people in the organization are expected to manage their own work, much the way a manager is expected to do so on a daily basis. In a Lean organization, we can’t forget the hard skill of kaizen. Why? The job should be designed, installed and standardized so that the worker can be trained in how to do the job and meet the four objectives of any business: QCDS. What does this leave left for the worker to manage? We should expect them to come up with ways to do it better. This is where modern empowerment programs fail miserably. This is why Job Methods was created for supervisors as a:
"a plan to produce greater quantities of quality products in less time by making the best use of the manpower, machines and materials that are NOW available."
Job Instruction helps you lock in the improvement through standardization. Job Relations helps you lead people through the tough changes that come about with improvements and standardization. Without JM we ultimately use JI and JR to coerce people into adhering to the lean program. This is the number one failure point; getting people involved and ultimately owning lean vs. making people do lean through coercion. So Job Methods is the involvement and improvement piece of the Kaizen puzzle by teaching people this hard skill which complements the soft skills.
JMT Materials
TWI Materials
- TWI Bulletin Series
- Job Instruction
- Job Relations
- Job Safety
- Problem Solving
- Program Development
- Management Training
TWI & Lean
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