Embedding JR into Operational Thinking

Presented By:

Oscar Roche & Ben Chopping

Session Abstract:

There is a fundamental reason why Job Relations applies in every workplace.  Let’s assume you are not the person creating the value,  therefore, you are in a support function which includes operations management,  you will get your results through others.

Job Relations can’t and won’t stand alone.  In order for it to be most effective, it needs to be embedded in your companies “system of leadership”.  It needs to be “hidden” in the habits of leaders…collective habits for culture.

JR needs to be built into the patterns of Leader Standard Work (what the leader does routinely) of anyone who is in a leadership role, thus getting their results through their people.

Learning Objectives:

In this session you will learn…

  • Of the connection between what leaders do routinely, and the theory of Job Relations
  • The importance of one foundation in particular, the one so often glossed over
  • How to link Job Relations in with role agreements (job descriptions)
  • Of 2 applications of this thinking – one in project engineering, one in operations

About the Facilitator:

Oscar Roche has a manufacturing background having worked in operations management with Fonterra, Golden Circle, and Mildura Fruit Juices.  He started his own business in 2000 and now works with Ben Chopping and 4 others in building the capability of people in reaching operational goals.  Oscar was trained by the TWI Institute in 2010 and has facilitated application of TWI skills with South Australian Health, DeBortoli Wines, Tatura Milk Industries, Warburn Estate, Vitasoy Australia, McWilliams Wines and others.  The basic leadership of skills, JI ad JR in particular, are now foundational to most improvement projects that Oscar facilitates no matter the industry or business.

Ben Chopping was introduced to TWI by his business partner Oscar.  Ben has a marketing degree that sits idle on his bookcase, has managed a small business, has worked in ‘real’ manufacturing and has implemented quality, food and safety management systems.  Ben now works with great businesses every day, and even greater people.  These companies have engaged Ben’s services in order to change business results, via their own staff’s changed behaviors.  All too often the much glorified tools of lean, and the shiny new machines introduced into the workplace, are seen as the shimmering light, the silver bullet, but results will only change if people’s behaviors are changed (unless of course you don’t have people).  The practical nature of the TWI programs makes it the ideal vehicle to commence and support leader capability development.  TWI is now a critical component in everything that Ben does so much so, that Ben practices the skills in his everyday life ( both work and much more importantly non-work).