Using Job Instruction
It’s more than just for training
If you have completed the 10-hour Job Instruction training, great! You have learned the basics of Job Instruction. If not, you can still learn how to use the Job Instruction skills — Learning by Doing.
The first thing is to not get trapped into using Job Instruction just for on-boarding new employees or teaching new skills to people new to your department. Job Instruction can be so much more useful; the real power is when the skills are applied to help improve existing operations.
There are four general skills you can learn within Job Instruction Training. The first is the “Learning to See” skill where you can create a Time Table. The second is the “Knowledge Capture” skill where you create the Job Breakdown sheets (JBS). The third is the “Communication” skill where you clearly transfer knowledge of the job and your expectations, also known as training. The fourth is the “Coaching” (Follow Up) skill where you practice leadership by growing people and ensuring that they have learned what you think you have taught them.
This post is just an overview of the skills. I will post more detailed materials on each of these skills.
“Learning to See”
Discovery may be the most important, and most overlooked, part of the Job Instruction skills. The Discovery process is a common first step in Job Instruction (JI), Job Relations (JR) and Job Methods (JM). In JR we start with “Getting the Facts” about a problem (this can be a people or process problem). In JM we are looking to improve and simplify a process by removing barriers or snags. Taiichi Ohno simplified the process of discovery by creating a list of symptoms of disruption to flow (7 wastes).
Instruction on creating the Training Time Table did not have much time allocated in the 10-hour JI Sessions. The Trainers had more detailed practice, if they went through the original Institute training (not to be confused with today’s certification process).
The Discovery process was to be a weekly review of the department which looked at needs, based on known issues (reactive) and future needs (proactive). The output is a Training Time Table (or Skills Matrix).
For existing operations, dynamic use would focus on the process level rather than the individual’s skills. This is done by looking at the safety, quality, and productivity issues. Gaps in performance can usually be traced to Key Points missing or not followed in critical processes.
“Learning to See” article… coming soon
Knowledge Capture
The structured format of Job Knowledge Capture is in the form of a Job Breakdown Sheet (JBS). It is a formal preparation step for training and recording the Knowledge of the Work.
When a Job Breakdown Sheet (JBS) is first created for a process, it is normal to discover all sort of problems and have ideas how to improve the process… take good notes.
The most effective way to create the first version of the JBS is with small teams consisting of the supervisor (or coordinator as a facilitator), and two or three of the the most experienced people familiar with the job. Creating the JBS should be done where the work is done and as the work is being done.
Taiichi Ohno summed up the importance of the JBS best — “Where there is no standard, there can be no kaizen.” ( 標準のないところに改善はない — thanks to Jon Miller). The JBS is a foundation step to kaizen; driving deep understanding of the process before doing improvements.
“Knowledge Capture” article… coming soon
Communication
The foundation of training is Communication — clear transfer of job knowledge and expectations. Clear communication requires some preparation, not only the JBS, but getting ready to train.
Once a leader has practiced the job training skill, they will find that this can also be used to detail instructions for projects and daily work assignments.
The sequence is structured — Get Ready; Prepare the Learner; Present the Operation in a Prescribed Sequence; Confirm that the Learner Understands.
“Communications” article… coming soon
Coaching — Follow Up
The foundation of the skill is to build a habit of following up to make sure you communicated clearly the job knowledge or expectations (but not micro-managing). Your role is to build confidence that they have support when needed and to make sure they have mastered the task assigned.
At a higher level, the larger picture for managers is one of coaching their staff to apply the TWI patterns. The Follow Up process is all about coaching people to the level of mastering the patterns where you begin to respond intuitively… improvising to suit the situation.
“Coaching — Follow Up” article… coming soon
What do you need to do first?
Determine how the Job Instruction skills can be most useful to you and create results. Do you need to apply Job Instruction in the traditional manner for training new employees, and/or are you going to apply it to problems are you need to solve?
Delivering the Job Instruction Program
The Job Instruction sessions are a set of five scripted sessions designed to last two hours each. If you have experience in training, and good meeting facilitation skills, learning to deliver the sessions should not be too difficult. You can get a copy of the Job Instruction Sessions Outline to practice your delivery.
Delivering the sessions is the easy part; the magic is in the coaching to apply the skills. To learn more about the details of delivering the session and the coaching afterwards, you can use the Job Instruction Trainer’s Guide for support.
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If you have Questions about the Job Instruction skills:
You can contact — Mark.Tesla2@gmail.com
Feedback is requested so the articles can be improved and updated… unclear concepts, missing information, other observations.