The 8 fixed management of the team is based on the practice summary of the consulting project of the squad leader of an enterprise and shares it with everyone.
First, the team management foundation is 3 fixed, and the functional traditional management is transformed into a lean vertical management model.
Designated area: determine the production site, equipment, production line, and jurisdiction of team management.
Personnel: Determine the job position, the number of personnel, and the skill requirements under the jurisdiction of the team leader.
Customized products: determine the products produced by the team, according to PQPR analysis, balanced beat, balanced operation, and products with similar processes.
1. Functional traditional management
According to the production function, determine the production area, determine the production personnel of the team, determine the main production products of the team, and the production method is to complete a certain section of the product, and finally cooperate with each team to complete the final product.
Management Advantages:
1. Regional equipment production line centralization, fixed management, conducive to equipment management, on-site 5S safety management
2. Fixed management of regional personnel, which is conducive to employee work guidance and skill coaching
Under-management:
1. There is a crossover of production series products between teams, which is not conducive to the whole value chain of customer-oriented needs to pull team management
2. It is not conducive to the precipitation of problem solving experience and the inheritance of experience in series products
3. It is not conducive to the implementation of product series indicators to the team leader level
4. It is not conducive to solving the problem of a series of products to promote the development of the work of the team members
2. Lean vertical team management
According to the PQPR analysis, determine the series of team products, and determine the main production personnel and production equipment or production line by product. A team completes the production process of the product and is responsible for the end customer. Customer-oriented delivery, according to the product family of the whole process management.
Management Advantages:
1. The team leader is responsible for the delivery of products, and the daily business management of the team is driven for the purpose of meeting customer needs to achieve rapid response
2. It is conducive to the team leader to precipitate the problem solving experience of the series of products he is responsible for, the precipitation of technical methods, and the professionalism is stronger
3. It is conducive to the implementation of performance indicators at the level of team leaders
4. It is conducive to pulling the security team members who analyze and solve problems from the perspective of products, and manage products from a family perspective
Under-management:
1. For the machining production workshop, if the production equipment of the regional management part changes every day, the equipment is not centralized, which is not conducive to equipment management
2. The area is not concentrated, which is not conducive to the 5S safety management of the team
2. The operators of the regional management part change every day, and the employees set the people and machines, which is not conducive to the work guidance and skill guidance of employees
The ideal state is: determined products, determined production lines, determined personnel, regional concentration, product and production matching, personnel skills 333.
Second, the daily management of the team is 5 fixed
Targeting: quantitative and qualitative indicators of team management, performance evaluation indicators, daily business management indicators, and on-site diagnosis indicators.
Defined measures: Based on the indicators, the team leader needs to carry out the work on a regular basis, focusing on the improvement of the indicators, the daily management measures to maintain the effect of the indicators, and the ability cultivation of subordinate personnel for the implementation of the measures.
Standard: The 4M1E benchmark set by the technical department is transformed into on-site people-centered work instructions, which meet the technical requirements on the one hand, and integrate on-site practical experience and skills on the other hand, so as to facilitate the inheritance and extraction of on-site practical operation methods.
Scheduled inspection: Before the team leader goes to work, he goes to work in the morning and goes to work in the afternoon, and before getting off work, he needs to inspect the elements of on-site management, confirm compliance based on the requirements of the instruction, identify abnormal disposal and report.
Mechanism: Before the start of the shift and before the end of work, the squad leader needs to share and deploy the abnormal problems and daily work to be dealt with, or give upward feedback, follow up and confirm. Implement shift handover meetings, pre-shift meetings, and exceptionally rapid response meetings.
"Team Leader Skills Column", 3 abilities, 27 introductions:
"Welcome the team leader to leave a message, +V, establish a team leader skill exchange group, and regularly share and answer questions"
Based on the above team leaders' abilities, find out the current problems:
1. There are different opinions on what kind of skills the team leader should master, and the team leader of different enterprises has different views on the skills they should master;
2. From the world's top 500 enterprises to private enterprises of about 500 million, the actual skill level of the team leader is quite different, and the cognitive difference is large;
3. At present, the senior leaders of enterprises gradually realize that the team leader is the first-line manager who creates value, and their ability determines the level of waste on site, and also determines whether digitalization and intelligent transformation and upgrading can be successfully realized on schedule. However, senior managers are confused, and what skills should be trained by the team leader seem to be important and urgent, but the order is not clear and I don't understand.
On the one hand, based on their own knowledge reserves and practical experience; On the other hand, the current urgent needs of manufacturing enterprises have decided to open a "Team Leader Skills Column", a series of interpretations of the skills that team leaders need to master, the necessity of skills, goals, and skills to master.
1. What are the most basic requirements for being a team leader?
Lead team members to complete production tasks. This is the first competency: the ability to accomplish production tasks. It is necessary for all employees to grasp the rope and drag the production forward, and if they are not careful, the production task may not be achieved, or they need to work overtime to complete, which can be described as trembling and walking on thin ice.
2. As a team leader, how to easily manage the site and serve the production task?
The core of maintaining the on-site management state is that all members of the team can implement the standards, meet the requirements of the standards, and continuously improve the standards, of course, provided that the standards meet the actual requirements. All employees support the production status of the team through daily maintenance behavior, do not slip, and can move forward slowly.
3. As a team leader, how to complete production tasks easily and efficiently?
The essence of team management is the management of people, how to cultivate subordinates, professional division of labor, improve their own ability, stimulate the efficient working atmosphere of all employees, and establish an efficient, clean, comfortable and safe workplace.
Column update plan: at least 1 article per week, sharing on 1 skill, welcome everyone to pay attention to and exchange specific problems encountered.
