《员工自主管理》PPT课件.ppt

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1、员工自主管理员工自主管理1Improvement Ideas合理化建议1.Purpose 目的目的2.How to generate Improvement ideas?如何收集合理化建议如何收集合理化建议3.How to manage Improvement ideas?如何管理合理化建议如何管理合理化建议4.Conclusion 结论结论Purpose of II/合理化建议的目的合理化建议的目的:Improvement ideas are an approach:合理化建议是一种方法合理化建议是一种方法For solving problem at the very spot they o

2、ccur随时解决发生的问题随时解决发生的问题For achieving QCDP objectives实现实现QCDP的目标的目标That they concerns everyone at the site(inside and outside of production)关系到工厂中的每一个人（生产和非生产）关系到工厂中的每一个人（生产和非生产）Implementation must be organized and controlled by Manager.经理必须组织和管理合理化建议经理必须组织和管理合理化建议How to generate II/如何收集合理化建议?The Mana

3、ger role is to create favorable conditions for generating an Improvement ideas:经理的职责就是为合理化建议的提出创造有利的环境经理的职责就是为合理化建议的提出创造有利的环境The Manager gets out on the shop floor经理到达现场经理到达现场Pays attention to the details注意细节注意细节Encourage the team to identify problems鼓励团队确定问题所在鼓励团队确定问题所在Managerial methods for identi

4、fying problems and generating improvement ideas:确定问题和获得合理化建议的管理方法.Observe workstations and listen to ones team.观察工位和倾听团队.Detect deviation from standard and analyze it with employee.发现现实和标准的不同，和员工一起分析.Use existing tools such as standardized work,Hoshin,Top five,QRQC and indicators.使用现有的工具，例如，标准化作业，To

5、pFive,QRQC 和指标How to manage II/如何管理合理化建议?.Use of a simple,visual and manual system使用简单的，可视的，可手动更新的工具.Strong management involvement强大的全员参与管理.The manager involves the operators in the improvement approach从经理到操作工，共同管理合理化建议.The manager answers every improvement idea contributor within five days.天以内，经理对每

6、个合理化建议作出答复.The manager organize implementation of II.经理组织合理化建议的实施.It is preferable for the GAP to carry out the ideas themselves.最好是GAP内部实施自己提出的合理化建议.Recognizing II.facilitates communication and makes the proposer feel valued,which in turn encourage further employee empowerment.认可合理化建议可优化沟通，使提案人感到自己

7、有价值，从长远来讲，也是对员工激励的促进ConclusionTo function properly,the improvement ideas approach requires:从功能上来讲，合理化建议可以实现Coordination by the manager and the GAP leader:经理和GAP组长之间的协作 1.Presence on the shop floor.在车间现场 2.Observing details and listening to the team.注意细节，倾听团队 3.Motivating operators to identifying pro

8、blems and suggest improvement.鼓励员工确定问题并提出改进建议A simple,visual system for gathering ideas.一个简单的，可视的系统收集建议Implementation organized by the manager and preferably carried out by the team itself.由经理组织实施，当然最好是由团队自己实施A visible and credible system of professional recognition.一个可视的，值得信赖的专业认可系统The Top Five班前会.

9、Definition of the Top fiveTop 5会议的定义.Purpose目的.Preparing for the Top five准备Top 5会议.Leading the Top Five主导Top 5会议.The plant Top Five 工厂Top 5会议.Conclusion结论Definition of the Top FiveThe Top five is:分钟会议是.Is a daily meeting held at the start of the working day.每天工作开始前举行的会议.Lasts 5 minutes持续分钟.Is for al

10、l members of all GAPs in production and non-production.适用于所有类型的GAP(生产或非生产).Is a communication and management tool.沟通和管理的工具Purpose of Top FiveThe Top five is strictly operational and has a very short-term focus.佛吉亚内部必须使用Top 5会议，且使之短小精炼It allows us to:.Mobilize the team on reaching our goals.鼓舞团队，实现目标

11、.Organize the workload.组织和布置工作任务.Report problems and discuss them.反馈和讨论问题.Give reminders about(safeties or other)instructions提醒作业指导（安全等）Preparing for the Top Five/准备分钟会议The GAP leader gather useful information from:GAP班长通过一下渠道收集信息.The previous teamsGAP leader前一个班的GAP组长.His/her supervisor他/她的主管Leadin

12、g the Top five/主导Top5会议The Top five is led by:Top 5由谁来主导.The GAP leader for production.生产线的GAP,由GAP leader 主导.The manager for non-production.非生产的GAP,由部门经理主导.The supervisor attends one of his GAPs Top 5 every day and ensures overtime he/she visits them all.主管每天参加一个GAP的Top 5会议，保证访问他管辖内的所有GAP.Informati

13、on must be heard by all.所有人都要了解所有信息.Small groups of ideally 5 people.小团队会议更有效，通常是人.Close to the GAP notice board.靠近GAP板The plant Top Five/工厂分钟会议The plant Top five:工厂分钟会议.A daily meeting which lasts 20 minutes日常会议，持续分钟.Take place same time every day after each department in the plant has had its own

14、Top 5.每天统一时间举行，在部门Top5会议后举行.Focus on plants performance over the previous 24 hours.关注工厂前小时内的绩效情况.Must resolve critical problems.必须解决危急问题.Take place in a communication zone in the middle of the shop floor.在车间内的沟通区举行The Top Five-conclusion/Top 5结论The Top Five:Top 5会议.Is a daily meeting which lasts abo

15、ut 5 minutes.每天的会议，持续分钟.Involves all the GAPs before they start work.所有GAP组员参与，正式工作前举行.Is lead by the GAP leader in production and the manager in non-production.由GAP组长主导生产GAP的Top5会议.Is held close to the GAPs notice board.在GAP信息板周围举行.Is strictly operational in purpose and has a very short-term focus.

16、佛吉亚的工厂必须严格执行，并使之短小精炼Polyvalence多岗位.What is polyvalence?什么是多岗位.The purpose of polyvalence多岗位的目的.Measuring polyvalence衡量多岗位.Managing polyvalence管理多岗位.Conclusion结论What is polyvalence/什么是多岗位Polyvalence is多岗位是.Fully mastery of several workstations.完全掌握多个岗位.Ability to work on different workstations,in lin

17、e with the job instructions and quality and productivity standards.在不同工位工作的能力，遵守作业指导和质量标准以及效率标准The purpose of polyvalence/多岗位的目的The goals are to:目标是Adapt to variation in demand.适应产量变化的需要Deal with absences.应对缺勤状况Rotates jobs to reduce impact of tough workstations.轮岗以减低繁重工作对人体的影响Develop GAP autonomy.发

18、展GAP的自主性Problem findingWorkstation mastery means:掌握工位的意思是Standardized work is respected.遵守标准化操作工作Specifics of workstation are well known.了解工位特性QCDP requirements are respected.遵守QCDP的要求Origins of deviation from standardized work:引起违反标准化操作的原因The operator lacks training.操作工缺乏培训The operator has actually

19、 improve the standard.操作工实际上已经改善了标准化操作Measuring polyvalence/测量多岗位.Supervisor first formalizes job instructions and QCDP criteria for each workstation.主管首先正式化作业指导和每个工位的QCDP目标.Evaluation symbolized by magic squre.通过神奇方块来评估.GAP leaders train and monitors operators.GAP班长培训和监控操作工.Supervisor validates progress and awards magic squares.主管审核进展状况和多岗位级别Managing polyvalence/管理多岗位.Supervisor defines polyvalence needs.主管定义多岗位需求.Polyvalence visualized on GAP display board.多岗位展示在GAP板上.Polyvalence applicable outside of production.多岗位可适用于生产以外的功能Q&A