Shop Floor Management(车间管理准则-中英文).ppt

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level,*,车间管理准则,卓越车间管理的表现,QCDSM,计分板,合理化建议的数量,旷工、投诉和不满意见,内务管理及组织,在车间使用图表、曲线图和图片,用看得见的形式分享信息，如公司内刊等,车间会议,高层管理者参与改善分享活动,高层领导亲临车间,教育及培训的有效性,管理程序的透明度,使用标准流程,暴露问题的机制,2,不论是对于整个公司，一个部门还是组织中的某一个小单位，我们都需要一张适当的计分板，去记录我们的进步。,是否有计分板或计分板是否有效地发挥其作用将体现出大家对车间管理的参与度。,QCDSM,计分板,3,通常情况下，合理化建议的数量显示了人员的士气，且能衡量组织的总体创造力。,数量多就能体现高品质、低成本、交货及时以及良好的安全表现。,合理化建议的数量,4,这些指标也可以反映员工的士气水平和员工对他们工作的兴趣程度,旷工、投诉和不满意见,5,杂乱无章的工作场所是对最根本的业务不够重视的体现。,我们怎么指望员工可以在这种杂乱无章的环境中完成更加复杂的工作？,通常，我会在讲演中这样解释：如果我们不能完成这些根本的任务，那么去谈更先进的技术问题就是浪费时间。,内务管理及组织,6,这些图表或表格能否有效展示或是否及时更新体现了改善定位的水平。,这也可以算得上是车间组织的一部分。,在车间使用图表、曲线图和图片,7,员工在公司内的成长与他们从不同渠道得到的激励程度有关。,用看得见的形式展示员工的成就或让他的名字出现在公司内刊或公告栏上，会影响其对公司与个人共同成长这一观点的态度和行为。,在某些情况下，人们会回避这种公示。但是，我认为那是因为他们可能还没有足够多的成功去欣赏这种努力。一旦他们开始有更多成功的感觉并习惯于此，这种害羞的的感觉就会消失。我鼓励大家去尽早克服这种心理上的障碍。,用看得见的形式分享信息，如公司内刊等,8,每日、每周或每月的会议可以提供一个框架，以建立与管理层接触的一个重要的平台。而且，这对于确定策略也是很重要的，就像橄榄球比赛中四分位同他的团队一起跨越障碍一样。,奇怪的是，尽管如此，我发现世界上还是有很多公司没有定期的车间会议。很多管理者认为这是浪费时间。但是，会议是让大家参与并一起分享持续改善思想的方式。,即使人们对于这种尝试还不习惯，经过管理人员适当的引导，他们应该会懂得更好地去发挥潜能。,车间会议,9,他们出席改善分享活动并发表支持性的言论将给参与的每一个人传递持续改善的信息。,如果高层管理关心他的员工成长，他们怎能不对参加这种活动感兴趣呢？,高层管理参与改善分享活动,10,高层领导出现在车间传递了“车间是公司发展的动力来源”这一信息。,当人们能与高层一起分享他们近期的改善情况时，说明车间与高层领导之间的隔阂很小。,如果不是这样，那么管理人员可能在管理着车间，却无法触摸到其主脉。,高层领导亲临车间,11,先进的公司更倾向于组织与员工发展紧密联系的培训计划，而不是组织“每月课程”，而且管理人员对此的定位还一再变化。,教育和培训的有效性,12,在如之前所讨论的“玻璃墙”管理原则下，除非大家对管理程序很清楚，否则还是很少有每个人都参与的机会。,是不是一个好的标准还是要看能否一个陌生人都能理解怎么回事。,管理程序的透明度,13,是否有效地使用标准化流程也是衡量车间管理水平的尺寸之一。标准化程序不仅适用于特定的某项工作，同样适用于内务管理、组织机构、视觉教具和车间会议。,使用标准化流程,14,一个公司越先进，其尽早暴露问题的机制就越多。,在使用标准的情况下，如果每个人都能从源头上看到问题所在，并有能力指出它们，情况就会更好。,比起依靠来自电脑、专业人员及专家的大量信息，进步的公司更倾向于开发独创的方式去暴露问题，因为这样，问题才会被大家所关心。,暴露问题的机制,15,车间管理水平评估对照表,核心价值,以客户为导向,全员参与,解决问题,领导力,管理程序,16,我们的机构，比如小公司，是否有一个相对于公司使命来说独特的清晰的使命？,我们的员工是否对公司使命有主人翁精神并以此来衡量他们的行为？,是否能清楚地理解机构使命同公司使命的联系？,核心价值,17,大家是否清楚谁是他们的客户，包括内部客户和外部客户？,大家是否经常与客户交流,?,大家是否会监控客户的满意度,?,客户满意指数是否在提高,?,大家是否有明确的目标,?,是否对以下问题有清晰的理解,:,客户是谁？供应商是谁？银行是哪家等等？,在实现机构使命的任务中，个人的任务和职责是什么？,完成机构使命需要哪些技能？,以客户为导向,18,大家是否能理解其它机构的任务和职责？,组织内部是否有广泛的沟通渠道？,以客户为导向,19,大家是否有运作自己的小团队的意识？,大家是否对组织的方向和个人为达成组织目标所做的贡献这两方面有共同的理解？,对员工参与度是否有衡量标准，比如旷工、合理化建议数量等等？,我们的车间是否以一种连陌生人都能理解的方式组织并运作？（如果不是，那么就是“玻璃管理模式”缺乏的一种征兆。）,是否每个人都支持标准？大家是否创造性地制定了连新员工都方便使用的标准？,标准中是否规定了主要的步骤和条款？,全员参与,20,是否所有的标准都经常更新，并且每一次更新的记录都清楚标示？,如果标准没有达到，有没有采取改进行动的程序？,有没有根据大家的技能需要在组织的不同层面安排教育和培训项目？,怎样去监控这些项目的有效性？,如果没有达成预期的效果，那么应该采取什么行动？,全员参与,21,是否设定程序用以区分组织机构在各个时期重点关注事项的优先次序，并使用,PDCA,跟踪到底？,解决问题的技巧使用起来有没有困难？,是否有团队或个人的问题解决行动？,数据收集是否充足恰当，比如频率、取样尺度等？,数据是否在与其密切相关的活动中得到有效利用？,处理问题的步骤是否合乎逻辑？,问题的解决步骤是否象,QC,活动的模板一样跟所有人分享？,解决问题的活动是否对组织的绩效有着有效的贡献？,解决问题,22,大家对公司的使命是否有共识？或者公司的使命陈述只是没有人关心的几句话？,是否具有挑战传统的精神？,人们能否象一个团队那样分享及讨论？或者他们会因为没有安全感而不愿分享或开放式讨论？,领导是否注重员工的成长？,领导者是否喜欢以团队的名义获胜，并分享胜利成果？,领导是否花时间在车间，同大家谈话并关心车间发生的事情？,领导力,23,整个组织机构的管理程序是否遵循,PDCA,的标准？,组织中的控制点能否有效使用？,是否有适当的信息收集及分析程序，如客户满意度衡量、计划执行状态等？,是否有大家都明白的全面的报告流程？,报告程序是否准确并且有响应？,是否使用例如柏拉图、因果表等解决问题的工具来分析和面对组织中的主要问题？,管理程序,24,能否与其它机构充分合作以获取或提供支持？,计划是否同公司的方向/战略匹配？,计划是否覆盖5,W2H,原则（谁做、做什么、什么时候做、在哪里做、怎样做和做多少）？,我们的员工是否在开发和执行计划中具有主人翁精神？,是否采取适当的方式进行进展情况的回顾？,是否有一个清晰的检查/审计和追踪的循环过程？,管理程序,25,October 10th,2006,Shop Floor Management,Signs of Shop Floor Excellence,QCDSM Scoreboard,Number of Suggestions,Absenteeism,Claims and Grievances,Housekeeping and Organization,Use of Chart,Graphs and Pictures on the Shop Floor,Sharing Information by Visual Aids,Company Newsletter etc.,Meetings on the Shop Floor,Top Managements Participation in Improvement Sharing Events,Visibility of Top Management on the Shop Floor,Effectiveness of Education and Training,Clarity of the Management Process,Use of Standardized Procedures,Mechanism to Expose Problem,27,Whether for a whole company,a division,or a unit of an organization,we need an appropriate scoreboard to record our progress.,Whether or not such a scoreboard exists or is effectively used will tell the level of peoples participation in management of shop floor,QCDSM Scoreboard,28,The number of suggestions indicates the morale of people in general,and is a measure of the total creativity of the organization.,A high number typically indicates good quality,cost,delivery and safety performance as well,Number of Suggestions,29,These also indicate the level of peoples morale and peoples interest in their work.,Absenteeism,Claims and Grievances,30,A disorganized workplace implies a lack of attention to the most basic point of business.,How can we expect people to practice more complex tasks amidst general disorder?,Often,I explain in my talks that if we cannot accomplish this basic task it is a waste of time to talk further about more advanced techniques.,Housekeeping and Organization,31,Whether they are effectively displayed or not and whether they are updated or not will indicate the level of improvement orientation.,This can also be considered a part of workplace organization.,Use of Chart,Graphs and Pictures on the Shop Floor,32,Peoples growth within the company relates to the level of stimulation they get from different means.,Visual display of a colleagues accomplishment and seeing his or her name in print in newsletter or on bulletin boards may influence peoples attitude and behavior about their own growth with the company.,In some cases,people may shy away from such publicity.Yet,I think these people may not be having enough success to be appreciative of such efforts.As they begin to feel more successful,and become conditioned to it,such shy feelings should fade.I encourage going over such psychological hurdles as early as possible.,Sharing Information by Visual Aids,Company Newsletter etc.,33,Daily,weekly,or monthly meetings will provide a setting to establish critical interface with management.Furthermore,it is important to confirm strategy as the quarterback hurdles with his team during a football game.,Surprisingly,however,I find there are still many companies all over the world that do not have regular shop floor meetings.Many managers assume this is a waste of time.But meetings are a means to involve people and share ideas about continuous improvement.,Even if people are unaccustomed to such practices,with proper guidance from managers,they should learn to utilize their hidden talents better.,Meetings on the Shop Floor,34,Their presence and supportive comments in peoples improvement-sharing events will send a message of orientation toward continuous improvement with everybody involved.,If top management is concerned about the growth of their people,how can they not be interested in attending these events.,Top Managements Participation in Improvement Sharing Events,35,Top managements presence on the shop floor conveys a message that the shop floor is the engine of the company.,When people can share some of their recent improvement with top management,it indicates that there is a very small gap between top management and the shop floor.,When this does not happen,managers may be managing the shop floor without feeling its pulse.,Visibility of Top Management on the Shop Floor,36,Instead of what some people call“The Program of the Month”where managements orientation shifts quickly from one program to another,progressive companies tend to have organized education and training programs that are closely tied with peoples growth.,Effectiveness of Education and Training,37,As in the case of the glass wall management principle discussed earlier,unless the management process is clear to people,there is little chance for everyone to be involved.,A good criterion again is to see if even a stranger can understand what is going on.,Clarity of the Management Process,38,The level of shop floor management is also measured by effective use of standardized procedures.Standardized procedures are appropriate not only for particular jobs,but also for housekeeping,organization,visual aids,meetings on the floor,etc.,Use of Standardized Procedures,39,The more advanced a company is,the more mechanisms it will have for exposing problems early.,As in the case of using standards,if everybody can see problems at the source and has the ability to address them,then and there,the better the situation will be.,Rather than depending on reams of computer output,and professionals or specialists,progressive companies tend to develop ingenious way for exposing problems so that they can be taken care by the people.,Mechanism to Expose Problem,40,Checklist to Evaluate the Level of Shop Floor Management,Core Value,Customer Orientation,Involvement of Everybody,Problem Solving,Leadership,Management Process,41,Does our organization,i.e.,mini-company,have a clear mission which may be distinct from the companys mission?,Do our people take ownership in our organizations mission and measure their behavior against it?,Is there a clear understanding of how our organizations mission ties to the companys mission?,C,ore Value,42,Do people know who their customers are,both internal and external?,Do people frequently talk with customer?,Do people monitor the level of customer satisfaction?,Are customer satisfaction indices improving?,Do people have clear goals to aim for?,Is there a clear understanding as to:,Who are the customer,suppliers,bankers,etc?,What are the individuals roles and responsibilities in achieving the organizations mission?,What skills are needed to accomplish the organizations mission?,Customer Orientation,43,Do our people understand the roles and responsibilities of other organization?,Have comprehensive communication channels been developed in the organization?,Customer Orientation,44,Do people have a sense of running their own mini-company?,Is there shared understanding among the people regarding the direction of the organization and each persons contribution to achieving goals?,Are there measurable levels of peoples involvement,e.g.,absenteeism,number of suggestions,etc.,Is our shop floor organized in such a way that it is easy even for strangers to understand what is going on?(If not,is it a sign that“glass wall management”is lacking)?,Are standards upheld by everyone?Have people been creative in making standards easy to use even by new employees?,Are main steps and key items clearly stated in the standards?,Involvement of Everybody,45,Are standards updated frequently with the records of revision clearly displayed?,Are there procedures to take corrective action if the standards are not met?,Are there education and training programs at each level of the organization according to peoples skills needs?,How do you monitor the effectiveness of such programs?,What kind of actions are taken if effectiveness is not realized?,Involvement of Everybody,46,Is there a process for prioritizing the major concerns of the organization regular intervals and follow through with the PDCA cycle?,Are problem-solving skills used without difficulty?,Are there team-based problem-solving activities as well as individual activities?,Is data collection adequate,e.g.,frequency,sampling size,etc.?,Is data effectively utilized close to where the action is?,Are the problem solving steps logically followed?,Are problem-solving steps like the QC story format shared by People?,Do problem-solving activities contribute to the performance of the organization effectively?,Problem Solving,47,Is there a shared understanding of the companys mission,or is the mission statement merely a few sentences about which nobody seems to care?,Is there a spirit to challenge conventional wisdom?,Are people sharing and discussing ideas as a team,or are they too insecure to share,or discuss openly?,Does the leader empathize with peoples growth?,Does the leader enjoy winning as a team,and share the fruits?,Does the leader spend time on the shop floor,talking with people and caring about how things are going?,Leadership,48,Is the PDCA cycle practiced throughout the whole organizations management process?,Are control points used effectively in the organization?,Is there a proper information gathering and analysis process,e.g.,measure of customer satisfaction,status of plan execution?,Is there a comprehensive reporting procedure that everyone understands?,Is the reporting process accurate and responsive?,Are problem-solving tools such as,pareto,and cause-and-effect diagrams used in analyzing and taking action to meet the major concerns in the organization?,Management Process,49,Is there sufficient cooperation with other organizations in getting or providing support?,Does the plan match with the companys direction/strategy?,Does the plan cover the 5W2H principle(who is doing,what,when,where,why,how and how much)?,Do our people take ownership in developing and executing the plan?,Is review of progress carried out in an appropriate manner?,Is there a clear check/audit and follow-up cycle?,Management Process,50,