员工自主管理PPT课件

l1l,员工自主管理,ImprovementIdeas合理化建议,1.Purpose目的2.HowtogenerateImprovementideas?如何收集合理化建议3.HowtomanageImprovementideas?如何管理合理化建议4.Conclusion结论,PurposeofII/合理化建议的目的:,Improvementideasareanapproach:合理化建议是一种方法Forsolvingproblemattheveryspottheyoccur随时解决发生的问题ForachievingQCDPobjectives实现QCDP的目标Thattheyconcernseveryoneatthesite(insideandoutsideofproduction)关系到工厂中的每一个人（生产和非生产）ImplementationmustbeorganizedandcontrolledbyManager.经理必须组织和管理合理化建议,HowtogenerateII/如何收集合理化建议?,TheManagerroleistocreatefavorableconditionsforgeneratinganImprovementideas:经理的职责就是为合理化建议的提出创造有利的环境TheManagergetsoutontheshopfloor经理到达现场Paysattentiontothedetails注意细节Encouragetheteamtoidentifyproblems鼓励团队确定问题所在,Managerialmethodsforidentifyingproblemsandgeneratingimprovementideas:确定问题和获得合理化建议的管理方法,.Observeworkstationsandlistentoonesteam.观察工位和倾听团队.Detectdeviationfromstandardandanalyzeitwithemployee.发现现实和标准的不同，和员工一起分析.Useexistingtoolssuchasstandardizedwork,Hoshin,Topfive,QRQCandindicators.使用现有的工具，例如，标准化作业，TopFive,QRQC和指标,HowtomanageII/如何管理合理化建议?,.Useofasimple,visualandmanualsystem使用简单的，可视的，可手动更新的工具.Strongmanagementinvolvement强大的全员参与管理.Themanagerinvolvestheoperatorsintheimprovementapproach从经理到操作工，共同管理合理化建议.Themanageranswerseveryimprovementideacontributorwithinfivedays.天以内，经理对每个合理化建议作出答复.ThemanagerorganizeimplementationofII.经理组织合理化建议的实施.ItispreferablefortheGAPtocarryouttheideasthemselves.最好是GAP内部实施自己提出的合理化建议.RecognizingII.facilitatescommunicationandmakestheproposerfeelvalued,whichinturnencouragefurtheremployeeempowerment.认可合理化建议可优化沟通，使提案人感到自己有价值，从长远来讲，也是对员工激励的促进,Conclusion,Tofunctionproperly,theimprovementideasapproachrequires:从功能上来讲，合理化建议可以实现CoordinationbythemanagerandtheGAPleader:经理和GAP组长之间的协作1.Presenceontheshopfloor.在车间现场2.Observingdetailsandlisteningtotheteam.注意细节，倾听团队3.Motivatingoperatorstoidentifyingproblemsandsuggestimprovement.鼓励员工确定问题并提出改进建议Asimple,visualsystemforgatheringideas.一个简单的，可视的系统收集建议Implementationorganizedbythemanagerandpreferablycarriedoutbytheteamitself.由经理组织实施，当然最好是由团队自己实施Avisibleandcrediblesystemofprofessionalrecognition.一个可视的，值得信赖的专业认可系统,TheTopFive班前会,.DefinitionoftheTopfiveTop5会议的定义.Purpose目的.PreparingfortheTopfive准备Top5会议.LeadingtheTopFive主导Top5会议.TheplantTopFive工厂Top5会议.Conclusion结论,DefinitionoftheTopFive,TheTopfiveis:分钟会议是.Isadailymeetingheldatthestartoftheworkingday.每天工作开始前举行的会议.Lasts5minutes持续分钟.IsforallmembersofallGAPsinproductionandnon-production.适用于所有类型的GAP(生产或非生产).Isacommunicationandmanagementtool.沟通和管理的工具,PurposeofTopFive,TheTopfiveisstrictlyoperationalandhasaveryshort-termfocus.佛吉亚内部必须使用Top5会议，且使之短小精炼Itallowsusto:.Mobilizetheteamonreachingourgoals.鼓舞团队，实现目标.Organizetheworkload.组织和布置工作任务.Reportproblemsanddiscussthem.反馈和讨论问题.Giveremindersabout(safetiesorother)instructions提醒作业指导（安全等）,PreparingfortheTopFive/准备分钟会议,TheGAPleadergatherusefulinformationfrom:GAP班长通过一下渠道收集信息.ThepreviousteamsGAPleader前一个班的GAP组长.His/hersupervisor他/她的主管,LeadingtheTopfive/主导Top5会议,TheTopfiveisledby:Top5由谁来主导.TheGAPleaderforproduction.生产线的GAP,由GAPleader主导.Themanagerfornon-production.非生产的GAP,由部门经理主导.ThesupervisorattendsoneofhisGAPsTop5everydayandensuresovertimehe/shevisitsthemall.主管每天参加一个GAP的Top5会议，保证访问他管辖内的所有GAP.Informationmustbeheardbyall.所有人都要了解所有信息.Smallgroupsofideally5people.小团队会议更有效，通常是人.ClosetotheGAPnoticeboard.靠近GAP板,TheplantTopFive/工厂分钟会议,TheplantTopfive:工厂分钟会议.Adailymeetingwhichlasts20minutes日常会议，持续分钟.TakeplacesametimeeverydayaftereachdepartmentintheplanthashaditsownTop5.每天统一时间举行，在部门Top5会议后举行.Focusonplantsperformanceovertheprevious24hours.关注工厂前小时内的绩效情况.Mustresolvecriticalproblems.必须解决危急问题.Takeplaceinacommunicationzoneinthemiddleoftheshopfloor.在车间内的沟通区举行,TheTopFive-conclusion/Top5结论,TheTopFive:Top5会议.Isadailymeetingwhichlastsabout5minutes.每天的会议，持续分钟.InvolvesalltheGAPsbeforetheystartwork.所有GAP组员参与，正式工作前举行.IsleadbytheGAPleaderinproductionandthemanagerinnon-production.由GAP组长主导生产GAP的Top5会议.IsheldclosetotheGAPsnoticeboard.在GAP信息板周围举行.Isstrictlyoperationalinpurposeandhasaveryshort-termfocus.佛吉亚的工厂必须严格执行，并使之短小精炼,Polyvalence多岗位,.Whatispolyvalence?什么是多岗位.Thepurposeofpolyvalence多岗位的目的.Measuringpolyvalence衡量多岗位.Managingpolyvalence管理多岗位.Conclusion结论,Whatispolyvalence/什么是多岗位,Polyvalenceis多岗位是.Fullymasteryofseveralworkstations.完全掌握多个岗位.Abilitytoworkondifferentworkstations,inlinewiththejobinstructionsandqualityandproductivitystandards.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,Thepurposeofpolyvalence/多岗位的目的,Thegoalsareto:目标是Adapttovariationindemand.适应产量变化的需要Dealwithabsences.应对缺勤状况Rotatesjobstoreduceimpactoftoughworkstations.轮岗以减低繁重工作对人体的影响DevelopGAPautonomy.发展GAP的自主性,Problemfinding,Workstationmasterymeans:掌握工位的意思是Standardizedworkisrespected.遵守标准化操作工作Specificsofworkstationarewellknown.了解工位特性QCDPrequirementsarerespected.遵守QCDP的要求Originsofdeviationfromstandardizedwork:引起违反标准化操作的原因Theoperatorlackstraining.操作工缺乏培训Theoperatorhasactuallyimprovethestandard.操作工实际上已经改善了标准化操作,Measuringpolyvalence/测量多岗位,.SupervisorfirstformalizesjobinstructionsandQCDPcriteriaforeachworkstation.主管首先正式化作业指导和每个工位的QCDP目标.Evaluationsymbolizedbymagicsqure.通过神奇方块来评估.GAPleaderstrainandmonitorsoperator