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1、领导标准化工作 Leadership Standard Work,管理体系培训 Management System Training,MDI 总结,SQDC 管理 KPI 实施 5S 标准化操作/ 标准化工作 异常管理,我们讨论了,2,MDI Summary,SQDC Management KPi Implementation 5S Standard Operations/ Standard Work Abnormality Management,We have now discussed,目的 领导标准化工作,说明领导行为与表现结果之间的关系 说明标准化工作的三大要素 说明没有领导标准化工作
2、的后果 确定应该花多少时间来搞好标准化工作 说明为什么各级管理层领导标准化工作相互搭接是维持改善活动成果成功的关键,完成本课程之后，学员将会能够,3,Objectives Leader Standard Work,Explain the relationship between leader behaviour and performance results List the three elements of standard work Describe what happens in the absence of leader standard work Determine the amo
3、unt of time that should be spent on standard work Explain why the overlap of standard work at different management levels is critical to success,After completing this section, participants will be able to,优秀工作的定义 A Great Working Definition,“公司文化就是领导行为。领导造就了他们所展示和默认的行为。改变了领导的行为，就可以改变公司文化。量度领导个人行为和业务表
4、现的变化，也就是量度文化的改变。” 拉里博西迪 (霍尼韦尔公司前首席执行官) 执行力一书作者,4,“The culture of a company is the behaviour of its leaders. Leaders get the behaviour they exhibit and tolerate. You change the culture of a company by changing the behaviour of its leaders. You measure the change in culture by measuring the change in
5、personal behaviour of its leaders and the performance of the business.” Larry Bossidy (former CEO of Honeywell) Author of the book “Execution”,管理制度造就员工行为 Management Systems Drive Behaviour,要点：管理制度比员工个性更能造就员工的行为 员工的失败，其原因要么是选错了人选，要么是管理制度未能造就适当的员工行为。无论如何，这都是管理层才能解决的问题 有人说，工作流程的实质性变革只占公司全部变革的20%。最困难的是管
6、理制度那80%部分的变革。,Key Point: Management Systems are a better predictor of behaviour than the Personality of the person When a person fails it means that we have either selected the wrong person or our management system has failed to drive the right behaviour.s In either case, the solution rests with man
7、agement Some estimates are that the physical changes to the process represent only 20% of the change needed. The more difficult part, the 80% is changing the system.,精益策略 Lean Strategy,卓越的工作流程管理是我们的公司战略 我们辉煌的成就来自于能够管理好卓越工作流程的普通员工 我们注意到，很多竞争对手之所以效果平平是因为其卓越人才管理的是破烂不堪的工作流程,6,“Brilliant process manageme
8、nt is our strategy We get brilliant results from average people managing brilliant processes We observe that our competitors often get average (or worse) results from brilliant people managing broken processes”,前进路上缺失的一环 The Missing Link in the Chain of Progress,改善成果维持不好是企业面临的唯一最大问题 这缺失的一环就需要领导改变行为，
9、利用目视控制和责任到人等制度来监督和加强领导行为 领导行为是公司制度和文化造就的 那就是奖罚分明,7,Lack of sustainment is the single largest issue that organisations face The missing link is changing leader behaviour, supported with visual controls and accountability to monitor and enforce desired behaviour Leader behaviour is driven by the syste
10、ms and the culture - What is rewarded/punished?,要点 制度性的方法 Key Points A Systems Approach,管理层负责公司制度的设计，因此也要为员工的行为负责 改变公司管理制度可以造就要求的员工行为，这反过来又可以推动公司变革 将太多精力花在“不作为者”身上会浪费管理层的时间，而且不一定能根本解决问题 虽然挑选适当的人才或淘汰不适当的人士非常重要，但这也只是公司制度的一部分而已,Management is responsible for the system design and therefore the behaviour
11、 of people within the organisation Changing the management system will drive the desired behaviours of everyone in the organisation and provide leverage for change Focusing efforts on non-performers will expend management energy but not necessarily fix the root-cause of the problem Selecting the rig
12、ht people or de-selecting people is critical, but is a process that is part of the system,接下来做什么? What do we do now?,每日工作练习 Day in the life diary exercise,9,“每日工作安排” A Day in the Life,维持精益改善成果： 领导标准化工作的要素 Sustaining Lean Improvements: Elements of Leader Standard Work,标准化工作的作用 The Role of Standard Wo
13、rk,我们可以将精益系统看成是有基础、有支柱、有屋顶的一间房子 如果系统没有连接好，房子就会很脆弱，就算是某面墙或某条柱子非常强有力也没有用 标准化工作就是将精益架构连接在一起并让其有足够力量支持公司增长的胶水(或钉子)!,Think of a lean system as a house with a foundation, pillars and a roof If the system is not tied together, it becomes weak; even if one wall or pillar is strong Standard work is the glue
14、(or nails!) that hold the lean structure together and gives it the strength to maintain gains,缺乏标准化工作的后果 Result of a Lack of Standard Work,如下情况可是似曾相识? 天天面对同样的问题 天天打的是一样的仗 永无止境地在兜圈子 员工挫折感强 公司停滞不前 得而又复失,没有标准化工作，精力就不集中，这个过程就是漫无目标,Dj vu Face the same issues Fight the same battles Caught in a never-endin
15、g cycle Creates frustration Progress stagnates Gains are lost,The process “flounders” when efforts are not coordinated through Standard Work,精益管理的要素 Key Elements of Lean Management,1. 领导标准化工作 2. 目视控制方法 3. 责任到人与严格执行,Leader standard work Visual controls Daily Accountability & Discipline,制定领导标准化工作 Deve
16、loping Leader Standard Work,确定要从事的活动 规定何时完成工作 减少变化性，提高一致性 维持工作流程 寻找改善机会 更新标准化工作 流程改善,15,与工人标准化工作一样，领导标准化工作也要: Similar to Operator Standard Work, Leader Standard Work:,Identifies activities to be performed Specifies when the task should be completed Reduces variation, increases consistency Sustains the process Highlights opportunities Leads to new standard work - process improvement,主要差别 Key Differences,由于增值工作主要是在工作现场完成的，所以标准化工作也要从那里开始 每个层次的标准化工作必
