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1、 2012 TBM CONSULTING GROUP, INC ALL RIGHTS RESERVED 2016 TBM CONSULTING GROUP, INC ALL RIGHTS RESERVED 领导 标准化工作Leadership Standard Work体系培训Management System Training4Q 2012 管理系统统培训训 2016 TBM咨询询集团团 版权权所有 MDI 总结总结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们讨论 了2MDI SummarySQDC Management KPi Implementation5S
2、Standard Operations/ Standard WorkAbnormality ManagementWe have now discussed4Q 2012 管理系统统培训训 2016 TBM咨询询集团团 版权权所有 目的 领导领导 标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 完成本课课程之后，学员员将会能够够3Objectives Leader Standard WorkExplain the relationship be
3、tween leader behaviour and performance resultsList the three elements of standard workDescribe what happens in the absence of leader standard workDetermine the amount of time that should be spent on standard workExplain why the overlap of standard work at different management levels is critical to s
4、uccessAfter completing this section, participants will be able to4Q 2012 管理系统统培训训 2016 TBM咨询询集团团 版权权所有 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 leader
5、s. 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 personal behaviour of its leaders and the performance of the business.”Larry Bossidy (former CEO of Honey
6、well)Author of the book “Execution”4Q 2012 管理系统统培训训 2016 TBM咨询询集团团 版权权所有 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%。最困难的是管理制度那80%部分的变革。 一般公司至少都有20%的管理人员员未能或不愿进进行精益变变革Typically, at least 20% of lea
7、ders in a typical organisation are unable or unwilling to make the lean conversionKey Point: Management Systems are a better predictor of behaviour than the Personality of the personWhen a person fails it means that we have either selected the wrong person or our management system has failed to driv
8、e the right behaviour.s In either case, the solution rests with managementSome 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.4Q 2012 管理系统统培训训 2016 TBM咨询询集团团 版权权所有 精益策略Lean Strategy卓越的工作流程管理是我们的公
9、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 management is our strategyWe get brilliant results from average people managing brilliant processesWe observe that our competitors often get average (or worse) results from brilliant people managing broken proc
10、esses”4Q 2012 管理系统统培训训 2016 TBM咨询询集团团 版权权所有 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，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 7Lack of sustainment is the single largest issue that organisations faceThe missing link is changing leader behaviour, sup
11、ported with visual controls and accountability to monitor and enforce desired behaviourLeader behaviour is driven by the systems and the culture - What is rewarded/punished?4Q 2012 管理系统统培训训 2016 TBM咨询询集团团 版权权所有 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
12、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领领导导人负责变负责变 革公司制度，管理人员负责实员负责实 施公司制度Management is responsible for the system design and therefore the behaviour of people within the organisationChanging the management system will drive the desired behaviours of everyo
13、ne in the organisation and provide leverage for changeFocusing efforts on non-performers will expend management energy but not necessarily fix the root-cause of the problemSelecting the right people or de-selecting people is critical, but is a process that is part of the system4Q 2012 管理系统统培训训 2016
14、TBM咨询询集团团 版权权所有 接下来做什么?What do we do now?每日工作练习 Day in the life diary exercise94Q 2012 管理系统统培训训 2016 TBM咨询询集团团 版权权所有 “每日工作安排” A Day in the Life类别Category活动举例Activity Examples实际（小时）Actual (hrs)%行政管理Administration员工会议与早会 培训课程，去开会 人事问题Staff & Morning meetingsCourse work; Travel to meetings -HR Issues 使
15、用电脑、撰写报告、做计划Computer, Report Writing, Planning电邮；语音邮箱；报告；总结Email; Voice mail; Reports; Summaries救急Fire Fighting故障；紧急情况；维修；返工；追货Breakdowns: Emergencies; Repairs: Rework; Expediting质量/安全/保安Quality/Safety/ Security会议：检验；评审；调查；保安问题Meeting: Inspections; Audits; investigations; Security issues拉长/工人会议Line
16、Supervisor / Operator Meetings在拉上工作；持续改善活动；与工人互动Working on line; CI activities; Interacting with operators 杂务Miscellaneous100% 2012 TBM CONSULTING GROUP, INC ALL RIGHTS RESERVED 2016 TBM CONSULTING GROUP, INC ALL RIGHTS RESERVED 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 Work4Q 2012 管理系统统培训训 2016 TBM咨询询集团团 版权权所有 标准化工作的作用The Role of Standard Work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 l
