How to manage the first-line production?
The first-line production of an enterprise represents the real productivity of the enterprise, and the level of the first-line productivity represents the production capacity of its enterprise. Therefore, improving front-line production capacity is a very important management content in enterprise management. How do enterprises do a good job in front-line production management?
The following are some personal opinions that do not represent authority, but I hope to give you some help.
1, the front line is the most common worker. First of all, consider yourself as a real worker, and you should eat together, live together and work together. There is no difference. People who need to learn, according to their own technical level and ability, must ask teachers to learn with an open mind and pay more than others, such as extra cleaning, picking up garbage, cleaning machines and warm water. Let people in your team or workshop treat you as an ordinary worker.
2, master and understand, familiar with the production process of products, the performance of machinery and equipment, tooling equipment and tools needed in the production process.
3. Understand the top leaders' arrangement process and procedures for production, and solve problems.
4, understand each worker's technical level, level and work attitude, accept the production tasks arranged by the leadership and the degree and reason of resistance.
5, understand the workers' evaluation of treatment and mood. Opinions and gossip about enterprise management.
6. Pretend to be incapable of asking more questions, talking less and doing what they have done (except in special circumstances).
After you do this, you will know for yourself when you enter the management. Proud management is doomed to failure.
Supplement:
If you want to manage a workshop well, you must first have a deep understanding of the production process, products and personnel of the workshop.
There are five elements in production management, namely, human, machine, material, law and environment. To manage the workshop well, we need to have a deep understanding of these five elements.
As a manager, how to manage the first-line production management?
First, you should know who I am.
I am the organizer, commander and leader of the production site, not the worker of the production site.
Organizer, am I organized? The production process requires everything, and the 6S site requires sorting, rectification, cleaning, cleaning, safety and quality. Can you do it? Everyone watches the scene, and we watch the scene ourselves. Is the current situation, situation and status quo of the site chaotic? Is the operation of people, machines and materials scientific and effective? If there is chaos, it shows that our organization is incompetent.
Commander, command well. If you command badly, you will command blindly: improper personnel and methods. I lose my temper every day and always feel that my employees are incompetent, not myself. We can reflect: Do my employees listen to me? Why do you listen to me? Listen to my work performance or effect? If they don't listen to me, what will be the result of their own operation? Saying that you command well is not simply to let subordinates listen to you, but a combination of collective wisdom. If your order is correct, the subordinate staff can immediately say: I'll do it right away. If your order is not completely correct, your subordinates can immediately put forward their own revision opinions or methods, and you can immediately respond: OK, just do what you just said. This kind of command is good, not bureaucratic blind command. Bureaucratic commanders often like to bow to everything, and everyone is tired as a result.
Leadership, are my actions and thoughts affecting my employees to form a strong team strength? This is the most important factor for the stable development of employees in the production department. Some employees leave or resign, often not because of the treatment problem, but because of the first environmental problem of his organization. His boss is Wu Dalang. Our production supervisor has the responsibility to let employees grow and add value to themselves, and at the same time create organizational value with us. If employees work like robots under our "leadership" every day: going to and from work, working and working. Without knowing the significance and value of work and the way to go in the future, our production supervisor is unqualified. Say the word "leadership", nominally "leadership" refers to the influence of your thoughts on employees; The verb "leadership" refers to the influence of your behavior on employees. People's influence is both positive and negative. Birds of a feather flock together, and what kind of employees you have around you are all produced by your thoughts and actions. Whether the team is cohesive or not depends on your leadership; Who can you lead and who can you lead? Some people, you can't lead at all, because they don't recognize your values or behaviors, so you should think about it. -Why can't I control such a talented person?
Secondly, it is necessary to understand that the production link is the problem precipitation area of enterprise organization supply chain. The three elements of production task management: time, quantity and quality, are not simply completed by our production department. What if our production plan needs to be adjusted because of poor or untimely incoming materials from suppliers? Is it solved by working overtime? Who will pay the overtime? Are the workers willing? Can the workers stand it physically? They are all concrete and realistic problems. Moreover, the technical design is immature, and the superior makes a hasty decision to plan production, and then stops production or rework halfway; You want to do lean management and fit the horse, but it backfires. The product has passed the inspection of the quality assurance department. Maybe customers don't approve it, and maybe some people say it's not well made. It is unreasonable to say that the production department is not responsible for these things. Who is the main responsible person may argue, which will make you suffer indignities and produce emotions. -only forbearance, no; It is also wrong to generate emotions; Complaining is even more wrong. If you want to be a qualified production supervisor, you can't live with problems. You should be good at analyzing and solving problems or putting forward solutions to problems, even if your solutions are not supported and recognized by the heads of other departments, you should put forward them. It's your fault not to mention it. In this way, you must have the following basic working abilities:
First, to master the production process, we should not only understand the product structure, material characteristics and basic design principles, but also know that we are producing customers, not simple products. Without this idea, the problem will follow you every day, which is the biggest source. Many production managers often just want to complete the production task, but lack this concept. Look at the report: quantity, time and quality have all been completed. However, problems still exist. You should know that the process is not a simple logistics, but also includes information flow, capital flow, value flow, emotion flow and responsibility flow. You have worked hard to produce, and the final result is customer dissatisfaction, which shows that there is something wrong with your workflow. Written management documents: Every workflow and working method, like a map, just tells you the direction and basic steps of work. Written workflow is emotionless, which requires us to pay in our work: feelings and responsibilities. Mastering the process requires mastering the responsibilities and emotions of all responsible persons in the process. This is not a simple writing job, but we need to constantly study and study psychology and behavior in practice and use it constantly.
Second, we should adhere to the principle of responsibility transfer and confirmation, and communicate with other responsible departments on this basis, instead of wrangling. This is a very important ability. If you give in, the problem will settle down to the production department. You have the ability to solve it, and you have to solve it if you don't. You are lucky if other department heads look at your popularity and support you. Don't look at your popularity to support you, you must be angry and tired. Communicating with design, quality assurance, procurement and business departments is much more tiring than managing subordinate employees. The reason is that the management staff has power, and the communication with the heads of departments at the same level should be based on the principle of workflow and responsibility transfer. Power doesn't work in communication, depending on luck: if the boss values you, the heads of other departments may have support; If the boss doesn't necessarily value you, saying that the technical department is important or the business department is important, then whose problem falls to the production department, the director of the production department will have to rely on himself and his subordinates. Adhering to the principle of responsibility transfer and confirmation means adhering to the "three noes" in specific management practice-not accepting defective products, not producing defective products and not sending them away. It should be noted that this "product" is not a simple material and semi-finished or finished product, but also includes design drawings, production orders and so on. If you can't read the technical drawings, you are incompetent, the drawings are wrong, and you must be wrong to arrange production. If you don't carefully review the bill of materials, you will be wrong if you are wrong. Careful audit is the dual embodiment of responsibility and ability. I often say: ability plus power running in the post reflects responsibility and level. Of course, if you are a fool, your basic ability to read pictures or sentences is not good, and no matter how strong your sense of responsibility is, you can't be supported. Besides, communication with supervisors at the same level is another matter. Don't forget the first condition of communication: as a production supervisor, you can put forward your scientific and reasonable requirements for your suppliers, including purchasing, cooperative factories and technical design departments. , and try to get the supplier's prior approval. If you don't know how to make a request, it's your fault. Be good at making demands on all your suppliers. -Don't be polite and accommodating. Of course, we should learn to be tolerant when solving problems. -The "scientific and reasonable requirements" here are not simple ability requirements. How to make requirements according to customer requirements or product technical standards and inspection standards depends on your business level. In addition, in turn, you should ask your customers, including quality inspection, customer representatives, business departments and so on. Advance: What do you want from our production department? Get to know and understand the requirements of your customers, make them satisfied and happy, and you will be fine. But there is another important problem here. Can we meet the requirements of these customers? You should consider it clearly: some existing conditions or resources can do it, some can't do it 100%, and some can't do it at all. You should negotiate with them. Lowering requirements is a result, and winning organizational support is also a result. Asking them for help is the best result. The most terrible thing is that your customers are demanding. If you accept them, there will definitely be problems, and the result can only be that the enterprise pays the bill and your production supervisor suffers. At this time, our production supervisor should understand himself: as a qualified production supervisor, what kind of mentality, behavior and thinking should be used to deal with "problems" or "events".
Third, never fight alone. Most employees of production enterprises are concentrated in the production department. If a production supervisor only manages production, but doesn't know how to manage employees, let alone team management, and works as a supervisor with the administrative personnel department or other superiors, then he can't be said to be a qualified supervisor. When it comes to production management, it is not only to complete production tasks or let employees realize the first demand, but more importantly, to let employees realize the value of being a man and doing things. The general personnel manager can help the production supervisor to check the employees' attendance, examination, assessment and evaluation, and let the employees and the production supervisor know his current contribution and value, but this is only a low-level "personnel management"-looking at employees through their work behavior or life behavior. Our production supervisor should learn from the human resources manager, not only know the contribution and value of employees now, but also help employees to add value, let employees work spontaneously, let employees work happily, make employees feel that I am smart and feel safe in the organization and society. Speaking of human resource managers is only from the organizational structure. In fact, many superiors or colleagues are good at combining their own strengths to help employees learn technology, management and work. This is the practical work of modern human resources development. If the production supervisor is good at managing the interpersonal relationship of the organization and using popularity to help employees survive and develop, then he will certainly develop with employees. Step out of qualification and move towards Excellence.
Associative thinking 1: I said to a recent college student, "You want to be an excellent production supervisor. I suggest you start with a worker. Because you don't know the workers, you can't manage them well. "
Lenovo Thinking 2: I said to a student who is currently in charge of production: "The workflow lies in the details, and the details lie in the responsibility and emotion. You may say, teacher, I am conscientious, but have you ever thought about the feelings of your customers and your employees? If employees are not satisfied, will customers be satisfied? In a department, if your subordinates are not satisfied with your management methods or means, will the boss be satisfied with you? "
Associative thinking 3: What is the standard for the completion of production tasks? As a boss, how can we train or train our production supervisor? How to put forward work requirements and development direction requirements for our production supervisor? How to understand and support our production supervisor?
Lenovo thinking 4: If there is a worker who is proficient in production technology, how can he be helped to become a production supervisor? Can all experienced skilled workers be trained as production supervisors?
Here are some small steps:
First, the goal determines the way out.
1, career planning
2. Analyze the gap with SWOT;
3. Use OGSM to determine the target.
Second, focus on the micro and practice internal strength.
1, correctly understand the role of production management;
2. Production management starts from the plan.
3.SOP standard operating procedures;
4, production site management;
5. Productivity reporting system
6. Improve production performance through statistical methods;
7. Managing subordinates is equal to managing your performance;
8. Don't neglect the daily affairs management.
Third, master the system.
1, familiar with the company's business processes;
2. Pay attention to activities other than production;
3. Learning cost management;
4.ISO and EHS；;
5. Be passionate about everything;
6. External communication skills.
Fourth, express yourself appropriately.
1, learn from your boss;
2. Don't expect everything;
3. Let the performance speak;
4, well done, but also speak beautifully.
5. Seize the opportunity and realize your dream
1, express your wishes frankly;
2. Grow with the enterprise * * *
3. Find more suitable development space.
At the same time, clarify the post responsibilities of employees and do a good job in performance management of employees.
Reference of employee performance appraisal scheme
I. Purpose
1. In order to better guide employees' behavior, strengthen employees' self-management, improve work performance, tap employees' potential, realize better communication between employees and superiors, build an excellent team with development potential and creativity, and promote the realization of the company's overall strategic objectives.
2. In order to more accurately understand the basic situation of employees' work attitude, personality, ability and work performance, and provide information basis for the company's personnel selection, job transfer, rewards and punishments, training and career planning.
Second, the scope of application
Performance appraisal is mainly a regular assessment of all regular employees, which is applicable to all regular employees who become employees of the company. The evaluation of new interns, interns competing for posts, employees in special stages such as job transfer, promotion and demotion shall be formulated separately, which is not suitable for this evaluation, but the objective data information of performance evaluation results can be cited as the basis for decision-making.
Three. Classification and content of assessment (see attached table 1 and attached table 2 for the assessment structure).
According to the different evaluation positions, they are divided into three categories: front-line employees, government employees and managers, and their performance is evaluated respectively. The scope and emphasis of the three are different.
1, performance appraisal of front-line employees
(1) Front-line employees include: salespeople, front desk attendants, concierge, cashier, old gold recycler, customer relations staff, traders and other ordinary employees working in stores;
(2) frontline employees shall be assessed once every six months, and comprehensive assessment shall be conducted at the end of each year.
(3) Evaluation methods include: percentage evaluation summary results, customer opinion survey summary, typical events addition and subtraction, work completion evaluation, democratic evaluation, sales completion rate, work plan completion and work goal achievement evaluation.
(4) evaluation (accounting for 30% of the total performance evaluation)
① Behavior characteristics (10%): the percentage assessment record to evaluate employees' compliance with rules and regulations.
Summarize the implementation of star service standards and the survey results of customers' opinions, and evaluate the service behavior of employees, which will add customers' praise and deduct customers' complaints. Satisfaction plus 1 minute, dissatisfaction minus 1 minute.
(Note: Due to different survey times, the probability of adding and subtracting points is not equal, so it is necessary to record the average number of surveys to be comparable. )
② Work attitude (65,438+00%): check the attendance and overtime of employees who are late, leave early, take personal leave and work overtime; Deduct one point each time or one point for one day of personal leave. No points will be deducted for sick leave, and 1 point will be added for taking the initiative to work overtime in order to better complete the work, and 1 point will be added for working hard and obeying the unplanned work arrangement.
The spirit of cooperation is correct. For the cooperation of various tasks, especially temporary tasks, increase 1 point, and decrease 1 point without reason (add or subtract points for typical events, or conduct democratic appraisal regularly).
③ Mental outlook and psychological quality (65,438+00%): the daily words and deeds of employees, such as whether to actively publicize the company's reputation, correctly understand and publicize the company's policies, evaluate whether employees love the company and support the company's policies and guidelines. (Add and subtract points for key events)
Employees' daily work status and attitude towards colleagues, and evaluate employees' mental outlook and psychological quality. (Add and subtract points for typical events, or conduct democratic appraisal on a regular basis to prevent only deducting points without adding points, and to prevent being too sensitive to bad behaviors and unaware of positive good behaviors)
Note: The score record of conduct evaluation is only cumulative, not directly reflected in the daily payroll, but only used as the original data basis of this evaluation. When recording the daily performance of employees, the heads of all departments must distinguish clearly and do not repeat rewards and punishments.
(5) Performance appraisal (accounting for 70% of the total performance appraisal)
① Sales performance (40%): average sales task completion rate; Convert it into 40 points.
② Performance of work responsibilities (65,438+00%): points will be deducted for dereliction of duty, and points will be added for completing this work or other temporary work efficiently and with high quality as required. Keep uninterrupted records and evaluate them once a month. Summarize once every six months and conduct a complete evaluation. (More rewards, more points, more affirmation for employees, encouraging employees to continuously improve their work quality and efficiency)
③ Implementation of temporary work tasks (65,438+00%): The task scheduler is responsible for evaluating the implementation effect of temporary work tasks assigned to employees, once after each large-scale activity or task, or once a month by the department head. (According to the Regulations and Requirements for Organizing Large-scale Activities promulgated in 2004, record the performance of all personnel involved in organizing activities)
④ Business skill test (65,438+00%): All important examinations and test scores organized by the department are converted into average score 100%. (The department will issue questions and organize them, and the Human Resources Department will supervise the implementation. Test scores, human resources, and behavioral character (5%): Assess employees' compliance with rules and disciplines from percentage evaluation records.
Evaluate the professional quality of employees from typical events such as speech and behavior.
(2) Work attitude (10%): Evaluate the attendance of employees such as being late, leaving early and taking personal leave; Deduct one point each time or one point for one day of personal leave. In order to actively complete the work and consciously work overtime, add 1 point at a time.
For the cooperation and collaboration of various tasks, especially temporary key tasks, if you actively undertake multiple tasks, you will be given 1 point, and you will be deducted 1 point for no reason (typical events will be added or subtracted, or democratic appraisal will be conducted regularly, and the actual work situation of employees should be considered when deducting points).
③ Mental outlook and psychological quality (65,438+00%): employees' daily words and deeds, such as whether they actively publicize the company's reputation, whether they correctly and appropriately publicize the company's policies, whether they love the company and support the company's policies. (Give positive publicity to the company's reputation, principles and policies in a timely, conscious and active manner, plus 1 point; Otherwise, the added language will not be recorded, which will damage the reputation of the company, and 1 to 2 points will be deducted).
Employees' daily work status and attitude towards colleagues, and evaluate employees' mental outlook and psychological quality.
Evaluation method: add or subtract points for typical events, or conduct democratic evaluation regularly.
(5) Performance appraisal (accounting for 75% of the total performance appraisal)
(1) business test and professional knowledge test (10%)-for professional and technical personnel or positions with high requirements for professional knowledge.
② Self-management of daily work (65,438+00%)-such as evaluating monthly (weekly) work plan, setting goals, reasonably arranging work, etc. (Is the planning progress appropriate, appropriate and operable, and the efficiency of specific work arrangements? Supervisor evaluation, employees' own evaluation)
③ Implementation of temporary work tasks (10%)-Assess the completion of tasks that employees are responsible for in view of the task assignment in large-scale activities or work plans. (After each large-scale activity, evaluate all employees)
④ Performance of job responsibilities (20%)—— Employees are regularly assessed by their immediate superiors, and points will be reduced for dereliction of duty and points will be added for work outside their duties. (pay attention to the phenomenon that only points are deducted without extra points, and give more encouragement to employees. )
⑤ Work plan completion and target realization (25%)-The direct supervisor evaluates the work plan completion and target realization of departments and employees every month.