Course Background:
In medicine, human health data has been effectively refined and standardized, such as blood pressure, body temperature, heartbeat per minute, breaths per minute, etc., and medicine relies on data for diagnosis and evaluation. The same is true for the standardization and refinement of the enterprise site, without standards, it is impossible to understand the site;If you can't know the site, you can't control the site;If you can't control the site, you can't improve the site;If you can't improve the site, you can't improve the level of site management.
In order to achieve refined on-site management, people must be loaded into the system, and only a strong team can implement the thinking and methods of fine management. Therefore, the course starts from two aspects, the hand is the thinking and method of fine management, and on the other hand, the improvement of the awareness and ability of team members is combined with each other, and then the site of standardization, standardization, refinement, activation and stability is built.
Course Benefits:
Understand the definition of refinement and its significance, value and contribution to enterprise management.
Master the standardization of operations and the promotion of standardized operations.
Understand the reasons why employees do not follow the standard work and how to deal with it.
Master the skills of on-site refinement and daily management, OEC, OJT, etc., so that refinement is a pillar of quality, safety, equipment, efficiency, cost, and visual management.
Master the methods used in 5S and visual on-site management of refined management.
Master the implementation of fine management in the one-day management of the team.
Learn and use the method of holding efficient class meetings in team construction.
Master the methods of talent cultivation in team building.
Master the implementation of improvement proposals in team building.
Master the development of refined team construction personnel management.
Course Duration:2 days, 6 hours a day.
Course Target:Team Leader, PE IE Engineer, Section Leader, Workshop Director, Department Manager.
Course Method:Classroom lectures + case studies + on-site exercises.
Course outline
Lecture 1: The Origin and Value of Fine Management
1.The concept and significance of fine management.
2.The wide application value of fine management.
3.Recognize the common misunderstandings of fine management.
4.The role of fine management of enterprises.
Case Study:The application of refinement in Toyota's lean production.
Case Study:The implementation principle of Haier's refined production line.
Case Study:The profound enlightenment of McDonald's fine management.
Lecture 2: The scene of fine management
1. The application of fine management in identifying and eliminating the seven wastes
1.Identify what is work, action, waste.
2.Improve and eliminate the seven major wastes on site.
Case:Improvement of waste in a plastic factory.
Second, the effective combination of fine management and on-site 6S activities
1. 6sProblem ticket: Find the problem from the details
1) Duplicate questions.
2) The problem of high proportion.
3) Changes in the problem within the cycle.
4) Added questions.
2. 6sFixed-point photography improves before and after comparative analysis
1) Find time.
2) Handling distance.
3) Reduced movements.
4) Things have positioning.
5) The object is marked.
6) Constant volume and quantity.
Case:Refined production effectively reduces coating foreign matter.
Third, the effective combination of fine management and human resource assessment
1.The matching of the labor efficiency per person to the number of orders.
Case:Manpower assessment of a company.
Lecture 3: The team of fine management is cleared
1. Morning meeting
1.Gather information using the "Preparation Form for Using the Pre-shift Meeting".
A four-step approach that will be done before the class
1) Prepare before class.
2) Greetings to the whole team.
3) Summarize the plan.
4) Incentives to take up posts.
Case:A company's pre-shift presentation.
Tools:Please refer to the script beforehand.
Second, the fine team daily clearance management
1. 3eEstablishment and implementation of assessment standards
1) Everyone, every day, everything.
Case:Use of 3e Nissin Card.
Seven key areas of on-site Nissin management
1) Quality Nissin.
2) Process Nissin.
3) Equipment Nissin.
4) Material consumption is cleared.
5) Production plan Nissin.
6) Civilized production Nissin.
7) Labor discipline is cleared.
The process of daily clearance before, during and after class
1）4m1e
2) First article - sample - changeover - novice - special process - 4m1e change - production line balance.
3) Report - Exception Handling - 3 minutes 6s - Tomorrow Scheduling - Delivery**.
Case:Analysis of ABC's on-site Nissin control system.
4.Refined management in.
Lecture 4: Team building of fine management
1. Personnel training
1.Establish a mentorship system.
2.Establish a teacher training, certification, and incentive mechanism.
3.Combination of refined management and OJT.
4.Create a scheduled training schedule.
5.Write a job breakdown table.
Case:A display of talent training in a company's position.
2. Stimulate the wisdom of the employee team
Employee proposal improvement
1) Proposal incentive system.
2) Proposal** and process.
3) Proposal collection.
4) Proposal preliminary review, second review, final review, and implementation.
Case:A company proposes to improve the process.
Employee proposals to improve Kanban
1) Proposal to improve Star Kanban A3
2) Braille Proposal Implementation Manual.
3) Annual Innovation Project Selection.
Case:A company proposes to improve Kanban and the Golden Idea Handbook.
3. Proposal PK culture
1.Proposal submission timeliness.
2.Proposal participation rate.
3.Proposal implementation rate.
Fourth, personnel management
1.Establish a comprehensive information profile of employees.
2.Interview at least one employee each month.
Case:An employee interview.
3.New employees join the Five One Project.
4.Praise employee BIA and criticize employee BIC
Case:BIA feedback from an employee when they do it.
Case:BIC feedback when a staff member makes a mistake.
5.A points-based system that manages employee behavior.
Case:A company manages a points-based system for employees.
Lecture 5: Problem Solving of Fine Management
1. Find the problem
1.Front-line managers should have a sense of problem.
2 Definition and types of on-site anomaly problems.
3.Typical anomalies that are common on the front line in the field.
4.The problem iceberg and the core cause**.
Second, the problem solution
1.The three-is-three-present doctrine of problem solving.
Case Study:Toyota's "faucet philosophy".
2.Analyze and solve problems from data interpretation.
Case Study:Use QC tools to solve exception problems.
3.Analyze and solve problems using the 8D method.
Case Study:8D steps to solve a bad meter.
4.Use QC-Story 10-step method to solve problems.
3. Problem analysis and decision-making
1.Establish a virtuous circle of problem analysis and decision-making.
2.Decision-making and estimating, executing, and reviewing actions.
3.Teamwork and teamwork when solving problems.
4.Requirements for the preparation and preparation of the problem solving report.
Case Study:Explanation of a group's problem solving report.