Course Background:
The county is governed by the county, and the world is safe. "It is a sentence said in the meeting with the secretary of the county party committee across the country, the county is the basic administrative unit of the country, and the county is well governed, and the country will be fine. This is also the case in enterprise management, which can be said to be "team governance, enterprise security." "The quality of team governance has a lot to do with the ability level of the team leader. Unfortunately, most of the team leaders are promoted from grassroots employees and are experts in technology and business, but once they want to manage a team, they are inadequate, resulting in low team efficiency and various problems ...... emerge
At present, the following problems are common among front-line team leaders:
The role cognition is not clear, the position has changed, the way of doing things has not changed, and the technology is more important than the team.
The on-site management method is lacking, and I don't know where to start, so I am busy but fruitless.
Subordinates will not be cultivated, and most employees are left to fend for themselves and grow savagely.
Lack of communication skills, poor ability to go up, down, and parallel, and frequent misunderstandings, conflicts, and confrontations.
Lack of management ability, no prestige, employees love to listen but do not listen, low execution, and the team atmosphere is dull.
Employee morale is low and there is a lack of ways to motivate employees.
There is a lack of management methods, and there is no effective support for upward borrowing.
Course Benefits:
Recognize their important role and position in the enterprise;
Be clear about your role, connect your responsibilities and responsibilities
Learn one-day management methods, pre-class preparation, in-class control, post-class summary, morning meeting, etc.;
Learn to identify problems, find the root cause of problems, and establish on-site standards
Learn to identify waste and use improvement tools to improve it;
Proper use of methods for teaching and nurturing employees;
Learn the 6S management method and practice it in the field;
Learn the skills of leading a team, managing subordinates, motivating employees, and improving execution.
Understand the characteristics of the new generation of employees, and use mental methods to lead and manage them
Apply the method of work arrangement and order issuance;
Use the principles and methods of getting along with the boss, and know how to assist the boss;
Learn to identify on-site hazards and prevent on-site safety in advance.
Course Duration:6 days, 6 hours days, a total of 36 hours.
Course Target:Team leaders, excellent grass-roots management personnel, reserve cadres, supervisors, and workshop directors.
Course Method:Course teaching + case analysis + student practice.
Course Value:This course teaches more than 60 management tools that can directly bring benefits to your business:
The four elements of the transformation of technical talents to managerial talents, the three methods of team leader quality requirements, the four-step method of efficient pre-class meeting, the pre-shift work preparation table, the pre-shift conversation reference table, the team daily clearance standard, the 6S implementation method, the method of praising employees, the method of criticizing employees, the SDCA model of on-site problems, the establishment of on-site standards, the bikini principle of finding the true cause of the problem, the on-site lean improvement method, the identification of the seven wastes, the identification and improvement of the bottleneck process, and the steps of the improvement of the employee proposal. Quickly cultivate employees five essentials, the four-stage method of cultivating employees, the five one project of new employee entry, the six one project of retaining employees, the five one project of employee resignation, the nine tips of motivating employees, the ABC rule of time management, the strategy of establishing prestige, two methods of convincing people, the secret of rewards and punishments, the four-step method of work task arrangement, the five elements of on-site management, the three-step process of managing employees, the leniency of managers, the method of building team cohesion, the method of assisting the boss, and the skills of reporting ......
Course Model:
Course outline
Lecture 1: Soldier Leader and Tail - Role Cognition
Preamble:The rule of the county is the peace of the world;Team governance, enterprise security.
1. The role cognition of the team leader: the interpretation of supervision
1.Superintendent: Supervise, inspect, request.
2.Guidance: Teaching, guiding, leading.
Case Study:The use of supervision.
Second, the job responsibilities of the team leader
Case Study:Do, teach, manage.
3. The four role representatives of the team leader
Case Study:Four roles represent.
Fourth, the role of the team leader is reversed
Case Study:The director of the management of the person changes the person in charge.
Knife test:Focus on technical and managerial talents.
Fifth, the quality requirements of the team leader
1.The Conductor's Hand – The Art of War.
2.The Brains of Experts - Swordsmanship.
3.Sympathy - the heart method.
Sixth, the ability requirements of the team leader
1.Working knowledge.
2.Ability to teach.
3.Improve capabilities.
4.Interpersonal relationship.
Lecture 2: Team Management - One-day Arrangement
First, the work plan of front-line management personnel
Classroom exercises:Squad leader Li's one-day management.
1.Four quadrants for time management.
2.ABC Classification Rules.
2. Things to prepare before the class
1.Prepare for the class according to 4m1e.
3. Things to be controlled in the class
1.8 key points of control in the class.
2.The bottleneck of the control in the shift is lifted.
Classroom Walkthrough:In-Class Control Checklist
Fourth, things to master after class
1.6 key elements to master after the class.
2.Conscientiously do a good job in traffic management.
Case Study:"Submission ** Management Record Form".
5. Establishment and improvement of on-site Nissin management system
1.The role of Nissin Management and the Nissin Management process.
2.Nissin Management Standards
1) Three presses and three controls.
2) Three self and three inspections.
Lecture 3: Efficient class meeting, interesting and informative
1. Reflections on the pre-class meeting
Think:Why do you need a pre-class meeting?What are the usual problems before the start of the course?
Case Study:Please find out what problems exist before the shift in these companies
**Case:Pony's pre-class meeting.
1.8 common questions before class.
2. Principles and methods of pre-class meetings
1.The pre-class session will focus on six elements.
2.One center, two cardinal points, three proceeding methods.
The three major functions of the pre-class meeting
1) To the site.
2) To the team.
3) To the individual.
Four must-talk of the pre-class meeting
1) Speaking personnel.
2) Talk about tasks.
3) Speak of standards.
4) Be safe.
3. Steps will be taken before the class
1.Step 1: Preparation.
**Case:Prepare before class.
Practice Forms:"Preparation of Record Form for Pre-class Meeting".
Step 2: Assemble
1) Wake up from sleep to work.
**Case:Pre-class meeting - the whole team greets and reports the number of points to record attendance.
Case Study:A pre-class meeting of a machinery company.
Case Study:An electronics factory company class song.
3.Step 3: Summary & Plan.
**Case:Pre-class meeting - summary & planning.
4.Step 4: Incentives to take up posts.
**Case:Pre-class meeting - motivate to work.
Knife test:Pre-class meeting.
References:"Pre-class Conversation Form".
Pre-class meeting pk:Team PK, reviews.
Lecture 4: Finding bottlenecks and improving bottlenecks
1. What is a bottleneck?
**Case:Find out which are the bottlenecks.
2. Identify bottlenecks
Case Exercises:Identify bottlenecks.
Third, the restraining role of bottlenecks
Fourth, improve bottlenecks
Case Exercises:How to improve the bottleneck in workshop 2.
Fifth, improve the bottleneck method
1.Manage.
2.Craft.
3.Time.
Sixth, everything is a bottleneck service
1.Manage skew.
2.Reduce the amount of input.
3.Time commitment.
Case Study:A method for a workshop to serve bottlenecks.
7. Sudden bottlenecks on site
1.On-site scheduling leads to bottlenecks.
Case Study:Improvement three methods.
2.Single-process scheduling thinking.
3.Bottlenecks due to equipment exceptions.
4.Material anomalies cause bottlenecks.
Case Study:Improvement methods.
8. Bottleneck of manpower shortage
Case Study:Ways to improve the shortage of manpower.
Lecture 5: On-site Improvement and Elimination of Waste
Preamble:The true face of waste.
Case Study:Peach vs prune.
First, the improved entrance
1.The entry point for improvement - define the problem.
2.The Bikini Principle of Problem Analysis.
Improve the first three questions
1) Is there a standard?
2) Have employees learned?
3) Did the employee perform it?
2. On-site improvement steps
1.The premise of solving the problem is to establish standards.
Case Study:The standard for the placement of turnover boxes in a company.
Case Study:Pallet placement standards in a company's warehouse.
2.Standard Jobs vs. Standard Jobs.
**Case:A plastic company.
3.Problem Solving: SDCA Model.
4.Finding the Cause: The 5 Why Method.
3. Identification of eight major wastes and improvements on site
1.Definition of Waste – Identifying Waste: Action, Work.
**Case:Packaging process of a plastic company.
2.Waste of overproduction.
Case Study:A plastic company overproduces and wastes.
3.Waste of waiting.
Case Study:: A packaging process is waiting to be wasted.
4.Wasted action.
**Case:Gift wrapping factory stamping employee action.
**Case:The packaging process is wasted.
5.Inventory waste.
Case Study:A plastic company wastes inventory in products.
6.Handling waste.
**Case:Handling of semi-finished products in a sewing process.
**Case:a**Use of trolleys.
**Case:The packaging process of a company.
7.Defects are wasted.
Case Study:A machine shop defects are wasted.
8.The processing itself is wasteful.
Employee wisdom is wasted
Case Study:Unilever leakage packaging improvements.
1) The closer people are to the scene, the more they know how to solve the problem.
2) Don't use the brainpower of employees, that's the biggest waste.
3) Employee proposal system.
Lecture 6: On-site management, refined 6S
1. Know the 6s
**Case:The current situation of 6S at a workshop site.
1.Definition and misunderstanding of 6S.
2.6S Origin and Development.
Case Study:The role of the 6S affects two fields: the field and the market.
2. Organize the principles, methods and implementation steps for advancement
**Case:Organize the mini-games.
1.Definition and main points of collation.
2.The implementation of the essentials of the organization.
3.The criteria for judging whether to do or not.
Discussion Questions:What criteria are used to distinguish between wants and don'ts?
4.Criteria for distinguishing essential goods from non-essential goods.
Tools:List of non-essential disposals.
3. Organize and implement commonly used methods
1.Use the frequency method.
Case Exercises:Items with different frequencies of use should be placed**.
2.Value analysis.
3.Fixed-point photography method.
4.Red card tactics.
Fourth, rectify the implementation steps
**Case:The game of rectification "Rectification" is a technique and art of positioning, positioning, and signing.
1.The meaning and function of rectification.
2."3 elements" of the rectification
Location:According to the production process, draw a fixed floor plan to determine the area, often near and far, and the characteristics of the item.
Placement method:Pattern-based, first-in, first-out
Identification:Easy to understand, easy to see (see), easy to judge, easy to system.
First, it lives up to its name.
Case Study:How to place different items on site.
The "four determinations" principle of rectification
1) Fixed-point: All items have a designated location and are marked.
2) Constant volume: Choose the appropriate container according to the characteristics and shape of the object.
3) Quantitative: Determine the safety stock, clarify the maximum quantity and minimum amount.
4) Designated person: if necessary, indicate the article management regulations and the responsible person.
Case Study:4 fixed implementation of a certain company.
Fifth, the implementation steps of cleaning
1.The meaning and function of cleaning.
2.Steps for cleaning.
Case Study:Cleaning, inspection, tightening, lubrication.
Essentials of cleaning
1) Three sweeps: sweep leaks, sweep black, sweep monsters.
2) Clear five leaks: oil leakage, water leakage, electricity leakage, air leakage, and material leakage.
4.Establish a cleaning responsibility area.
Tool Forms:"Public Area Cleaning Standards", "Equipment Cleaning Standards", "Office Area Cleaning Standards".
Sixth, the implementation steps of cleaning
Discuss:How to organize, rectify, and clean to the end, and standardize and institutionalize it?
1.The meaning and function of cleaning.
2.The essentials of cleanliness: standardization.
3.Set the best standards.
4.Criteria for fixed positioning.
5.Standards for identification methods.
6.Cleaning site and frequency standards.
Case Study:Standardization of a company.
Seventh, the implementation of the steps
Introduced:Orange is orange born in Huainan, and orange is born in Huaibei, and the leaves are similar, but the taste is different.
1.The meaning and role of literacy.
2.Professionalism.
**Case:Rules and regulations of an enterprise.
3.Formulate standards for clothing, grooming, and identification certificates. **Show.
4.Education and training (new recruits strengthen 6S education and practice).
8. Security
1.The importance of safety.
2.The cause of the occurrence of the front-line safety accident in the field.
**Video:The real cause of the employee's work-related accident.
3.Identify sources of danger.
Case Study:A company's security incident.
4.KYT4 stage method for safety prediction accident training.
Lecture 7: Arrange the work and give orders
1. The arrow of execution
Actual combat drills:Find the treasure.
2. Work allocation
1.Knowledge.
2.Skill.
3.Attitude.
3. Orders are issued
1.Meaning. 2.Know.
3.Feeling. Fourth, arouse the willingness to implement
1.Provision of Information.
2.The situation is shared.
3.Self-command.
Fifth, two elements should be considered in the arrangement of work
1.Team goals.
2.Personal goals.
Sixth, the layout of work standards
Classroom exercises:Lay out the work.
Lecture 8: Cultivate subordinates and counsel subordinates
1. Cultivate the value of employees
1.Changes in value in the process of employee growth.
Case Study:From knowing nothing to standing alone.
2.6 common questions in teaching.
Case Study:6 common problems in teaching.
2. OJT work teaching
1.What is OJT?
2.When to use the OJT Work Instruction.
3.How the production standard reaches the employee's standard.
Case study: The training process of Xiao Zhang, a new employee of a company
3. Teach the first four preparations
1.Create a training schedule.
Case Study:The training schedule of the team leader Wang of a company.
Knife test:Please prepare a training schedule according to the actual situation of your department.
2.Work Breakdown Table.
Case Study:Towel into roast duck magic work breakdown table.
Knife test:Select a position in your department to write a work breakdown sheet.
3.Organize your workplace.
4.Implementation of the OJT Teaching Method.
Fourth, the implementation of the four-stage method of work teaching
Preparation
1) Correct understanding of the background.
Learner Experience:From the whole to the part, you say I paint.
**Case:The boss teaches the subordinate how to place the box.
Knife test:Refer to the script for preliminary preparation.
Demonstration note
1) Teach three times, emphasizing the main points.
**Case:Simulation and demonstration of the correct teaching method.
Knife test:References:
Demonstration:Tie the lamp head knot.
Hands-on
1) Practice four times, emphasizing the key points.
**Analysis:The boss teaches the subordinate to handle the invoice.
Hands-onRefer to the script.
Practice:Tie the lamp head knot.
4.Observe and follow up.
Hands-onRefer to the script.
5.Teach before, during, and after precautions.
Case Study:
Classroom Walkthrough:"Work Teaching Breakdown Table".
Cadet walkthrough ojt:Comments.
Lecture 9: Effective communication and efficient coordination
Preamble:Communication is everywhere, and the quality of communication determines the quality of work.
1. Parallel communication
What is the relationship between parallel departments
Think: Are parallel sectors cooperative or competitive?
1) Parallel departmental cooperation should refer to the principle of diplomacy.
2) Communication is to convey knowledge, affection and intention to the other party.
**Case:A sense of proportion in communication.
There are four common types of people who communicate in parallel
1) Available but not pro.
Case Study:A company collaborates across departments.
2) Amiable but not available.
3) Neither available nor prolineable.
4) Both usable and amiable.
What should I do if it is difficult to collaborate across departments?
The truth about the difficulty of cross-departmental collaboration
A role is different.
b. Interests are different.
c Trust issues.
Case Study:The situation encountered by the old Wang of a certain company.
Workaround
a. Communication mechanism.
b. Networking mechanism.
c. Objective mechanism.
How to resolve conflicts in parallel communication
Role-playing:It's not about people.
1) Conflicts have arisen and how to resolve them.
Case Study:Express your displeasure.
Case Exercises:A three-step way to express your grievances.
2) The escalation of the conflict, how do you defuse it.
Case Study:An old employee who is late every three business trips.
Knife test:: The four-step approach to nonviolent communication – facts, feelings, needs, requests.
Second, the communication with the bottom
The basic key to building a relationship of trust
1) Inform subordinates of the work situation.
2) Praise in time when you perform well.
3) If there is a change, you can know in advance.
4) Give full play to the ability of subordinates.
A four-stage approach to the handling of subordinate issues
1) Get the facts.
2) Decide carefully.
3) Take action.
4) Confirm the result.
Case Study:Zhang Qiang's story.
Case Study:Subordinates who do not obey orders.
Case Study:The new maîtress of the past.
Demand and demand dissatisfaction
1) Stimulation and action.
2) The formula of needs and actions and goals.
3) Dissatisfaction and obstacles in the process of human action.
4) Dissatisfaction with the 11 needs of people.
Case Study:Wang Xiaoying and Section Chief Wei.
Case Study:Lao Tian and Ma Section Chief.
Case Study:Section Chief Wei and Chen Ren are in charge.
Lecture 10: Effective Feedback Empowers Employees
First, the main reason for the lack of motivation of employees
1.Reluctance to do – a system of willingness.
2.Won't do it – the method system.
3.Failure to do well - the execution system.
Case Study:How to motivate the mind, brain, and hand.
Second, the composition of employee performance
Case Study:Employee performance = heart * brain * hand.
3. Three magic weapons for employee motivation
Case Study:Coercion, inducement, empowerment.
Fourth, how to give feedback to others
1.Positive feedback.
2.Negative feedback.
Negative Feedback BIC Exercises:How to give negative feedback to others.
3.Level Zero Feedback – Good and bad Level Zero feedback.
Case Exercises:Level zero feedback.
4.Level 2 feedback.
Feedback exercises:To subordinates, superiors, colleagues, and relatives.
5.*Feedback.
**Feedback BIA exercises:Live in a world of appreciation.
6.Negative feedback.
Case Study:Opinion vs fact.
Classroom exercises:BIC Negative Feedback.
Lecture 11: Manage subordinates well and create a team
1. The influence of managers on subordinates
1.Understanding about teams and management.
2.Eight reasons why subordinates don't perform well.
3.6 classic views on the influence of managers on subordinates.
4.Liu Chuanzhi - the four steps of management.
Second, the method of leading the team
Influence**
1) Oral: ** with position and power.
Introduced:Why do you have the final say?
Case Study:Landlord village and peasant village.
Position power:The power of administration, the power of reward, the power of punishment.
2) Convincing: ** with relationships with experts.
Non-power:Charm, expert rights, and care rights.
Case Study:: Employee emotional building four.
One, five. 1. Six one project.
A strategy to build authority
1) Punish Liwei.
Discuss:Why did the company appoint me as a manager, but some people still didn't listen, found reasons at home and abroad, and didn't want to do it.
Case Study:: The supervisor of a company violated the leave regulations and was punished.
2) Reward small and win letters.
3.Grace and power are combined.
Discuss:Why do I often do things for my employees and speak for them, but instead of thanking them, they ignore me?
Case Study:Grace and power are combined.
The manager's art of leniency
Discuss:How to grasp the scale of leniency for employees.
1) Strict first and then wide.
2) Strict and lenient.
3) Strict at the top and wide at the bottom.
4) Near, strict, far, wide.
Two ways to convince people
1) Prestige. 2) Respect.
Case Study:Prestige vs Honor.
Employing strategies
1) Strong ability to feed horses in troughs.
2) Weak ability to feed pigs in the trough.
3. Praise
1.Praise is more likely to promote improvement in human behavior.
2.Praise is in line with the flowering effect.
3.Praise should be on the line.
The three-step approach to praise
1) Describe behaviors, data, facts.
2) Make a good impact.
4) Show appreciation and gratitude.
Case Study:The customer is temporarily changed, the subordinates take the initiative to undertake, and how to praise the excellent completion.
Case Study:A technician Lao Zhang rushed to the company from home in the middle of the night to repair the machine, how to praise?
Case Study:An old employee teaches a new employee very seriously, how to praise.
Case Study:The boss is very responsible for how to show up?
Case Study:The ppt made by the subordinates is very satisfactory to you, how to praise?
Knife test:Find a former subordinate who has done a good job and praise him with what he has learned.
4. Criticism
1.Distinguish between facts and opinions.
Practice it:Which of the following are facts and which are opinions.
2.Linked to the interests of subordinates.
Case Study:A certain subordinate was late twice this week, and what to say touched him even more.
Methods of criticism
1) Describe facts, behaviors, and figures.
2) Make an impact in the moment.
3) Long-term consequences if not improved.
Case Study:An employee puts good products on bad products.
Case Study:A clerk who counts the production capacity of his employees has reduced the output statistics.
Case Study:An employee failed to wear protective eyewear as required.
4.Criticism should be based on facts.
Knife test:Once one of your subordinates did something wrong, and you criticized him in the way he learned.
Lecture 12: Be a good subordinate and assist your boss
1. Your relationship with your boss
Case Study:Rising tides vs falling waters.
2. Etiquette for getting along with superiors
Case Study:Don't be contemptuous, don't leak, don't deceive.
3. The timing of reporting to the boss
Case Study:There are four opportunities for debriefing.
Fourth, let the boss do more multiple-choice questions and less Q&A questions
Scenario Walkthrough:Tickets for two.
5. What to do if the boss is wrong?
Problem Discussion:How to say "no" to your boss
6. How to be a good subordinate
1.Adapt your own style of doing things.
2.Subordinates' professional forbidden words.
7. Subordinates appreciated by superiors
Role walkthrough:Talk about problems from the boss's point of view.
1.How to calmly respond to criticism from your boss.
Role walkthrough:The right way to escalate your work.
2.Make it a habit to go from "reporting" to "reporting".
3.Learn to go from "creating problems" to "solving problems".
4.Talking makes people like and doing things makes people move.