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2013年,东方电机有限公司工会按照党政要求,牵头制定《班组建设三年规划》,启动了精益班组建设。通过引入精益思想和方法,实施KPI绩效目标管理,搭建班组长成长管理体系,实行“六型”五星达标创建,取得显著效果。一、强化宣贯,使精益思想成为习惯精益班建推行之初,阻力较大。班组长、员工普遍认为搞精益班建,实施班组KPI绩效管理,不仅增加了工作量,而且还要硬碰硬,得罪人,有畏难情绪。我们借助内部媒体广泛宣传精益思想,培养精益理念;组织多批次、各层级的交流会、座谈会,统一认知;组织领导、班组长到优秀企业学习,对标找差。多措并举,我们实现了领导、员工思想从“要我做”到“我要做”的转变,精益管理成为各级领导、班组长和广大员工的行为习惯。
In 2013, the trade union of Dongfang Electric Machinery Co., Ltd. took the lead in formulating the “Three-year Plan for Team Building” according to the requirements of Party and government and started the construction of Lean Team. Through the introduction of lean thinking and methods, the implementation of KPI performance management, build team leader growth management system, the implementation of “six ” five-star standard to create, and achieved remarkable results. First, to strengthen publicity, so that lean thinking has become a habit Lean Baoding implementation of the beginning of a larger resistance. Team leader, staff generally think engage in lean team building, the implementation of team KPI performance management, not only increased the workload, but also hard-hits, offended, with fear of emotion. We use the internal media to publicize the lean thinking widely, cultivate the concept of lean; organize batches of various levels of exchanges, seminars, unified understanding; leadership, team leader to outstanding corporate learning, the standard difference. Taking measures to make every move simultaneously, we have realized the transformation of leadership and staff thinking from “wanting me to do ” to “I want to be done ”, lean management has become the habit of all levels of leaders, team leaders and employees.