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At present, there are many problems in team management in many factories and enterprises: ideas, objectives and methods are implemented at the team leader level after being discussed by superiors, but because the team leader has the ability or fails to implement them seriously according to the ideas of superiors, there are many mistakes and omissions in the implementation, which makes people dumbfounded.
This shows that it is not difficult to be a team leader, but it is not easy to be a good team leader. Here, I summed up some experiences and understandings of team leadership and team building. Of course, the above are just some experiences and suggestions. Management is a university question, how to use it specifically and what kind of effect to get depends on the experience of the top management of the factory and enterprise.
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In the process of implementing team management, we must first understand the role and position of the team leader in the company, what authority he has and the norms, rights and obligations of his role. Accurately grasp the three positions of the team leader: the position of the subordinate representing the operator, the position of the superior representing the producer, and the position of treating the direct boss, which not only represents the position of the employee, but also represents the position of the superior assistant. If the team leader is not clear about this norm, how many rights, obligations and responsibilities he has, and what role he should play, then he cannot play the role of team leader.
In the process of team building, the team leader should lead the team and complete the task on time and in quantity. This involves the following or more factors.
1. In team management, it is necessary to arrange team tasks according to production tasks, allocate personnel in pre-shift and pre-shift, distribute materials, manage employees' attendance and emotions, control the hygiene at the production site, and place materials according to 7S. It is very important to help the team make the whole process smooth (that is, team spirit), reflect problems to superiors and provide suggestions. Doing well in these aspects can shorten working hours and improve product quality.
2. Continuously optimize the operation and deployment of production site personnel in team building. As the saying goes, people are more powerful. If the effect of ten people is the same as that of fifteen people, why not transfer the extra five people to other processes to exert their heat? This not only saves manpower, but also reduces management and cost
3. In terms of optimizing the production process of team management, such as brushing your teeth in the morning, squeezing toothpaste when the cup is filled with water, squeezing toothpaste when the water is full, and starting to brush your teeth; Another way is to squeeze toothpaste, then take water from a cup and brush your teeth when the water is full. We can see which method saves more time. If this theory is applied to production and the operation of each working procedure or personnel is optimized, although it only takes a few seconds, it can improve efficiency and save costs in long-term mass production, which requires not only the monitor to have a flexible mind, but also to analyze the process, think about problems and improve them.
4, quality is power, in the process of team building, as a monitor has the obligation to guide and train employees, so that the quality control of employees from passive to spontaneous. Train employees' on-site skills, so that every employee can clearly understand the work and understand why and what is the purpose. Compared with large-scale training, this kind of training is more flexible and targeted, which can improve the quality and field effect of individuals and the whole team.
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"People-oriented production" should not be just a slogan, but should be truly implemented. Therefore, to implement the team building work well, all departments need to supervise and cooperate with each other. Especially for employees in dangerous positions, not only pre-job training, but also on-site safety and skills are inseparable from the training and supervision of team leaders. The other is to check the equipment before the shift, report the maintenance of the faults in the shift in time, and supervise the employees to operate in strict accordance with the procedures to prevent all burning.
Some team leaders always can't get through to their employees, or employees are very resistant, which not only delays work but also can't improve efficiency. Why is this happening? The analysis can probably draw the following conclusions: first, one's own position is not firm enough, which is easy to make people change their minds and do things vaguely, leaving subordinates at a loss; Second, their own quality and management ability are not strong, and the monitor is not like the monitor. He does things with a sense of loyalty or bureaucracy. In addition, I muddle along and like to fight, so the monitor either makes the scene smoky, the employees talk back or the management of the company is gradually paralyzed; Then there is whether the monitor is fair in doing things and whether he cares about understanding employees in his work and life.
These points seem simple but difficult to do, because not only excellent quality is needed, but also all aspects of interpersonal communication are involved. As the saying goes, if you respect others one foot, others will respect you one foot, which is the same in your work and life. Everyone respects each other, so we must be firm when we stand firm, and we can secretly give directions by giving each other space. As long as the employees obey your arrangement and finish the work on time and with good quality, you are a good monitor. Although some people will disagree, everyone has his own interests, so we might as well laugh it off.
Self-improvement is not only a requirement for the monitor, but also applies to employees, managers and even all team members. Management technology is constantly updated and improved, so is the individual. Nowadays, many managers keep diaries with many typos, so they need to constantly improve their knowledge and ability. The overall level of a company's team leadership level is also directly related to the company's profit, production schedule and product quality. Employees are the "wealth" of the company, and the team leader is the most direct driver of these "wealth". Only in this way, can the whole enterprise maintain its sustained and vigorous vitality.
Doing a good job in team management requires team leaders to have professional skills, communication skills, the ability to find and solve problems, and the ability to control themselves. The management mode of each enterprise is different. Only by exploring management ideas that are more suitable for enterprise development according to enterprise scale, production and operation mode and enterprise culture can we better serve enterprises.