I have been preaching "take me as the main, start from me", but I don't know where to start. In the process of continuous improvement, we should start from "don't talk about you, just talk about us", start from analyzing and finding problems together, start from actively trying to solve problems, and start from taking responsibility together. "Don't talk about you" means no prevarication and no wrangling; "Just talking about us" means active participation and action. By hanging the slogan "Don't talk about you, just talk about us" and implementing the idea of taking the initiative and doing it right away, the phenomenon of procrastination in Company A has obviously improved.
P404 pump is the key equipment that affects the operation of the whole production system of Company A, and it frequently stops for various reasons. In order to improve efficiency and realize stable long-term operation, it is necessary to extend the operation time of P404 pump. To this end, the production department and the maintenance department set up a special nursing team to contract equipment on the basis of the pilot. By analyzing the heat map of the equipment, clarifying the responsibilities of the participants, formulating the reward and punishment scheme and other measures, the interests of the participants were "tied together", the goal of "ensuring the long-term operation of P404 pump" was realized, and the internal friction phenomena such as buck passing were changed. Operators carefully adjust and carefully check the operation of equipment, and maintenance personnel check the operation of equipment every day. At present, P404 pump has been running continuously for 120 days, and ammonia synthesis system has been running continuously for 1 17 days (a record high).
Once you reach the finish line, don't be afraid of any difficulties.
In the past, when solving problems and promoting work, I was often stopped. It was almost enough to decide the start and end of work by feeling or experience. There is no scientific evaluation system. In the process of continuous improvement, once the main points or work objectives of rectification are determined, it is necessary to formulate tips including important information such as rectification content, time schedule and person in charge, and track the progress of rectification every morning and evening. If there is any delay, a written A3 report must be made to ensure that the problem is not solved and the project is not advanced on schedule. Only in this way can we ensure the timeliness and controllability of the work.
The output and consumption of unit B failed to meet the standard for three consecutive months, and the relevant personnel all thought that the main reason was weak market demand and insufficient production capacity. The Commissioner for continuous improvement thinks that this judgment is too subjective and one-sided and does not use advanced tools and methods for analysis. Under the insistence and leadership of the Commissioner for Continuous Improvement, the relevant personnel made a comprehensive analysis of the current situation by using tools such as full-value flow chart, problem tree and two-dimensional matrix diagram, and found out the key points that affected the output and consumption ―― insufficient leadership ability, low enthusiasm of employees, failure of performance appraisal to play an incentive role, insufficient product market development, and large range of business indicators, which led to large fluctuations in the system. In this process, we encountered some difficulties, such as uncooperative personnel, huge workload of collecting and analyzing raw data, and long implementation process. In view of these problems, we have taken measures such as replacing the person in charge, adjusting the management personnel and refining the operation points, and followed up and implemented them. A month later, device B created an efficiency of 654.38+10,000 yuan, and at the same time, through the performance appraisal, it promoted the mental outlook and work attitude of employees greatly.
3. Systematic management, tracking the whole process of continuous improvement and implementing closed-loop management.
3. 1 Senior leaders of the company actively participated.
Continuous improvement requires leaders to take the lead, devote themselves wholeheartedly, and all employees work together to achieve practical results. Company A has made it clear that the general manager is fully responsible for continuous improvement, and another deputy general manager is responsible for daily work. Four members of the company's leadership responsible for production and operation attended the monthly meeting, listened to the report, made decisions on difficult projects, and put forward requirements for the next stage of work.
3.2 Fully participate in training and work.
The company explicitly requires cadres at or above the division level to take the initiative to study advanced management courses and participate in quick-impact projects; All secondary units and offices must carry out quick-win projects and master tools such as eight-step method and A3 report. Nearly 6000 people were organized to study the advanced management course (video), and 749 people directly participated in the course teaching; Continuously improve specialists and internal trainers to actively train professional and technical personnel, including five-step operation transformation, effective communication, eight-step method, PPT format and content standards, and how to carry out operational projects. , a total of 425 people; Train more than 800 front-line workers.
3.3 Carry out the quick win project from point to point.
First pilot, then comprehensive, first production and operation, then auxiliary departments, actively seek improvement points, and carry out quick-impact projects according to methods and steps.
Continuously improve the operation and transformation projects of secondary units managed by the Commissioner. Work in key support units every day; Take turns to attend the morning and evening party of the unit in charge every day; Take turns to attend the weekly meeting of the unit in charge every week. The director of the company's continuous improvement office attended the project kick-off meeting and closing meeting of the secondary unit.
Quick-win projects are divided into five stages: preparation, diagnosis, design planning, implementation, solidification and perfection. When one stage is completed, it can enter the next stage, which is interlocking and cyclical.
In the preparation stage, it is necessary to form a team (including determining the location, team name, members, office facilities, etc. ), communicate with relevant personnel, collect raw data, grasp the situation and plan actions. At this stage, it is necessary to avoid the phenomenon that there is no psychological preparation and planning for the challenges faced.
In the diagnosis stage, it is necessary to diagnose the operating system, organizational structure, ideas and capabilities, and find out the key factors that affect performance. At this stage, it is necessary to avoid the phenomenon that the search potential is too conservative and the target is divorced from the actual production.
In the design and planning stage, it is necessary to make a tactical implementation plan, determine the required resources and identify risks, design a management framework to support the new operating system, and determine the corresponding ideas and behaviors to strengthen the new working methods. At this stage, when formulating measures, we should avoid empty slogans, unclear rights and responsibilities, and zero asset investment. In the implementation stage, it is necessary to achieve full participation, overall consideration, daily tracking progress, and coordination to solve problems. At this stage, it is necessary to avoid the phenomenon of turning operational transformation into wishful thinking of management and ignoring the participation of all staff.
In the curing stage, the new process should be improved and standardized to ensure the transition to continuous improvement. At this stage, we should pay special attention not to regard the operational transformation as a gust of wind, and then return to the original state after the wind passes.
In the process of project development, the continuous improvement specialist is responsible for progress tracking, method counseling, performance evaluation, etc. , to ensure that the progress and quality of the project are controlled; The director of the continuous improvement office of the secondary unit is responsible for the organization of daily meetings, the analysis and solution of difficult problems, personnel training and assessment, benefit accounting, etc. To ensure the smooth progress of the project; The liaison officer is responsible for submitting all kinds of statistical data on time and with good quality, and plays a connecting role in giving and uploading information; The project manager is responsible for project establishment, personnel mobilization and organization, analysis and solution of general problems, benefit calculation, award application and distribution, etc. To ensure the efficient promotion of the project.
4. Realize information management and grasp the work progress in real time.
4. 1 Design and develop an information platform for continuous improvement.
It includes five functions: organizational structure, rules and regulations, publicity and reporting, project approval and closing audit. Every user can master all the information of continuous improvement after logging in. Through this platform, tasks such as automatic recording, automatic distribution, automatic feedback and automatic assessment can be realized, which greatly reduces labor and improves accuracy and work efficiency.
4.2 Barrier-free e-mail communication
Real-time e-mail exchange and feedback can be realized by using intranet. E-mail can not only realize real-time communication, but also leave traces of communication at any time, which is conducive to data preservation.
5. Constantly improve all aspects of work with system norms to ensure consistent actions.
5. 1 Establish and implement the 1 1 system.
Since the implementation of continuous improvement, we have successively formulated and implemented Management Regulations for Continuous Improvement, Detailed Rules for Evaluation and Assessment of Continuous Improvement, Management Regulations for Assessment of Operational Transformation Projects, Management Regulations for Implementation Assessment of Operational Transformation Projects, Incentive Scheme for Quick-Win Projects in Operational Transformation, Management Measures for Internal Trainers in Continuous Improvement, Standard Procedures for Reporting and Awarding Quick-Win Projects and Standard Procedures for Information Reporting of Quick-Win Projects. There is a 1 1 system, such as the daily and weekly regular meeting system for operational transformation and upgrading projects, and the detailed assessment rules for continuous improvement personnel, which comprehensively regulates all steps of continuous improvement work and ensures that all work can be based on the system.
5.2 Standardize processes, methods and tools (data formats and meetings) to achieve standardization.
Continuous improvement involves many units and personnel. If the standards are not unified, the collection and summary of information will be a complex and inefficient work, which does not meet the requirements of modern management. Therefore, the company's continuous improvement office has formulated a series of standards.
5.2. 1 Define processes and standardize actions.
In order to ensure program optimization and smooth process, continuous improvement work follows the following process.
(1) Project application process.
Projects declared by the project team (controller: project manager)-continuous improvement office audit of secondary units (controller: director of continuous improvement office and contact person)-continuous improvement office audit of the company (controller: director of continuous improvement office)-continuous improvement office audit of the project review team (controller: heads of offices)-continuous improvement office audit of the company (controller: director of continuous improvement office).
(2) Project review process.
The project declared by the project team (controller: project manager)-the secondary unit conducts evaluation with the continuous improvement office (controller: director and contact person)-the company conducts evaluation with the continuous improvement office (controller: director of the continuous improvement office)-the project evaluation team conducts evaluation with the continuous improvement office (controller: person in charge of each office).
(3) Reward declaration process.
The project team (controller: project manager) submits an award application-the second-level unit (controller: director of continuous improvement office and contact person) reviews-the company (controller: director of continuous improvement office) reviews-the production department and the finance department (controller: head of each office) reviews-according to the approved benefits and awards, The company applies for holding the continuous improvement office award (controller: director of the continuous improvement office)-the secondary unit holds the continuous improvement office review (controller: director of the continuous improvement office, contact person)-and collects information and submits it to the Human Resources Department for award (controller: director of the continuous improvement office).
5.2.2 Establish and abide by meeting standards to achieve efficient meetings.
Time standard-secondary units hold weekly meetings every Thursday to summarize the work of the week and plan the contents of the next week; The company's continuous improvement office evaluates and checks all operational transformation projects every two weeks (usually every Thursday); The company holds a monthly report on operational transformation (usually on Thursday of the first week of each month).
Sign-in standard: all meetings and trainings must be signed in, and the sign-in form should be divided into columns such as personnel, actual personnel, substitute personnel and late time to ensure attendance.
Content standard-the code of conduct for playing efficient meetings before the meeting; The contents of the meeting are all made into PPT, and the layout, color, font and font size are unified.
5.2.3 Unified data standards to achieve efficient office work.
Four standard materials, such as eight-step problem analysis, project implementation tips, benefit calculation and reward distribution scheme, must be submitted when the quick win project is established.
Submit continuous improvement office logs and KPI indicators for each quick-win project every Monday to Thursday; Submit a weekly summary every Friday.
Send the first-level KPI summary table of the implementation project to the company leaders every Friday, so that the leaders can grasp the project progress in real time.
6. Innovative management methods
6. 1 performance appraisal reform
(1) sort out the indicators of the company's assessment of secondary units and determine 3-5 key indicators that affect the performance of secondary units. Divide the key indicators of secondary units into equipment, teams and posts, and set 3-5 assessment indicators respectively, so that everyone has indicators and a clear direction of efforts. Different positions set different assessment coefficients according to the work content and difficulty, and distribute them according to the total monthly bonus, which fully embodies the principle that more work is more rewarding and better work is different.
(2) Brewing the continuous improvement of Commissioner's performance reform and canceling the existing monthly bonus; The monthly work content is refined and the scoring system is adopted. The monthly bonus is related to the completion of work content, the quality of completion and the income of quick-win projects.
6.2 Curing of Results
(1) According to the incentive plan for quick-win projects in operation transformation, before the quick-win projects are implemented, set short-term goals and challenge goals according to KPI indicators. After the quick-win project is implemented, the financial benefits generated by the part whose actual performance value is higher than the baseline will be distributed in proportion: if the index exceeds the baseline but fails to reach the short-term goal, 5% will be rewarded; The incremental part of the index that exceeds the short-term goal but fails to meet the challenge goal is extracted by 10%; The incremental part of the index that exceeds the challenge target is extracted by 15%; And the reward will be accumulated upward according to the level of the target. The rewards extracted by the secondary units are distributed according to the pre-determined reward scheme (including reward scope and personnel coefficient).
(2) Select the best after evaluation: change the recommendation type to the scoring type, formulate assessment standards according to different types of personnel, rank by monthly scoring, and select commendation personnel according to the scoring situation. Such advanced standards can be quantified, and the first prize is truly awarded, and the selection process is scientific and fair.
(3) Reward for quick-impact projects: Since the implementation of continuous improvement, according to the economic benefits achieved, 646,5438+09,000 yuan has been awarded and 3,560 employees have been rewarded.
7. The focus of the next stage of work
7. 1 The concept of continuous improvement of company leaders and office heads needs to be constantly changed.
All employees consciously or unconsciously form two circles. One circle is employees involved in quick win projects. Their ideas change rapidly, and they master certain methods to create benefits. In a circle, are there any employees who have participated in quick win projects? They don't know about continuous improvement and don't want to know. They completely distinguish continuous improvement from their own work.
The concepts of company leaders and heads of government offices also need to be further changed. At present, there are few quick-impact projects declared and led by government offices, and the quality of implemented projects is poor, and the application methods and tools are not standardized, which is not conducive to the application of advanced management methods in daily work.
7.2 The company's continuous improvement team ability needs to be further improved.
At present, the continuous improvement team can independently carry out production and operation transformation projects, but other professional transformations, such as workflow optimization and performance appraisal reform, are not yet capable. Therefore, further study and training are needed to meet the needs of continuous improvement.
7.3 The company's middle-level and above cadres need to further improve their abilities.
It is necessary to further train middle-level and above cadres in the company for continuous improvement, focusing on initiative, service, communication skills, tools and methods.
Continuous improvement is not only a job, but also an idea. All employees of enterprises should actively learn methods, change their ideas quickly, adhere to the participation of all employees, and constantly improve. Only in this way, enterprises can always maintain their vitality and remain invincible in the cruel market competition.