At present, most domestic enterprises regard the cultivation of team leaders' management skills and professional quality as an all-round team building activity. Even some enterprises have made team building an "image project"-"give training courses to several team leaders, make several billboards in the team garden, draw several lines for fixed management, conduct several performance evaluations for team employees," package "several English-style team leaders for publicity, and summarize several team building experiences for promotion", which means that team building is done well, leading to "speaking at the meeting".
The author has been to many central enterprises to give lectures and investigated the team building of these enterprises. Although these enterprises promoted the establishment of "five-type teams" and "learning teams" as early as a few years ago, they did not have a complete team building system, and they were basically going through the motions.
Although domestic enterprises, such as Haier Group, have put forward their own methods and experiences worth learning from other enterprises, and the author has visited Qingdao Haier many times, the systematic and comprehensive team building of Haier still needs to be improved.
So far, there is no complete and systematic monograph on enterprise team building in China. Even though there are many books on team building in the market, they are basically parroting and lack practicality and effectiveness.
So, what is a comprehensive, systematic, appropriate and effective team building model? Combined with many years of team management and team building experience, the author briefly talks about his three views.
First, to do a good job in team building in enterprises, we must first distinguish the contents of the popular team leader training courses from the contents of team building. The main content of the training course for team leaders is to improve the management skills and professional quality of team leaders, such as daily operation ability, on-site management ability, on-site improvement ability and team management ability, while the main content of team building is to form an institutionalized and standardized management system to make the team management system standardized and scientific.
The second point: to do a good job in team building, the goal of team building must be clear. In the course of "5+6 Excellent Team Building Technology"-"Building Five Teams and Building Six Fields" developed by the author, the goal of team building is defined as follows: "The highest goal of team building is independent management and innovation. The innovation of employees is the most valuable asset of the team. Not knowing how to use employees' mental resources is the biggest waste of the team. Activating the improvement wisdom of employees is the core competitiveness of the team. Through the construction of team system and the improvement of team site, the "concept innovation, technology innovation, management innovation and process innovation" within the team can be realized. Successfully created a' five-type team' with skills, management, innovation, harmony and benefit, and created a' visual, standardized, stupid, dynamic, humanized and active' team scene. "
A few months ago, in the class of "5+6 Excellent Team Building Technology-Building Five-type Teams and Building Six Chemical Fields" held in various provinces and cities across the country, there were always many people who questioned the "independent management innovation" of team building and thought it was too difficult to achieve, and some even simply said it was an unrealistic slogan.
1954, Drucker put forward "management by objectives and self-control". He believes that it is not the work that has a goal, but the goal that can determine everyone's work. The goal of Haier's team building is "one person, one person, and all employees manage themselves under the constraints of the system". The highest goal of management is self-management, and the highest realm of self-management is independent innovation. But can employees really manage themselves? There is a saying in Buddhism that "compassion is evil and convenient for filth". If employees are allowed to manage themselves without any constraints, the whole team will be in a mess. We should understand "self-management" as self-management under the constraints of objectives, performance, system and rewards and punishments.
The author often divides self-management into the following four stages: Legalism (using systems and rules to restrain employees' bad behavior), Confucianism (teaching employees the truth of being a man and doing things), Mohism (managers use kindness and encouragement to boost employees' morale) and Taoism (only at this stage can we govern by doing nothing and manage independently).
It is an inevitable development process to implement compulsory management first and then gradually transition to independent management. We must effectively combine team vision, target management, performance appraisal and employee motivation in order to fully implement the team building work of enterprises.
The third point: to do a good job in team building in enterprises, it is necessary to clarify the system of team building and the specific contents and standards of team promotion on the spot. In the course "5+6 Excellent Team Building Technology-Building Five Teams and Building Six Fields", the author summarizes team building as "six management" of team building. They are "one center: team building centered on employees' self-management", "two foundations: team building based on standardized operation and employees' self-improvement", "three-point method: team building with KRA method, Ola method and OEC method as implementation methods", "four talents: team building with knowledge of technology, operation, programming and teaching" and "five teams: fine skills and teaching"
The "one, two, three, four, five and six" model of team building puts forward clear and systematic requirements for the system construction, talent training, team building, on-site promotion and benchmarking team building of enterprise team building. In this article, due to the limitation of space, the author only briefly talks about the following four items:
(1) The establishment and improvement of the daily liquidation system is the key to team building in enterprises. The daily liquidation system is mainly divided into three parts: The first part is that enterprises need to formulate the job descriptions of team leaders according to the process, performance and daily liquidation. The biggest difference between this job description and the traditional job description is that it is necessary to clarify the assessment criteria of "what to do, how to do it, when to do it, how long to do it, to what extent, and whether it is done well" for team leaders and employees. The second part is that enterprises need to formulate the standard table of team daily liquidation control, and clarify the contents of team daily liquidation control, such as pre-shift meeting, pre-shift preparation, in-shift control, after-shift summary, handover management and other implementation standards; There are also implementation standards of quality, efficiency, cost, equipment, safety, technology and labor discipline. The third part is that enterprises must formulate and implement reward and punishment standards for employees who meet the standards after Nissin, adopt an immediate incentive system, and timely announce the assessment status and salary status of employees.
(2) the implementation of team standard operation is the basis of team construction. In my previous training and consultation, I found that most production managers have a superficial understanding of standard operations, and they unilaterally believe that standard operations require employees to operate according to SOP standards. Standard operation should be divided into two parts: operation standardization and standardized operation. Operation standardization is by no means writing the existing practices of enterprises into SOP. The author of Operation Standardization classifies it into "four elements", "five contents" and "six steps" (not detailed here). Only through these steps can we improve irrationality, put an end to waste, and truly be called operation standardization. Therefore, we often say that "there is no standard without improvement, and there is no improvement without standard".
Standardized operation requires employees to operate according to standards, but the problem is that most employees in enterprises do not operate according to SOP standards, and employees turn a blind eye to SOP standards, making SOP useless. The fundamental reason for this phenomenon is that the person who wrote the SOP did not implement the "three realities" (site, existing things and reality) and did not let the foreman, technician and team leader of the production site participate in the formulation, revision and evaluation of the standards. When I was engaged in on-site improvement consultation in Shandong Electric Power Company of State Grid, I actively encouraged front-line employees to write SOP operation standard books. It turned out to be very effective. Field workers can know how much waste their work is and expose their weaknesses by writing standard operation books in person. In this way, you can better understand your work and improve your work.
Standardized operation plays an important role in enterprise team building. Only by doing a good job of standardization can enterprise management be standardized, standardized and refined. Only by doing standard work well can we build a team with excellent technology and management in place. In the process of implementing standardized work in team building, enterprises must fully combine "IE seven methods, OJT method, OPL method, SIP, process control standards and employee self-improvement". Only by doing these things well can we really do them well, do them carefully and implement them into standardized operations.
(3) Talent cultivation is the core of team building. In team building, it must be clear that "only relying on classroom theory is"
If we can't cultivate talents, solving practical problems can make people grow best. "Production is educating people-talent training is based on production.
Through practical training. Therefore, the practical application of tools such as "standard operation, OJT, OPL, IE, QC" in team training is particularly important. In addition, the cultivation of team leaders and employees' professional quality also needs to be exercised and improved in practical work, such as team spirit, communication ability, motivation ability, execution ability and so on.
To put it simply, there are four final evaluation criteria for talent cultivation in team building: first, what is the proportion of skilled workers (such as junior technicians, intermediate technicians and senior technicians); Second, what is the proportion of all-round workers in the team; Third, what is the proportion of four talents (junior four talents, intermediate four talents and advanced four talents) in the team? Fourth, the status quo of the team's six-step upgrade and acceptance.
Of course, the above four evaluation criteria are to formulate systematic, adequate and appropriate evaluation criteria, and the establishment of these evaluation criteria is the most important thing in the scientific and standardized team talent training, so I don't need to say more here.
④ Creating a first-class production site is the soul of team building. "5+6 excellent team building technology" puts forward a team building model of five-type team and six-level team. In the team-building activities, many enterprises have not made clear the conditions that excellent teams need in the production site, the management skills and professionalism that excellent team leaders need, and the characteristics and selection criteria that benchmarking teams need. Here, the author only briefly introduces the conditions that the benchmarking team needs at the production site.
The team's "six-transformation site" can only represent part of the characteristics of the benchmarking team's production site, not all of the benchmarking team's production site. When this enterprise is engaged in team building, it always thinks that if the visualization and cleanliness of the site are done well (referred to as 6S here), it will have the characteristics of the first-class team production site. In my opinion, these are only the necessary conditions for benchmarking the production site of the team, and they cannot prove their Excellence and can become a model and benchmark. The author believes that the production site of benchmarking management team must have at least the following three items:
1. Establish an improvement team within the team to continuously improve the waste and abnormality of the team site by means of independent improvement and project improvement, and show the improvement results with data and images.
2. Committed to the visual management of process, operation and management. Such as production abnormality visualization, target state visualization, work content visualization, object positioning visualization, employee motivation visualization, etc.
3. "Waiting for no one, no delay" at the handover site. This article is very critical and is an important verification standard to measure the management level of the team's production site.
It is not easy to do the above three things well, especially to "wait for no one, do not delay." It involves all aspects of production management, and to achieve this goal, we must start from the origin of production operation.
The author once consulted a well-known domestic enterprise. This enterprise selects ten benchmarking teams every year, and the ten benchmarking teams are also divided into qualified teams, excellent teams and excellent teams. The selection of outstanding individuals in the team includes quality star, cost star and output star. But when I went to the production site to check the production status of these ten benchmarking teams, I found that many team employees were busy and idle, and the production line was extremely unbalanced, so the production efficiency could not be guaranteed.
This alone can deny the honor of the benchmarking team. The purpose of team building activities is by no means to show off. There is only one central idea, that is, completing production tasks on time and with good quality through team building, and achieving cost reduction and efficiency improvement within the team. This is an unshakable goal for anyone.
In the process of team building, every employee should know and understand the level that the benchmarking team should reach at the production site, otherwise the employee will become a random and aimless skill robot, which is harmful to employee growth and team building.
In the final analysis, team building is a kind of continuous improvement thinking of all employees who "unlimited develop human potential". In team building, "employees must be treated as people". People are smart and there is no end to their wisdom. In team building, we must use various incentives to let employees make suggestions. We often say that "employees who are squeezed out are not motivated for a long time, and only what employees agree with can last." When employees put forward rationalization construction, they began to gradually understand, recognize and accept the practice of team building, and then produced strong execution.
Team building depends not on "one extraordinary person" but on "one hundred ordinary people". If one person advances 50 meters, 50 people each advance 1 meter is better.
In recent years, when I was engaged in training and consulting on team management and team building all over the country, many enterprises showed strong interest in team building. The leader of Air Force 572 1 once said to the author: "Only by institutionalizing and standardizing the ideas and methods of team building can we achieve team P (efficiency) Q (quality) C (cost) D (delivery) M (morale).
These words are undoubtedly quite correct. I look forward to some ideas and practices in this paper, as well as the training course and consulting system of "5+6 excellent team building technology"-"Building five teams and building six fields", which will be beneficial to the team building of your enterprise.