How can Shenzhen lean management enterprises arrange front-line team leaders to do daily work management well?

Generally speaking, the team leader should arrive at the site at least 15 minutes before the scheduled working time for on-site observation and work handover, mainly from QCD: Q (quality), c (cost), d (delivery date) and 4M 1E: people, materials, machines and methods.

Second, class management

During this period, the most important content of team management was concentrated. It is necessary to track the field objects, confirm the quality, manage the progress, handle the changes in time when found, and promote the improvement of operation, that is, implement field control. In class management, the team leader should pay attention to the following points:

1, briefing

Usually, at the beginning of work, all members should have a 5- 10-minute pre-shift meeting to confirm attendance, summarize the work on the first day, arrange the work and personnel deployment on that day, and conduct work guidance and personnel education.

2. Production confirmation

Employees take their positions and start to work, and the team leader enters the next process to confirm and check the implementation of production arrangements on site, mainly including:

① Whether the product model produced is correct;

(2) Whether relevant personnel know the production quantity on duty;

③ Whether the on-site materials are in place;

④ Whether the equipment is normal;

(5) whether to comply with the process conditions and operating standards.

3. On-site inspection

After the team members enter the normal production state, the team leader should conduct irregular on-site inspections, keep abreast of various change points, and find problems predictably. Take timely measures to deal with the abnormal behavior of employees and the abnormal state of the site to ensure the smooth progress of production. Quality and progress are the key points of inspection.

4. Technical guidance and business improvement.

After the inspection, use the flow time to provide technical guidance to unskilled team members, improve some difficult problems and promote performance improvement. If you need help from people outside other departments or teams, you need external coordination.

Third, after work

After work, the focus is to summarize the day's work, fill in relevant reports, record the achievements and related information of production, quality, employee attendance and efficiency, and provide reference for the next round of work plan. Handover with the next team is an important work after work.

It should be noted that many of the team's work is done in their spare time, such as communication with team members, design of operation improvement scheme, statistical work, quarterly summary and so on. And there is a lot of work interspersed in the above specific links, such as employee motivation, technology and management innovation.

The day's work of the team leader shows the routine work procedure. Due to the expansion of power and the change of management environment, the leadership of modern teams and groups goes far beyond this. From the overall work of the team, team management also includes organization management, site management, information management, cost control, innovation management, employee emotion management, incentive management and so on. Team leaders need to do it with heart, so as to promote the upgrading of team management.

As the leader of a grass-roots team, if the team leader doesn't know these management knowledge, he won't use management tools. In the daily team management, no matter how big or small things are, he will fall into the complicated daily work of the team. Team leaders are not like managers, but more like "slaves" of the team. If team leaders can understand that management is a process of "borrowing", there will be no self-exertion or even thankless work. Therefore, management knowledge is what team leaders must learn, and the key lies in correctly understanding its meaning and guiding practice.