How to judge whether a person is happy or not? There are two criteria:
1, the first rule is to wake up every morning, do you really have to go to work? If you really want to go, you will be 50% happy.
The second criterion is whether you really want to go home early after work every day. If so, you are 100% happy.
3. Who is the most painful person? I wake up every morning thinking: I wish I didn't have to go to work today. Do you want to go at last? Want to go.
I wish I hadn't come home after work today. Do you want it back in the end? Go back.
So, first of all, have fun at work. But it is not easy to be happy in the factory, because working in the factory is very hard, so to be happy in the factory, besides adjusting your mood, you must learn some methods. If many problems cannot be solved, you can't be happy if you want to be happy.
PDCA cycle is the simplest and most effective method. Everyone who works in a factory has an experience that it is not easy to do simple things well. For example, 5S is simple to say, but few companies really do it well. An enterprise is an excellent enterprise as long as it completes 5S.
PDCA is also a very simple thing, easy to understand, but difficult to use. 5S, like PDCA, belongs to something that is easy to understand, difficult to do and difficult to adhere to.
The origin and definition of PDCA cycle PDCA was first put forward by American quality management expert Deming, so it is also called "pdsa". He is an American quality expert. After he put forward this quality management system in the United States, he went to Japan and was not reused, so all quality management in Japan began with Dr. Deming.
The content of PDCA is as follows:
P (plan)-plan
Execute the death penalty
C (check)-check
One (Action)-Action
Deal with the results of the summary inspection, affirm the successful experience and appropriately promote and standardize it; Summarize the lessons of failure and put the unresolved problems into the next PDCA cycle.
Plan everything first, implement it after the plan is finished, check it in the process of implementation, and then improve, implement and improve the results of the inspection, so that the problems that have not been improved will enter the next cycle and form a PDCA cycle.
Among the four elements of PDCA, what is the most important thing for factory management cadres? Both are important.
Case 1
A priest was preaching in a church and talking to a student: Do you know the difference between a public security bureau and a religion? The students asked how these two things could be compared and different. The priest said: the public security bureau took measures only after evil sprouted, blossomed and borne fruit. But religion is to stop the evil tree from sprouting before it does. Because religion exhorts people to do good.
Do you want to study religion or public security bureau when you are in management? ?
What PDCA can avoid in these four aspects is planning, because when planning, we consider what may happen and what may not happen, and how to avoid problems if they happen, so planning is very important.
What we find immediately after the problem occurs is inspection, which enables us to find the problem after the problem occurs and before it becomes obvious, so planning and inspection are very important.
P and C are very important for managers, but for workers, execution is very important. Therefore, as a management cadre, what we do every day is to make plans, and we may not necessarily write them out.
Let's do one thing and think about how to do it.
What if something goes wrong?
Is this the plan?
So who will carry out the plan after it is made?
Let employees carry out it. When employees perform, we check. If problems are found in the inspection, let the employees leave. P and c are more important here. As a management cadre, you must always keep an eye on P and C, so every day at work, you wonder if I have any plans today. Did I check today? Yes, it means that you are qualified to be a cadre.
If what you do every day is what you do, you are not a cadre, but a super employee. If you do, who will check it? Who will plan it?
"Four Stages" and "Eight Steps" of PDCA Cycle
Eight steps of PDCA cycle: finding problems, finding reasons, finding main reasons, making plans, implementing, checking, summing up experience, putting forward new problems, and then entering the next cycle.
Each of us can do a small cycle of PDCA, each team has a middle cycle, each department has a middle cycle, and the whole enterprise is a big cycle, so everyone and every department can do PDCA.
"How can I grow into a management cadre? And not bad. What's your experience? "
Answer: "There is only one experience, doing PDCA every day.
How to do PDCA every day? Every morning when I walk into the office, the first thing that comes to mind is what I am going to do today.
What is my main job today?
What should I mainly check?
What is the main plan?
Where is the most prone to problems?
Where are people most prone to problems?
When they think it over, they can arrange the work and let them do it.
Let the Ministry do the layout work, and I will check it in the process. Where can I check it? Assuming that this place is the most prone to problems, I often visit this place. I'm afraid something will happen to this man, so I'll keep an eye on him. Every night after work, summarize how PDCA is doing today and whether there is room for improvement.
Do PDCA every day, ask subordinates to do it, ask every section chief and every manager to do it. Give each of them an A4 piece of paper with four squares written on it, and let them think about what P did, what D did, what C did, what A did, and write a few words on that square every day. What did you do? You can't repeat it every day. If you repeat, you won't make progress.
So, please get into the habit of PDCA cycle every day. It's a personal PDCA Get up in the morning and think about what to do today. What are the main points of management today? What's the point? Where is the most prone to problems today? Where to check today? What progress have you made today after working every day?
Similarly, a department's PDCA is very helpful to the progress of the department. The PDCA of the enterprise is also very helpful to the enterprise.
PDCA cycle has four obvious characteristics.
1. Repeat.
The four processes of PDCA cycle are not completed at one time, but repeated. When a cycle ends and some problems are solved, there may be some unsolved problems or new problems, and then the next PDCA cycle is carried out, and so on. ? The experience of doing business is: standardization is to formulate some procedures and standards and constantly improve them; Constantly discovering and solving problems, and doing these two things well, the whole factory management will be smooth. ?
Many factories are poorly managed because:
Standardization is not done well, and the simplest tool for standardization is 5S, because 5S trains employees to have literacy, and employees can do it according to standards.
Find problems and solve them. When 5S and PDCA are completed, the factory will be well managed. If these two can't be done well, the factory will not be managed well. These two are the simplest, but both are the most basic things. Then, PDCA can help us find and solve problems.
? 2. Big circle and small circle
Similar to the planetary gear train, the relationship between the whole operating system of a company or organization and its internal subsystems is an organic logical combination of big rings and small rings. ?
Step 3: Stand up.
PDCA cycle is not a cycle that stays at a level, and the process of constantly solving problems is a process of gradually improving the level.
4. Statistical tools
Statistical concepts and processing methods of PDCA cycle application science. As an effective tool to promote work, find problems and solve problems, typical models are called "four stages" and "eight steps".
Eight steps of PDCA cycle
1. Analyze the current situation and find problems.
Before making a plan, analyze what the current situation is like. What's the problem? Can analyze quality problems, delivery problems, safety problems and efficiency problems. The first step is to find the problem, just like a doctor.
2. Analyze the influencing factors
The first step is to take the pulse, and the second step is to finish the pulse and analyze the influencing factors in various problems. At this time, many methods can be used, such as fishbone diagram, 5W2H, 4M (man, machine, thing, law) and so on. What are the factors when analyzing with these methods? ?
3. Analyze the main factors
After analyzing all the analysis factors, let's analyze what the main factors are. Every problem has several main factors. For example, there are ten factors that affect the problem. According to the 28 principle, there are probably two or three main factors. Only by finding the main factors can the problem be completely solved. If the main factors cannot be found, the problem cannot be solved. ?
Step 4 take measures
After analyzing the main reasons, take measures against the main reasons. When taking measures, we should consider the following questions:
Why should this measure be formulated?
Why should this measure be formulated?
What is the goal to be achieved?
Where to do it?
Who will do it?
When will it be finished?
How?
This is 5W 1H:
Why is the first w? Why are you doing this? That's all that matters. Why should this measure be formulated?
What is the second w? Where are we going? What are we going to achieve?
Where is the third W and where is it made?
Who is the fourth W and who will be in charge?
The fifth w is When. When will it be finished?
There must be a start time and an end time, and each goal must have a deadline. A goal without a deadline means no goal.
How, how did the last H go?
These 5W 1H should all appear in our plan, and these five issues should be considered.
Now someone adds another H, which is 5W2H. How come? How much will it cost to do it?
If the plan is good, but the input-output ratio is not necessarily cost-effective, so we should consider how much it will cost every time we do a PDCA cycle. How come? Many, the so-called financial quotient, which is very popular now, has a concept of cost in doing everything.
Step 5 perform
It is to do it according to the requirements of the action plan and start to implement it. The implementation generally requires employees to implement it.
6, check
Compare the implementation results with the required goals.
Watch industry tourism
There is a kind of kanban management. For example, there are10,000 components on the assembly line today. Then, how many are there from eight to ten, from ten to twelve, from two to four in the afternoon and from four to six? One is the planned number and the other is the actual number. This is an inspection.
The purpose of the inspection is to see if the process we implemented is effective.
If you have problems to check, you should set goals in stages when making plans. If there is no stage goal, how to check it? If this thing is completed in one month, you must say where to go in the first week, where to go in the second week and where to go in the third week. Without this, there is no way to do the examination.
Therefore, the plan must be formulated in stages, even every day and hour, and there must be goals. Only in this way can we check. Without this goal, there is no way to look it up. After the inspection, compare it. ?
7. Standardization
Summarize successful experience and formulate corresponding standards.
8. Unsolved or emerging problems.
Go to the next PDCA cycle to solve it? Every problem can't be solved in a PDCA cycle, sometimes it can be solved once, and sometimes it may take several rounds. The same is true of seeing a doctor. The best way is to keep yourself healthy and not to see a doctor. In other words, it's best not to go wrong. Sometimes, there are problems that can't be solved once or twice.
How to make a plan/decide how to achieve the goal;
1
Determine goals and objectives
1, clarify the situation of the problem (matter), so as to grasp the status quo;
2. Consider the objectives or policies of superiors;
3. Predict the changes of future conditions or conditions (internal and external) and master possible problems;
4. Distinguish between the final goal and the current goal;
5. How to evaluate whether the goal is achieved;
6. The goal can be quantified;
7. Diversity objectives must be listed in order of priority;
8, pay attention to the goal can't conflict with the company or superior.
2
Decide on the way to achieve the goal
1, find out the causal relationship
2. Collect 4M, time, funds, places and other information;
3. Sorting, analyzing and judging data, and mastering important factors;
4, according to the key or important factors, thinking about the plan to achieve the goal;
5. Multi-angle evaluation and selection of the most suitable scheme;
6. Make a plan, including 5W2H.
How to implement education, training and work implementation in the workplace, collective education or one-on-one practical exercise?
Case 3
A foreman on the construction site knew that the water pipe was leaking and buried one meter underground. He wanted to find out the leaking water pipe, so he took a worker out. The worker is holding a hoe. He drew a circle there and told the workers to dig a pit one meter deep. When he saw it, there was no water pipe and he made a mistake. Draw another circle here, saying that the workers dig one meter deep and the workers dig another meter deep. There is still no water pipe at first sight. In the third place, another circle was drawn. The worker shook his hoe and said, "You are crazy, you are not normal. Dig a hole in the east and a hole in the west. Don't dig, you dig! "
Don't just tell him how to do it, let him understand the significance, inevitability, basis and reason of doing it, thus inspiring his sense of responsibility and mission.
How to instigate?
1. Systematize education in the way of 5W2H.
You can also conduct education and training in the way of 5W2H, that is, tell him why he wants to do so. Do what? When will it be finished? Where to do it? Who will do it? How come? How much will it cost? These things can also be told to him.
2. Stimulate subordinates to generate (intrinsic) motivation to encourage their enthusiasm for work.
You tell him that you can stimulate some internal motives of subordinates and he will have enthusiasm for work. Of course, it is also important to make employees feel relaxed and happy. How can we do it well when everyone is unhappy? Therefore, education and training also have this rule, telling them to work if they are happy and work if they are unhappy. Just be happy, which is what education and training should do.
3, cooperate with personnel and units must be fully educated.
After the training, it will be implemented. When executing, you must clearly tell your subordinates the will to execute, that is, how to do it, that is, the orders should be firm and not vague. At least let him know that this must be done, and this can only be done by gradually forming a corporate culture. ?
4. Work implementation
The supervisor must clearly convey the will of "execution" to subordinates and colleagues, and the order should be completed at one time. Don't add more afterwards, or change frequently. If the implementation process is difficult, the supervisor should not lose heart. In addition to in-depth review, he should also actively encourage his subordinates to properly authorize the collection of relevant data.
Case 4
How do many leaders teach their employees?
You do the first step first, and then come to me for instructions after you finish the first step. I'll tell you the second, third and fourth steps. This is a very inefficient method.
When discussing his own experience, a business leader said: He found that his subordinates were too inactive, kicking their ass would move, and if they didn't, they wouldn't move, which made him very angry and completely irresponsible. Later, he slowly looked back and found that the reason was his own. He arranged his work in this way, fearing that he knew too much to remember.
Later, after discovering his own problems, he changed his approach, told him all the tasks at the first time, and then told the employees: If you do well, I will help you celebrate, and if you don't do well, I will be responsible for you.
If you tell this to your employees, they will certainly do it seriously. ? If you encounter difficulties, subordinates will report: "report to the leader, what should I do if I encounter difficulties?" Give up. " At this time, we must cheer him up. Remember, the supervisor must say encouraging words in front of his subordinates, not negative words.
Some enterprises have even made a rule: all supervisors are not allowed to say negative words in front of their subordinates, and once they are found out, they will be removed from their posts for investigation; Because we will inevitably encounter difficulties in the process of implementation, what subordinates need most at this time is confidence and encouragement.
5. How to check
Through investigation, make clear the problem and catch the reason of unreasonable deviation. Through inspection, observation, measurement, inspection, confirmation, analysis and judgment, the plan can achieve its goal as scheduled.
Case 5
If we ask employees to do equipment maintenance, we must first make an equipment maintenance form, and then black it out or tick it after it is finished. Some projects are once a day, some projects are once every three days, and some projects are once a week. Do employees check carefully every time they finish? Is there any fraud? Yes How to avoid false behavior? Check. ? There are three inspection methods now, which is the best?
1, the first one? Periodic inspection
2. The second one? Fixed number of regular and irregular inspections
3. the third type? Irregular and indefinite number of inspections
Which is the best?
The third is the best.
Why?
Those who have checked before, check it three times a month, and check it for the last time on the 25th. After checking, he knows he won't do it again, so he'd better do it from time to time. I don't know when to come for an irregular inspection. I don't know how many times I checked.
Make a purposeful and focused tour of the site. If the inspection process is different from the plan, it is best to investigate the reasons quickly. Because of the inspection, the subordinate supervisor (monitor) is responsible for important factors or events that have not been done before, and the superior supervisor (monitor or above) can check the results regularly with data. When the actual performance of the test results is different from the plan, it is necessary to thoroughly investigate the abnormal reasons in the process, trace the source, and objectively and honestly find the potential reasons.
How to deal with it and how to prevent it from happening again.
There are two kinds of disposal items:
The first is to take emergency measures immediately when problems are found and solve them;
The second is to prevent recurrence. Many people just solved it and didn't worry about it happening again.
We must ensure that it won't happen again. At this time, we will make a small PDCA cycle, analyze the reasons, make plans, implement and solve them. Every time there is a problem, we must find out the reason so that the problem will not happen again. Is valuable, otherwise this kind of inspection and improvement is worthless. Therefore, measures to prevent it from happening again are the most important.
At this time, you can do horizontal expansion. For example, if something goes wrong with this part of this production line, it will be pushed to similar parts of other production lines like him. In other words, if one person falls, others will not fall again.
Source management is always grasping and finding out the reasons.
PDCA/SDCA cycle in quality management
PDCA cycle is standardization-implementation-review-reorganization. There is another saying, that is, make a standard first, then find the problem, check-improve-make-re-standardize. These two cycles are similar.
Every PDCA cycle, the defects will be reduced and the management level will be higher and higher.
PDCA cycle is actually a tool for continuous improvement.
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