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改进 胜任与归零管理(Improved competence and zero management)
改进 胜任与归零管理(Improved competence and zero management) Recently, I trained as a group leader in a concrete supplier. I had a great effort to prepare lessons. I thought it would help to promote the work by contacting the actual lectures. But there is a post operation classes long experience let me surprise: isnt that leaders need to work on how to improve the determination of or advice, but prove his own work impeccable declaration. overreaction Originally, in about 5 s management clearing the element, I give the class enterprise operation station example, explain the meaning of investigation of pollution sources, to put an end to : concrete mixing operation on a diaojiao building, through a funnel will concrete mixture into waiting under the floor of the tank, the feeding. The funnel is controlled by the operator by means of the button, which can be splattered with the effect of gravity, splashing the concrete outside the tank. After the tanker is filled with concrete, the tanker driver, in order to prevent the concrete from spilling out, solidifies in the tank on the way to the site, and all the concrete that is splashed outside the tank is washed out. And the sewage that washes is in the car yard, often sewage cross flow. It is necessary to emphasize the cleanliness of the car and ask the driver to go to the designated position. But the actual effect is not ideal, because the area of the car is limited, the sewage must have a local flow. The analysis of the source of sewage in the parking lot can be found: if it can overcome and reduce the spatter in the discharge, the problem can be solved at the source. Therefore, I recommend that operators improve the operation mode and make more careful release. For this suggestion, the monitor of the operation class not only didnt listen, but thought he was innocent, hard work was not understood. The monitor was not usually a writer, but the article was filled with four pieces of paper, and the dissatisfaction was obvious. In t
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