Accountability-v4-问责制重点详解.pptVIP

Break up into groups and discuss for 5 minutes 分组讨论5分钟 * 机制不是制度 Shift turnover meeting. Project update meeting. Must support target goals 转班交接会会议.项目更新会议.必须支持目标. Transparency allows for accountability through coaching and development 透明度可以通过培训和发展来实现问责制 If being followed, targets should be met Leader should check visual controls 如果被执行，应该会达到目标，领导应该检查目视化控制 One type of action tracker is on the Gemba board which is used as an active tool during the meeting to keep actions updated. * Action item = countermeasure Problem-solving is typically done outside the meeting * An ambiguous due date ends up becoming an infinitely open loop. An action item without an expected completion date has no accountability. * * Examples and suggestions 1) Daily accountability meetings. 2) Gemba walks. 3) Check - How’s My Process? 4) Visual targets and feedback mechanisms. 5) Leader standard work. (LSW) 1）每天问责会议 2）现场巡视 3）检查-我的过程如何 4）目视化目标和反馈机制 5）领导标准工作 案例和建议 1) Daily accountability meeting Direct reports review 5 focusing questions. Target/actual/obstacles/how addressing/follow up date. Leader reflects and coaches. Do the answers make sense in context of PDCA? Is root cause addressed. Is it a system or personnel issue? Review of plans and actions. What is your plan/what did you expect to happen/what happened/what did you learn. Assign new follow up date. 直接汇报确认5个重要问题 -目标/实际/阻碍/如何解决/跟进日期 领导反映和教导 -答案合符PDCA逻辑吗 根本原因解决了吗 这是一个系统问题还是个人问题 确认计划和行动 -你的计划是什么/你期望发生什么/发生了什么/你学到什么 指定新的跟踪日期 1）每天问责会议 2) Gemba walks Team is from production and support groups. Team plus operations leader observe the cell. Focus is on problem discovery. Record issues on Gemba board for follow up. Verify updates from accountability meeting. “How’s your process” may enhance operator participation. 团队来住生产和支援部门 团队+生产主管对生产单元进行观察 焦点放在发现问题上 在看板上记录问题 确认问责会议中的更新 “你的过程如何”将巩固员工的参与感 2）现场巡视 3) How’s My Process Operator driven 4M accountability report with feedback mechanism. Materials Methods Manpower Machines