Shopfloor management is based on lean management principles. It involves managers leading and coaching employees directly on the shop floor to continuously improve processes and optimize production. There are four core components of shopfloor management: leading on-site, communicating with employees, presenting key figures visually, and sustainably solving problems using methods like the PDCA cycle. The goal is to align production with customer needs through a continuous improvement process.
Evaluation Of The Performance ManagementCheryl Brown
Here are the key points from the literature review on NPM and performance management:
- NPM (New Public Management) model focuses on delivering market-inspired results and efficiency/performance.
- NPM originated in developed countries like UK and US under Thatcher and Reagan and then spread globally.
- NPM promotes market-based reforms to public governance systems around the world. Countries felt pressure to adopt NPM reforms from exogenous factors.
- A main goal of NPM is to improve organizational performance through greater efficiency, output measurement, and emphasis on results. Key tools include performance management systems, explicit standards/measures, and increased autonomy/competition.
- Performance management is a core part of NPM
The document discusses performance management in organizations. It notes that setting clear goals is important for employees to understand expectations and stay motivated. Goal setting also helps management evaluate performance. Regular feedback is important, and should be specific, focused on work issues rather than personal attributes, and also provide praise. Maintaining records of customer complaints can help identify patterns, provide legal protection, support employee training, and aid relationship management.
Change Management for Publication DepartmentBogo Vatovec
The document provides an overview of change management for technical communicators. It discusses organizational change management and individual change management. It also covers how people react to change, principles for successful change implementation, and the role of technical communicators in change processes. Exercises are included to illustrate communicating change and identifying potential change projects.
The document discusses the problems with traditional talent management processes. It states that the fundamental problem is that the objectives of these processes are often poorly defined. As a result, processes try to accomplish too many conflicting goals at once without doing any of them well. It advocates defining processes based on clear objectives, such as forecasting needs, evaluating performance, or developing employees, rather than using traditional labels. It also presents frameworks for assessing maturity levels in achieving the right people, right things, right way, and right development through talent management.
Five functions of effective managementHealthcare87
The document discusses the five key functions of effective management - planning, organizing, staffing, leading, and controlling - and how the fast food company McDonald's implements these functions. It explains that McDonald's engages in planning, organizing, staffing, leading and controlling to achieve its objectives of satisfying customers, increasing sales, and sustaining its market position. McDonald's applies controlling to check productivity, compare actual to planned performance, identify weaknesses, and make improvements. The effective use of these management functions is what allows McDonald's to be so successful.
Performance management module 2 Kerala UniversityPOOJA UDAYAN
Characteristics of Healthy Organizations, 360 Degree Feedback and its relevance, Steps in giving a Constructive Feedback Levels of Performance Feedback, Performance Goal Setting – Setting of Objectives.
Here is the notes of Principles of management By Ch Muhammad Irfan
Preston University
Cell: +92-345-4426176
chmuhammedirfan@gmail.com
facebook.com/chmuhammedirfan
Skype Id: ch.irfan786
The document discusses the role of HR in supporting lean transformation efforts. It identifies five key variables for successful lean transformation: 1) developing teams, 2) calculating and communicating metrics, 3) ensuring communication across the organization, 4) clarifying employee roles, and 5) celebrating successes. The document provides recommendations for how HR can help develop these variables, such as establishing lean leadership development programs and reward structures that encourage teamwork over individual performance.
Evaluation Of The Performance ManagementCheryl Brown
Here are the key points from the literature review on NPM and performance management:
- NPM (New Public Management) model focuses on delivering market-inspired results and efficiency/performance.
- NPM originated in developed countries like UK and US under Thatcher and Reagan and then spread globally.
- NPM promotes market-based reforms to public governance systems around the world. Countries felt pressure to adopt NPM reforms from exogenous factors.
- A main goal of NPM is to improve organizational performance through greater efficiency, output measurement, and emphasis on results. Key tools include performance management systems, explicit standards/measures, and increased autonomy/competition.
- Performance management is a core part of NPM
The document discusses performance management in organizations. It notes that setting clear goals is important for employees to understand expectations and stay motivated. Goal setting also helps management evaluate performance. Regular feedback is important, and should be specific, focused on work issues rather than personal attributes, and also provide praise. Maintaining records of customer complaints can help identify patterns, provide legal protection, support employee training, and aid relationship management.
Change Management for Publication DepartmentBogo Vatovec
The document provides an overview of change management for technical communicators. It discusses organizational change management and individual change management. It also covers how people react to change, principles for successful change implementation, and the role of technical communicators in change processes. Exercises are included to illustrate communicating change and identifying potential change projects.
The document discusses the problems with traditional talent management processes. It states that the fundamental problem is that the objectives of these processes are often poorly defined. As a result, processes try to accomplish too many conflicting goals at once without doing any of them well. It advocates defining processes based on clear objectives, such as forecasting needs, evaluating performance, or developing employees, rather than using traditional labels. It also presents frameworks for assessing maturity levels in achieving the right people, right things, right way, and right development through talent management.
Five functions of effective managementHealthcare87
The document discusses the five key functions of effective management - planning, organizing, staffing, leading, and controlling - and how the fast food company McDonald's implements these functions. It explains that McDonald's engages in planning, organizing, staffing, leading and controlling to achieve its objectives of satisfying customers, increasing sales, and sustaining its market position. McDonald's applies controlling to check productivity, compare actual to planned performance, identify weaknesses, and make improvements. The effective use of these management functions is what allows McDonald's to be so successful.
Performance management module 2 Kerala UniversityPOOJA UDAYAN
Characteristics of Healthy Organizations, 360 Degree Feedback and its relevance, Steps in giving a Constructive Feedback Levels of Performance Feedback, Performance Goal Setting – Setting of Objectives.
Here is the notes of Principles of management By Ch Muhammad Irfan
Preston University
Cell: +92-345-4426176
chmuhammedirfan@gmail.com
facebook.com/chmuhammedirfan
Skype Id: ch.irfan786
The document discusses the role of HR in supporting lean transformation efforts. It identifies five key variables for successful lean transformation: 1) developing teams, 2) calculating and communicating metrics, 3) ensuring communication across the organization, 4) clarifying employee roles, and 5) celebrating successes. The document provides recommendations for how HR can help develop these variables, such as establishing lean leadership development programs and reward structures that encourage teamwork over individual performance.
Media management is seen as a business administration discipline that identifies and describes strategic and operational phenomena and problems in the leadership of media enterprises. Media management contains the functions strategic management, procurement management, production management, organizational management and marketing of media enterprises
Encouraging Business Excellence through Continuous ImprovementGroup50 Consulting
Customers, stockholders, and employees are just a few of the parties that will benefit when a company implements a continuous improvement program. On the other hand, a company should not implement continuous improvement just once and then stop.
This document provides an overview of performance management. It defines performance management as an ongoing process where supervisors and employees work together to plan, monitor, and review work objectives, goals, and professional development. The performance management cycle includes planning goals, monitoring performance, developing employees, rating performance, and rewarding good performance. Benefits include improved performance, clarity of standards, and increased objectivity. Issues include legal risks, untrained raters, and rater errors. Effective performance management software allows for customization, transparency, objectivity, and frequent feedback.
The Balanced Scorecard is a strategic planning and management framework that helps organizations translate their mission and vision into tangible objectives and measures across four perspectives: financial, customer, internal processes, and learning and growth. It provides a balanced view of both financial and non-financial metrics and performance indicators to measure how well an organization is executing its strategy. The Balanced Scorecard methodology starts by identifying strategic objectives, then establishes measures, sets targets, and identifies strategic initiatives to drive improvement across the four perspectives.
This document discusses performance management. It defines performance management as an ongoing process where supervisors and employees work together to plan, monitor, and review work objectives, goals, and professional development. The performance management cycle includes planning goals, monitoring performance, developing employees, rating performance, and rewarding good performance. Benefits include improved performance and communication, while issues include legal concerns and rater errors. Effective performance management software allows for customization, transparency, objectivity, and frequent feedback.
A Complete Guide to Employee and Organizational DevelopmentAnayaGrewal
In this guide, we will look at what organization development is and its goals.
We’ll explore common interventions that organizations use to improve their effectiveness through OD processes, such as strategic planning or training programs for employees who work in different departments across the company’s hierarchy.
The document discusses performance management and appraisal systems. It defines performance management as providing a more integrated and continuous approach to managing employee performance based on agreed objectives rather than commands. Performance management aims to align individual objectives with organizational objectives, develop employee capacity, and ensure core values are upheld. An ideal performance management system is strategic, practical, focuses on changing behaviors, and standardizes meaningful reviews.
Sales managers have four main functions: planning, staffing, training, and leadership. Planning involves setting goals and determining how to achieve them. Staffing requires attracting and hiring effective salespeople. Managers spend much of their time training salespeople to improve their job performance. Leadership means motivating salespeople and communicating goals to influence them towards objectives. Controlling monitors performance to ensure the organization is on track to meet its goals.
The document discusses management concepts like coordination, planning, staffing, and controlling through examples of different companies. It provides case studies that highlight characteristics of management such as being goal-oriented, multidimensional, and dynamic. It also identifies lines from the cases that demonstrate concepts like ensuring coordination across departments, evaluating employees' efficiency during staffing, and checking performance against targets during controlling.
A guide through the performance management process_2.pdfSidra Aslam
A person spends one third of his life at work. All that human life equates to the time required by businesses and corporations to realize their agendas and profits. However, the relationship between the employer and the employee is not one-sided, on the contrary, that relationship should be two-way.
This document provides information about a Lean Manager Certification Program. The program is a 6-month, hands-on training designed to teach directors, managers, and specialists how to apply Lean principles to identify problems, formulate solutions, and develop a culture of continuous improvement. The training consists of 14 modules that cover topics such as Lean transformation, production planning, problem solving, and Lean leadership. Participants are required to complete all training sessions and implement an assigned project to become certified. The goal of the program is to develop Lean practitioners and leaders who can manage operations using Lean thinking and tools.
The document proposes reorganizing and restructuring the PRBL company to address typical problems like employees having overlapping work or not enough work. It suggests guidelines for the reorganization, including designing an appropriate structure, effectively executing the changes, and marketing the restructuring. Key steps include revisiting the company's overall purpose, integrating periodic reviews to create value, carrying out changes through effective communication, and evaluating the results of the restructuring.
Performance management in hospitals focuses on clinical outcomes, patient satisfaction, and operational efficiency. Key metrics include mortality and complication rates, patient experience scores, average length of stay, and operating costs. For electrical retailers, common metrics center around sales, profits, inventory levels, and customer service. Retailers track sales targets, gross and net profits, stock turnover rate, and metrics like average handling time per customer call. Both sectors also monitor employee engagement and development through performance reviews.
The document provides an overview of enterprise performance management (EPM) methodology in 6 steps: 1) Develop an enterprise strategy, 2) Objectively map the organization, 3) Identify improvement opportunities and key performance indicators (KPIs), 4) Develop an objective and relevant scorecard, 5) Implement outcome-based change management, and 6) Measure the results and continue to refine. EPM focuses on improving organizational performance through strategic planning, objective analysis of processes and costs, identifying opportunities for enhancement, tracking progress with scorecards, managing changes, and assessing outcomes. The goal is to empower leadership to make fact-based decisions to optimize performance.
Introduction to Employee performance management(EPM) -Performance Management ...Mouneswari
Significance of PM. Performance Management VS Performance Appraisal, Characteristics of PM, Process of PM, Performance Planning, Performance Assessment
The document outlines 5 ways that CEOs can effectively communicate change to employees. It discusses:
1. Using staff forums or "town halls" to address employee concerns and communicate the big picture.
2. Conducting site visits to understand frontline issues and encourage two-way communication.
3. Recognizing employee achievements to reward those supporting change.
4. Communicating directly with leadership teams to clarify expectations for driving change.
5. Maintaining a CEO blog to support transformation efforts and report on engagement strategies.
The methods encourage face-to-face dialogue and two-way communication to ensure employee engagement during times of change.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
Media management is seen as a business administration discipline that identifies and describes strategic and operational phenomena and problems in the leadership of media enterprises. Media management contains the functions strategic management, procurement management, production management, organizational management and marketing of media enterprises
Encouraging Business Excellence through Continuous ImprovementGroup50 Consulting
Customers, stockholders, and employees are just a few of the parties that will benefit when a company implements a continuous improvement program. On the other hand, a company should not implement continuous improvement just once and then stop.
This document provides an overview of performance management. It defines performance management as an ongoing process where supervisors and employees work together to plan, monitor, and review work objectives, goals, and professional development. The performance management cycle includes planning goals, monitoring performance, developing employees, rating performance, and rewarding good performance. Benefits include improved performance, clarity of standards, and increased objectivity. Issues include legal risks, untrained raters, and rater errors. Effective performance management software allows for customization, transparency, objectivity, and frequent feedback.
The Balanced Scorecard is a strategic planning and management framework that helps organizations translate their mission and vision into tangible objectives and measures across four perspectives: financial, customer, internal processes, and learning and growth. It provides a balanced view of both financial and non-financial metrics and performance indicators to measure how well an organization is executing its strategy. The Balanced Scorecard methodology starts by identifying strategic objectives, then establishes measures, sets targets, and identifies strategic initiatives to drive improvement across the four perspectives.
This document discusses performance management. It defines performance management as an ongoing process where supervisors and employees work together to plan, monitor, and review work objectives, goals, and professional development. The performance management cycle includes planning goals, monitoring performance, developing employees, rating performance, and rewarding good performance. Benefits include improved performance and communication, while issues include legal concerns and rater errors. Effective performance management software allows for customization, transparency, objectivity, and frequent feedback.
A Complete Guide to Employee and Organizational DevelopmentAnayaGrewal
In this guide, we will look at what organization development is and its goals.
We’ll explore common interventions that organizations use to improve their effectiveness through OD processes, such as strategic planning or training programs for employees who work in different departments across the company’s hierarchy.
The document discusses performance management and appraisal systems. It defines performance management as providing a more integrated and continuous approach to managing employee performance based on agreed objectives rather than commands. Performance management aims to align individual objectives with organizational objectives, develop employee capacity, and ensure core values are upheld. An ideal performance management system is strategic, practical, focuses on changing behaviors, and standardizes meaningful reviews.
Sales managers have four main functions: planning, staffing, training, and leadership. Planning involves setting goals and determining how to achieve them. Staffing requires attracting and hiring effective salespeople. Managers spend much of their time training salespeople to improve their job performance. Leadership means motivating salespeople and communicating goals to influence them towards objectives. Controlling monitors performance to ensure the organization is on track to meet its goals.
The document discusses management concepts like coordination, planning, staffing, and controlling through examples of different companies. It provides case studies that highlight characteristics of management such as being goal-oriented, multidimensional, and dynamic. It also identifies lines from the cases that demonstrate concepts like ensuring coordination across departments, evaluating employees' efficiency during staffing, and checking performance against targets during controlling.
A guide through the performance management process_2.pdfSidra Aslam
A person spends one third of his life at work. All that human life equates to the time required by businesses and corporations to realize their agendas and profits. However, the relationship between the employer and the employee is not one-sided, on the contrary, that relationship should be two-way.
This document provides information about a Lean Manager Certification Program. The program is a 6-month, hands-on training designed to teach directors, managers, and specialists how to apply Lean principles to identify problems, formulate solutions, and develop a culture of continuous improvement. The training consists of 14 modules that cover topics such as Lean transformation, production planning, problem solving, and Lean leadership. Participants are required to complete all training sessions and implement an assigned project to become certified. The goal of the program is to develop Lean practitioners and leaders who can manage operations using Lean thinking and tools.
The document proposes reorganizing and restructuring the PRBL company to address typical problems like employees having overlapping work or not enough work. It suggests guidelines for the reorganization, including designing an appropriate structure, effectively executing the changes, and marketing the restructuring. Key steps include revisiting the company's overall purpose, integrating periodic reviews to create value, carrying out changes through effective communication, and evaluating the results of the restructuring.
Performance management in hospitals focuses on clinical outcomes, patient satisfaction, and operational efficiency. Key metrics include mortality and complication rates, patient experience scores, average length of stay, and operating costs. For electrical retailers, common metrics center around sales, profits, inventory levels, and customer service. Retailers track sales targets, gross and net profits, stock turnover rate, and metrics like average handling time per customer call. Both sectors also monitor employee engagement and development through performance reviews.
The document provides an overview of enterprise performance management (EPM) methodology in 6 steps: 1) Develop an enterprise strategy, 2) Objectively map the organization, 3) Identify improvement opportunities and key performance indicators (KPIs), 4) Develop an objective and relevant scorecard, 5) Implement outcome-based change management, and 6) Measure the results and continue to refine. EPM focuses on improving organizational performance through strategic planning, objective analysis of processes and costs, identifying opportunities for enhancement, tracking progress with scorecards, managing changes, and assessing outcomes. The goal is to empower leadership to make fact-based decisions to optimize performance.
Introduction to Employee performance management(EPM) -Performance Management ...Mouneswari
Significance of PM. Performance Management VS Performance Appraisal, Characteristics of PM, Process of PM, Performance Planning, Performance Assessment
The document outlines 5 ways that CEOs can effectively communicate change to employees. It discusses:
1. Using staff forums or "town halls" to address employee concerns and communicate the big picture.
2. Conducting site visits to understand frontline issues and encourage two-way communication.
3. Recognizing employee achievements to reward those supporting change.
4. Communicating directly with leadership teams to clarify expectations for driving change.
5. Maintaining a CEO blog to support transformation efforts and report on engagement strategies.
The methods encourage face-to-face dialogue and two-way communication to ensure employee engagement during times of change.
Similar to Shopfloor Management Defintion.docx (18)
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
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Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
1. Shopfloor Management Defintion
Now that we have clarified the initial problem, the definition of Shopfloor
Management (SFM) follows. Synonyms for shop floor are “workshop” or
“factory floor”. It is the place where value is created. Shopfloor management is
clearly based on lean management. Managers go directly to the site where
value creation takes place. Permanent improvements and optimization of
processes directly at the point where employees are working are the main
goals of Shopfloor Management. But there is more to store floor management.
The processes around the production should be optimized, and the
management and leadership tasks of production. There are four essential
components of store floor management to achieve these goals. In the
following section, they will be discussed in more detail.
In Shopfloor Management, the manager should act more as a coach and
motivator with authority for the employees and apply less of an authoritarian
management style. Like a coach, the manager should motivate, qualify and
inform the employees. Through the role of a coach, which the manager should
take, a continuous improvement process should be created in the daily work
routine. The long-term goals of the company vision and the short- and
medium-term goals should be distributed to all areas or departments of the
teams.
In short, the purpose of shop floor management is that management is located
much more employees, and the process improvement happens directly on the
spot. The employees’ focus in the supporting areas, such as development, IT,
logistics, sales, etc., should be on ensuring that production functions efficiently
and without errors. However, the process improvements made by SFM also
serve to meet customer requirements daily. After all, it is essential to have a
satisfied clientele.
Shop Floor Management: These four essential
components exist
SFM consists of four core components and, when you get right down to it, an
additional fifth component, which we will discuss individually below:
Leading (on-site)
Communicating with each other
Presenting key figures in visual form
Solving problems sustainably
Continuous improvement process (CIP)
2. Leading (on-site)
Leading on-site is an essential part of SFM. The Lean approach is
recognizable here and, in turn includes three requirements that are placed on
leadership:
Hansei
Genchi Genbutsu & Gemba
Hoshin Kanri
Hansei
Hansei is about self-reflection and living an open error culture. However, the
aim is to clearly refrain from blaming others and instead create a positive error
culture. Mistakes are therefore considered valuable. This, in turn, should
provide the opportunity to improve and develop constantly.
Genchi Genbutsu & Gemba means that employees are guided directly at
where they work or where things happen. The word Gemba means
production. So the managers should be in the direction of the place of
production. As already mentioned above, the problem with many managers
nowadays is that they are too far away from the employees. They are often in
meetings and conferences with customers and other managers all day long
and get little of the actual day-to-day activities of their employees. The
purpose of communicating closely with their employees is to help managers
better empathize with and understand their employees on the one hand and to
develop a better understanding of the root cause of a problem and how to
solve it on the other.
3. Hoshin Kanri is a leadership method that sets directionally defined goals from
the highest level. The long, medium and short-term goals are to be broken
down to all areas, departments, and teams. This is achieved by defining
smaller breakthrough goals. These are derived from the corporate vision. The
entire company is then aligned with these transparent and uniform goals. A
further step is to concretize the goals in terms of time and content at the
lowest level. The Hoshin approach the cohesion and communication among
each other. Hoshin Karan is also divided into three components: Daily
Management, Cross-functional Management, and Hoshin Management. Daily
Management ensures that employees are given clearly defined goals.
Crossfunctional Management is responsible for ensuring that the goals of
each area are aligned and aligned with each other. Finally, Hoshin
Management aligns all areas and activities with corporate goals. Interface
representatives ensure that key performance indicators are coordinated
beyond their scope. There is also coordination with middle management.
Communication with each other
Communication is indispensable in today’s world. Whether in private or in
business, nothing works without communication. Communication is an
essential requirement for a manager. Only good communication prevents
misunderstandings. Communication takes place directly at the place of action
and not far away. The manager should promote the self-management skills of
the employees. As mentioned elsewhere, the manager should act as a coach
and not in an authoritarian manner. Communication with employees should
take place at eye level. The manager asks the employees questions that are
intended to make them think. This type of questioning is intended to give
employees a sense of claiming success for solving a problem for themselves.
This, in turn, leads to employees being motivated to come up with their
solutions. Likewise, this should generate new ideas from the employees. In
addition, the manager receives information first hand and not via numerous
detours. As a result, the decisions that need to be made take place directly at
the point of action. Communication between the manager and the employees
is essential, and communication to the individual interfaces. This is the only
way to ensure that any problems that may arise can be addressed and
resolved as early as possible through the presence of the interface
representatives. Only with functioning and well-regulated communication is it
possible to ensure that information can be provided at the right time with the
necessary quality and low expenditure of resources.
Present key figures in visual form
The employees involved in the process must be able to answer the following
questions:
What are the team’s mission and goal?
4. What metrics are being used to measure this?
How much does the ACTUAL state deviate from the TARGET state?
What exactly are the processes, and what are the problems related to
these processes?
What measures are planned to solve these problems, or what
improvements can be introduced?
Various key figures serve as a basis through which the whole should and can
be visualized. Care must be taken to limit the key figures to be visualized to
what is absolutely necessary. The key figures serve both for controlling and as
information for further planning. Suppose the corporate goals are consistently
broken down to the various process levels. In that case, they have a high
value for SFM since the processes are aligned with the customer, and the
individual processes for achieving the goals are clearly in focus. Those key
performance indicators must be made visible on the management board that
aligns the respective business unit with its objectives, which are of decisive
importance for the customer that follows its process. The key performance
indicators highlight potential problems and obstacles in the process. The so-
called SMART principle plays a significant role in the orientation of the key
figures. The key figures must meet the following requirements:
They must be specific (s = specific).
They must be measurable (m = measurable).
They must be accepted by the employees (a = accepted).
The target and limit values must be selected in such a way that they are
realistic (r = realistic).
There must be a timeframe for implementation (t = timely).
The key figures can be presented in different ways, such as quality, costs,
deadlines, and people.
Solving problems sustainably
It is essential to proceed in a systematic way when solving problems
sustainably. Here it is vital to use methods that are not complicated. The
procedures must be appropriate to the level of education of all employees. It is
not enough to teach employees approaches to problem-solving in the form of
(just one) training session(s). Solving a problem is a learning process for
employees that develops gradually. For the process of problem-solving, one
5. should use the PDCA cycle brought out by W. E. Deming. This is a continuous
improvement process with four recurring steps:
Step 1: Planning phase (plan).
Step 2: Apply or try out the solution (do).
Step 3: The improvement measures must be checked and evaluated
(check).
Step 4: The learning successes are evaluated, and action is taken (act).
Continuous Improvement Process (CIP)
CIP is a fundamental prerequisite for store floor management to live a lean
culture in the company. Initially, the CIP comes from the Japanese. There it is
known under the term Kaizen. Kaizen is made up of the words kai=change
and zen=the good. Everything is to be changed for the better, which is
ultimately reflected in the processes.
Ultimately, lean thinking should lead to a change in thinking among employees
and managers because lean culture is an entirely different way of thinking
than our Western culture. Ultimately, the company should constantly be
learning through continuous improvement while at the same time measuring
the methods used.
What are the advantages of shop floor management for
companies?
Since continuous process improvement takes place, the following advantages
arise for companies:
If something deviates from the actual process, it is possible to react
more quickly.
Resources are used optimally
Sustainable planning and control
Optimization potentials and results are recognized and presented much
better.
Significantly more transparency of target/actual states and trends
Better communication within the team and higher self-discipline
What problems can occur with shop floor management?
Where is a lot of light, there is naturally also shadow, which is also the case
with Shopfloor Management. At the same time, the continuous improvement
process creates new challenges for companies to which they must adapt. For
example, management and employees must work together optimally.
However, since this is often not the case, this remains a major challenge for
employees and management. Shopfloor management must not be used for
6. control purposes. Instead, communication between management and
employees should be promoted or improved. Another danger is that divisional
thinking can occur. A too-tight schedule can also be an obstacle to Shopfloor
Management.
What does Lean Management mean?
Lean management is about the continuous improvement of operational
processes. Various lean methods thought patterns, and procedures are
applied to harmonize processes with each other and create a production
system that eliminates waste. All of this extends throughout the company’s
operations and beyond.
The core theme of lean management is to focus on the customer and reduce
costs. This involves looking at where there is potential for waste to eliminate it
subsequently. All types of waste along the value chain are to be eliminated by
lean management. The advantage for the businesses and customers is that
by eliminating waste, the products or goods can be offered to the customer at
a lower price. Lean management can be applied to various areas in a
company. These include the office (lean administration), production, and
logistics.
Conclusion: Only if a precise definition of processes, the description of
interfaces, and the early reaction to errors are applied in Lean Management,
high-quality products can be produced.