《改善建议系统——员工创造力的应用》.ppt

改善奖励 最佳创意 (最多 3个) / ￥100/个 未成功的改善 月度 6个月 年度 实施的改善 实施奖/ ￥30/个 半年最优改善/(最多 6个) 参加开放日比赛 全公司比赛 备注: 1- 月度奖由改善委员会选择 2- 半年奖由改善委员会选出后,管理层批准 3- 年度评比由管层选取 4 – 改善委员会由精益办和各部门经理组成(可轮班) 未通过确认的建议 鼓励奖 鼓励奖 最佳实施改善 (最多10个) / ￥100/月 1 1 2 3 * * Even if the savings from the red line appears larger (the red line does reach higher on Y axis for improvement) in fact the gaps between the green and red lines over time represent chronic losses in quality, delivery, morale and other opportunity losses that are not easy to capture. It is better to achieve steady cost savings than to have periods with no savings punctuated by step savings. Ideally the step improvements (red) would be build on a foundation of steady small improvements (green) for an integrated approach. * * Ask students for a suggestion example, then go through the flow chart. The idea is filtered by first level supervisor. Supervisor coaches the suggester if the idea is not adopted. For the adopted idea, supervisor encourages the suggerster to test it. If the testing is successful, supervisor will help the suggester to implement the idea, and share the information with other areas. The idea will then submitted for recognition. * * Ask the audience why, write down the answers in a flip chart. Click and read the bullets. * * The emphasis of the suggestion is on improving what employees do and know well – the process employees own and operate. This will facilitate high level participation with rapid assessment and quick 实施. This will also give employees frequent experience in continuous improvement. The focus of the suggestions should be on maintaining the existing standard and improving the standards towards ideal. * * The role of the supervisor is to develop his/her team. Supervisor and manager are recognized by how well his/her team did. With the help of the supervisor, most ideas are implemented rapidly. * * Besides coaching by the supervisors, it is important to train the employees on certain