生产现场
车间领导系列手册
目
录 录 前
言 言 ············································································································· 4 1 ．车间领导的任务 ······························································································· 5 [1]车间领导的任务 ····························································································· 5 [2]新型车间领导的条件 ······················································································· 6 [3]强化领导能力的要点 ······················································································· 6 [提高情报]
——你的领导魅力·自我查抄 ································································ 7 [提高情报]雷达图 ······························································································· 8 2 ．以变重生产车间的积极性为配合目标 ····································································· 9 [1]何谓目标？ ··································································································· 9 [2]何谓配合目标 ································································································ 9 [3]
要成为大家的配合目标不可缺少交换 ································································ 10 [4]恰当的交换要领 ···························································································· 10 [5]实现配合目标的步伐 ······················································································ 11 [6]为实现目标采取的行动 ··················································································· 11 [提高情报]
——士气高涨的车间与死气沉沉的车间···················································· 12 ３．发明并解决改变生产车间的问题 ········································································ 13 [1]问题是什么？ ······························································································ 13 [2]问题的分类（看得见的问题和看不见的问题）
······················································ 13 [3]发明问题是从有问题意识开始的 ······································································· 14 [4]发明问题就是要认清问题的实质 ······································································· 15 [5]解决问题先后顺序的排列要领 ·········································································· 17 [6]解决问题的根本步调 ······················································································ 17 ［提高情报］通过查抄发明问题 ··········································································· 18 4 ．进行录像指导与培养 ························································································ 20 [1]培养成员，培养他们的动机尤其重要·································································· 20 [2]发挥成员的积极性 ························································································· 20 [3]产生动机的最大动力是“期望”、“委托”、“表扬” ················································ 21 [4]指导、培养的要领 ························································································· 21 [提高情报]
你的指导、培养能力查抄 ···································································· 22 [提高情报]
如何看待这样的成员 Q&A ··································································· 24 [提高情报]
人产生动机的理由 ············································································· 25 [提高情报]
马斯洛需求五条理假说 ········································································ 26 NO .1-4 生产现场 — 车间领导系列问题集 ··································································· 27 NO.
1
车间领导的任务 ······················································································· 27 NO.
2
以变重生产车间的积极性为配合目标 ····························································· 28 N O .
3
发明并解决改变生产车间的问题 ··································································· 29 N O .
4
进行灵活指导和培养 ·················································································· 30
问题集·答案与解说 ····························································································· 31 NO
.1
车间领导的任务 ······················································································· 31 NO.
2
以变重生产车间的积极性为配合目标 ····························································· 31 NO.3
发明并解决改变生产车间的问题 ··································································· 32 NO.
4
进行灵活指导和培养 ················································································· 32
前
言 言
“什么车间领导，我原来就不想当，从来就没有想过……。责任大，事情量也增加，真不知怎么干才好。”
有没有对自己所处的职位、职务不满意或持有守旧态度的车间领导呢？ 生产现场的中心人物是车间领导！如果你不以车间为中心来变更你的成员和上司，就没有人能够搞活车间，提高生产力。做为车间领导，应该发挥其领导能力，把生产现场建立成为生气勃勃的事情场合。
1 ．车间领导的任务 [1] 车间领导的任务
平时人们常谈论“领导能力”，意思是“指导能力”，其领导能力，在生产现场发挥指导能力，担负起这个作用的就是“车间领导”。
车间领导的重要作用可整理为以下六个要点：
车间领导为担负起这样的作用，希望能采取下面 1-6 行动：
①筹划、组织
车间领导必须为完成目标制定筹划，进行组织。车间领导制定的筹划，无论何时都应与产量目标相一致，规定做什么和怎么做，进行组织是指凭据计分别派人员，体例须要的手册等。
②报告 车间领导不但要听取成员的报告，并且要向上司报告，开展各部分间的联络等。
③指示、命令、培养动机、指导、培养
车间领导为完成目标，必须准确地向成员发出指示和命令，这是因为车间领导是通过成员的事情而存在的，但是，只有指示和命令是无法将其成员引导到目标上来的，因此，有须要培养成员积极事情的动机，另外，车间领导也担负着重要的指导，培养成员的作用。
④治理、评价 治理指对筹划和实际状况进行 比力、研究、将其引导到更好的方 向，评价是指了解和阐发进展状况。
⑤改造 改造是指经常对事情、产物进 行重新估价，向更好的状态（产物）
改进、重新。
⑥协调 协调人与人之间，部分与部分 之间的摩擦，此时的协调除通常的 车间领导的任务
1 实现小组生产目标
2 经常改造事情·进行改造
3 协作配合上级
4 与组员进行相助
5 对组员赐与指导和援助
6 创造布满生气的车间 何谓车间领导的事情 ▇维护、提高生产率 注意生产状况、生产设备等。
▇维护、提高质量 查抄次品率，操纵错误，操纵标准等。
▇谋求低落生产现场本钱 杜绝蛮干、不匀、浪费 ▇遵守、缩短交货期 ▇包管现场宁静 注意宁静掩护用品的佩带、卫生治理、现场情况等。
▇谋求维护、提高现场的士气 对提高成员的士气进行指导，要求他们遵守规律。
业务范畴外，也包罗为消除成员同 仁间的情感对立而支付的努力等。
[2] 新型车间领导的条件
（何谓创造性的领导？）
当前，日本财产界的车间领导具备提高生产率，团结成员的能力尤其重要，毫无疑问，今后这些能力也是须要的，但是，在今后的时代，除此之外，车间领导还要具有“创造性”。
具有创造性的领导，不但仅是重复强调“提高生产率！”，并且要冲破传统看法的束缚，思考“为提高生产率、应该如何来做”的领导，〈表 1〉今后进入生产现场的年轻人，将不绝追求事情的“情趣”、“创造性”，新时代的车间领导有须要积极地满足这种要求。
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