林音實業車間管理創新紀實！
來源：上海林音實業發展有限公司 時間：2018-05-09 點擊： 次2016年上海林音實業(ye)發(fa)展(zhan)有限公司總經理(li)(li)吳阿強在(zai)員工會議(yi)中提出《車(che)間管理(li)(li)創新辦法》。
《車間管(guan)理(li)創新辦法》經過(guo)幾(ji)個月的(de)(de)(de)落實已初見成效！車間主(zhu)任(ren)介紹說(shuo)：“吳總提倡(chang)的(de)(de)(de)：我(wo)的(de)(de)(de)假期我(wo)做主(zhu)，生(sheng)產(chan)生(sheng)活(huo)兩不誤”的(de)(de)(de)口號，使員工(gong)更高效工(gong)作，在(zai)征求每位(wei)員工(gong)意見的(de)(de)(de)基礎(chu)上，通過(guo)科學的(de)(de)(de)生(sheng)產(chan)組織讓(rang)每位(wei)員工(gong)都(dou)能休完應有的(de)(de)(de)假期，合理(li)安排自己的(de)(de)(de)工(gong)作生(sheng)活(huo)。”
作(zuo)息制度：從(cong)“冷硬”轉向“充(chong)滿溫情(qing)”
把(ba)假(jia)期還給員工(gong)，這(zhe)在林音(yin)實(shi)業車(che)間(jian)(jian)早已不是(shi)(shi)什么(me)新鮮事。今年(nian)五一(yi)期間(jian)(jian)，當人們正與家人團聚(ju)的(de)(de)時(shi)候，林音(yin)實(shi)業車(che)間(jian)(jian)從五月二日開始就迎來了加班(ban)日。然(ran)而，和(he)以往(wang)不同(tong)的(de)(de)是(shi)(shi)，走進車(che)間(jian)(jian)看(kan)不見女(nv)員工(gong)的(de)(de)身影(ying)，只有男員工(gong)在緊張地忙碌著。原來，這(zhe)是(shi)(shi)車(che)間(jian)(jian)領導(dao)班(ban)子針對(dui)女(nv)員工(gong)的(de)(de)一(yi)項(xiang)“惠民(min)舉(ju)措”，根據生產完成的(de)(de)情況(kuang)，車(che)間(jian)(jian)領導(dao)班(ban)子提出國定(ding)假(jia)日期間(jian)(jian)，一(yi)律不安(an)排女(nv)員工(gong)加班(ban)，讓女(nv)員工(gong)們有更多(duo)時(shi)間(jian)(jian)和(he)精力照顧家人，過個(ge)不操心工(gong)作的(de)(de)假(jia)期。
這一(yi)關愛女(nv)員工的舉(ju)措，不僅(jin)讓一(yi)年到頭忙(mang)完家里忙(mang)廠(chang)里的女(nv)員工們樂壞(huai)了，而且(qie)得到了全體(ti)男員工的一(yi)致支(zhi)持(chi)。
由于流水(shui)作(zuo)業(ye)的(de)(de)特殊性，林音實業(ye)車(che)(che)間沒辦法像其它(ta)工(gong)(gong)廠那樣完全按照工(gong)(gong)作(zuo)量去考核(he)員工(gong)(gong)。如果(guo)某個工(gong)(gong)序(xu)遇到問題了，下個工(gong)(gong)序(xu)還是(shi)得等著，這(zhe)就(jiu)(jiu)出現員工(gong)(gong)經常集體加班(ban)的(de)(de)情(qing)況。一個不(bu)容忽視(shi)的(de)(de)事實是(shi)，如果(guo)員工(gong)(gong)的(de)(de)休息時(shi)間被工(gong)(gong)作(zuo)過(guo)多(duo)占用，得不(bu)到充足的(de)(de)休息，工(gong)(gong)作(zuo)積極性不(bu)高，主動溝通(tong)交流少，就(jiu)(jiu)會導致車(che)(che)間生(sheng)產發(fa)展陷入惡性循環的(de)(de)困(kun)局。
管理(li)創新：從追(zhui)求科學到更加精益化
在(zai)這種困局下，如何調動員(yuan)工(gong)(gong)(gong)(gong)(gong)的主動性，激發員(yuan)工(gong)(gong)(gong)(gong)(gong)工(gong)(gong)(gong)(gong)(gong)作(zuo)熱(re)情，成為(wei)組合機加工(gong)(gong)(gong)(gong)(gong)車(che)間的一個重要(yao)課題。車(che)間主任提出，車(che)間員(yuan)工(gong)(gong)(gong)(gong)(gong)要(yao)轉(zhuan)換(huan)思(si)維方式，以“舒心(xin)(xin)工(gong)(gong)(gong)(gong)(gong)作(zuo)、快樂生(sheng)活”為(wei)工(gong)(gong)(gong)(gong)(gong)作(zuo)理念，提高(gao)工(gong)(gong)(gong)(gong)(gong)作(zuo)效率，減(jian)少(shao)加班(ban)；車(che)間管理人員(yuan)要(yao)引(yin)導員(yuan)工(gong)(gong)(gong)(gong)(gong)積極工(gong)(gong)(gong)(gong)(gong)作(zuo)，健康生(sheng)活，讓員(yuan)工(gong)(gong)(gong)(gong)(gong)對車(che)間、工(gong)(gong)(gong)(gong)(gong)廠(chang)更(geng)滿(man)意，生(sheng)活更(geng)幸福。“大(da)家心(xin)(xin)情好(hao)了(le)(le)，氣兒順了(le)(le)，干勁(jing)自然就足(zu)了(le)(le)！”
激(ji)勵機制(zhi)：把老實肯干型(xing)員(yuan)工，打造成技術(shu)改善型(xing)員(yuan)工
為激勵(li)員工(gong)(gong)的工(gong)(gong)藝改(gai)善(shan)(shan)熱(re)情(qing)(qing)，車(che)間制定了《員工(gong)(gong)現場改(gai)善(shan)(shan)獎(jiang)勵(li)辦法》，對(dui)員工(gong)(gong)提出的各項改(gai)善(shan)(shan)意見給予50-100元(yuan)不等金額的獎(jiang)勵(li)，大大激發(fa)了員工(gong)(gong)的改(gai)善(shan)(shan)熱(re)情(qing)(qing)，獎(jiang)勵(li)辦法實施后員工(gong)(gong)改(gai)善(shan)(shan)意識逐漸增強。讓員工(gong)(gong)在(zai)工(gong)(gong)作(zuo)中學會主動思考。
近幾個月來公司與員工(gong)共享(xiang)工(gong)廠(chang)改(gai)革(ge)發展成果，員工(gong)滿意度(du)不斷攀升。也正是在這(zhe)樣的(de)環境下，該廠(chang)車(che)間、班組積極調動員工(gong)積極性，改(gai)進生產技術和管理模式，促使生產效率得到大大提高，真正保證(zheng)了員工(gong)“舒心工(gong)作，快樂生活(huo)”。
