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案例描述: 当一个人在同一地方出现两次以上同样的差错(即在同一 地方摔两次跤),或者,两个以上不同的人在同一地方出现同一 差错(即在同一地方各摔一次跤),那一定不是人有问题,而是这 条让他们出差错的“路”有问题。此时,作为问题的管理者最 重要的工作不是管人——要求他不要重犯错误,而是修“路”。 这就是莱钢股份公司炼钢厂3#连铸车间的修路原则。 过去如果有人在工作中出了差错,我们很多时候的第一反 应是:这个人有问题,而很少想是否“路”有问题。通过学习 《企业基层管理人员培训教材》,树立了“问题也是资源”、“查 不到问题就是问题”的理念。不断查找“使人摔跤的路上”的 问题,不断地修“路”,不使人摔跤。
Case Description: When a person has two or more identical mistakes in the same place (ie, two crashes in the same place), or two or more different people have the same mistake in the same place (ie, each in the same place) ) It must not be a problem for people, but it is a problem with the “road” that causes them to go wrong. At this point, the most important task of the manager as a problem is not to administer the person—to ask him not to repeat mistakes, but to repair the “road.” This is the road building principle of No. 3 continuous casting workshop of the Steelmaking Plant of Laiwu Steel. In the past, if someone made a mistake in his work, the first reaction we often have is that this person has problems and seldom thinks if there is a problem with the “road”. By studying the training materials for managers at the basic level of enterprises, the concept of “problems are resources” and “cannot find problems is problems” has been established. Constantly search for the problem of “wrestling people on the road” and constantly repair “roads” so that people do not wrestle.