How to quickly cultivate front-line management talents?

In the field, the proportion of repeated operation is generally 80%. For simple operation, the training cycle usually takes only 2- 14 days. The other part is adjustment operation, accounting for 15%, which requires certain experience and technology, and the training period often takes 15-90 days; The other part is exception handling, accounting for 5%, which requires special experience and unique technology, and the training period often takes more than one year. 80% repetitive operations are more suitable for scientific and standardized training methods, and only 20% adjustment operations and abnormal handling are suitable for the training methods of master and apprentice. Just now, we discussed three misunderstandings in the field of rapid training of front-line talents. Now, let's study the methods and tricks of cultivating talents quickly. First, the rapid training of front-line field talents requires "professional division of labor, segmented dispatch, segmented teaching and stepped talent training". The author has been to a printing enterprise in Shenzhen. It takes more than five years for this enterprise to train a qualified captain. The company has experienced many difficulties for the flow and recruitment of captains all the year round. When I was engaged in consulting for rapid talent training in this printing enterprise, I divided the whole operation steps of the printing machine into more than 30, among which the relatively simple operations were the operation of collecting ink roller, cleaning ink roller, inking and filtering ink. The training of these jobs is required to be completed within one week, and will be evaluated and inspected. Inking, upper plate, lower plate, plate alignment, parameter setting, etc. They are all adjustment operations and require some experience. The training time is set at half a year, and it should be assessed. The most complicated work is positioning, color matching and exception handling, which is also a captain's housekeeping skill. It is stipulated that the training time is one year, and assessment must be carried out. Once we define the time, content and assessment time of employees' skills, the growth rate of employees will increase rapidly. In this printing enterprise, we have formulated five operation standard books of "writing, tabulation, visualization, visualization and materialization" for each process, and formulated operation standards suitable for on-the-spot training of front-line talents, such as "employee skill level assessment standard", "employee ability level statistics table" and "work teaching decomposition table", and adopted OJT, OPL, counseling, action learning method and post technical competition. Later, we simply separated the color matching work originally performed by the captain on the production line from the captain's scope of responsibility and set up a special color matching class to deal with it. This is the so-called "professional division of labor, dispatching workers in sections" mentioned just now. The advantage of this is that it not only reduces the efficiency of on-site color matching delay, but also reduces the workload of the captain and shortens the training cycle of the captain. 2. Quickly cultivate talents in the field to be "fast, accurate and ruthless". Fast-it is the training time, and it is clear how long it will take to reach which level of skill standard. Quasi-refers to the training content and what working knowledge must be mastered at what time. Toughness-that is, assessment, clear what the standard is after the completion of training. What needs to be emphasized here is that the purpose of internal examination is to let employees master skills as soon as possible, not to select and eliminate them. When a new employee enters the factory, the on-site management cadre tells him what to study and what to test every day, so that the new employee can improve his skills quickly. Originally, the training took 15 days, and it may only take 3 days. 3. Quickly cultivate on-site talents and conduct planned job rotation on site. What is the best way to learn English? Of course, go to the United States and Britain to work or study. In any post, try to ensure that two people can operate, one is to solve the problem that no one is doing, and the other is to solve the problem that someone is doing it but the technology is not skilled in mass production. Then, job rotation can effectively solve the problem of multi-skill training for employees. Another advantage of rotation is that it can not only effectively educate employees, but also coordinate the contradictions between people and let employees learn to put themselves in their shoes. For example, we often see the scene where the production supervisor tries to prove that the people in the quality department are too picky, while the quality supervisor tries to prove that the quality of the products produced does not meet the requirements. Imagine that if these two supervisors rotate their posts, such contradictions will be greatly reduced. Most enterprises have such absurd things. Technicians or quality inspectors often can't convince the team leader on the spot because they don't know much about key production processes or first-line bottlenecks. Four. Quickly cultivate field first-line talents and often carry out field abnormal improvement research activities. Chairman Mao's old man said well that the best way to learn to fight is to "teach war with war and learn to fight with war". Please remember the following four concepts: ①. Classroom theory can't cultivate excellent talents, but solving practical problems can best make employees grow. (2) Talent training is accomplished through improvement and practical training. 3. Cultivate outstanding talents by manufacturing high-quality products. This problem is an opportunity to improve and educate people. The process of solving problems is the process of cultivating people. The best way to train front-line talents quickly is to throw employees into the ocean of problems, and what can swim out is talents. I would like to ask why the traditional classroom training is often "excited to listen, thinking to move, but unable to move back", because the training content is too different from the actual situation on the spot. When the author is engaged in consulting work in many enterprises, the most common method is to stipulate how many abnormal problems must be found and rectified by on-site managers and employees every month. Front-line employees are the smartest. Let every employee learn to realize personal value by solving problems. Employees should be regarded not only as tools that can work with both hands, but also as a source of rich wisdom. Of course, in the process of this "problem-solving learning method", we are not oppressing employees to improve, but should let employees understand and agree first, and let employees have the will to improve and master their skills through a series of incentive methods and training methods. A study by Harvard University shows that if a person just studies and doesn't apply it, after one month, 87% of his knowledge will be forgotten. Experience is the best study and experience is the best teacher. In the process of improvement, employees learn the most from practice. Undoubtedly, this "problem-solving learning method" is the best way to combine learning with application. At the same time, through this improvement research activity, many difficult problems in the company field have been solved and direct economic benefits have been created for the company. The author summarizes the "six-fixed training method of talents" in the practice of training and consulting for on-site promotion and rapid training of talents. The "six-fixed training method for talents" refers to: setting standards, grading, quantity, time, subject and tutor respectively. The "six-fixed talent training method" will solve a series of thorny problems faced by enterprises, such as long training period, high training cost, insufficient enjoyment and inheritance of internal experience, repeated investment in personnel growth, separation of theory from practice in training, and application of what they have learned after training, and sum up a set of on-site first-line talent training operation tools combining theory with practice. Below, we briefly introduce the content of the "six-fixed training method for talents". 1. standard setting: that is, the standard of each skill level in each position is defined. As we all know, doctors can only take up their posts if they hold professional qualification certificates. If a doctor holds a doctor's qualification certificate and treats the dead, it is called medical malpractice. If he doesn't have a medical qualification certificate, it's called intentional homicide and he should be investigated for criminal responsibility. The training of front-line talents on the spot also needs to implement such a certification system. 2. Grading, that is, it is clear how many grades the skills of each post are divided into, such as the skill grading of four types of jobs of machinery, electricity, instrument and automatic control of equipment maintenance workers, such as mechanical first-level maintenance workers to mechanical seventh-level maintenance workers. Three. Quantitative, that is, the number of qualified technical workers in each level of each type of work is defined, and the number of qualified technical workers in each level is used as the assessment index for the training of department heads. Four. Fixed time, that is, when to achieve what skill standards should be specified and clear. What needs special explanation here is that "the growth of employees is not waiting, but being forced". It is important to set a time to train talents quickly. 5. Deciding the theme has two meanings. One is to define the training content according to the skill standards and grades of each type of work, and the other is to improve the subject according to the problems in the work. 6. Set up a mentor. The tutor here is not a master in the traditional sense. The tutor here must pass the relevant qualification examination, which is equivalent to the black belt master in Six Sigma. Need to lead the team to complete a series of project improvement and research activities. A tutor must play five roles: propagandist, athlete, instructor, coordinator and manager. Everyone has heard of an excellent enterprise-Procter & Gamble. Someone once asked P&G executives why you can become the world's first fast-moving consumer goods. P&G executives proudly say that it is because our tutorial system is implemented very well. Every supervisor is a good coach and mentor, and can tutor our employees in an informal environment anytime, anywhere. The "six-fixed talent training method" realizes the goal of training qualified talents quickly by using systematic and standardized talent training systems and methods, and finally establishes the "talent replication system" of enterprises to solve the problems of insufficient experience sharing and inheritance within enterprises and repeated investment in personnel growth for a long time. The "Six Fixed Talents Training Method" is based on the standardized operation of enterprises, with the ability model training of professional and technical talents as the main axis, with employees participating in on-site improvement and innovation as the means, and relying on classroom theoretical training and practical operation training to form the first-line talents training system of enterprises. If your competitors can train qualified technical and management talents within one year, can your enterprise train them within half a year? In today's high-speed flow of talents, in today's "fast fish eat slow fish" and in today's increasing number of post-90 s employees, do you still adhere to the talent training concept of "it takes ten years to plant trees and a hundred years to cultivate people"? Can employees do a good job in transforming what they have learned in past training in your enterprise? Does the training improve employees' performance? The above problems are difficult to be solved by traditional training methods. If you can do it, prove the value of your training department and the effectiveness of your training system; If you can't do it, then you should study the methods and tricks of applying the "six-fixed talent training method" in your enterprise. Toyota has a famous saying that "the key to manufacturing products is to cultivate talents" (mono zukuri wa hito zukuri). The rapid training of field front-line talents must always adhere to the "four basic principles": First, adhere to the talent training principle of "improving employees' ability through work improvement and quality improvement". The second is to adhere to the principle of "standardized operation and work guidance training must go hand in hand". Third, adhere to the principle of "developing the company into a learning organization through continuous reflection and improvement". Fourth, adhere to the principle of "planning standards, grading, quantity, time, topic and tutor". Through the "Four Basic Principles", the vicious circle of emergency training, no time for training, ineffective training and other training modes has been broken, which has laid a theoretical and practical foundation for enterprises to quickly cultivate competent field first-line technical talents. The continuous and progressive training system is the trump card training system, and the scientific training method and systematic training system are the complete talent training system. Exploration is the stupidest method of all successful methods. I hope that the "three misunderstandings", "four solutions" and "six fixed training methods" emphasized in this paper will inspire your company's on-site front-line talent training. Some people have a way out, no talent and no future, and the winner wins the world.