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本文作者迈克尔·布雷默(Michael Bremer)是坎伯兰集团董事长、芝加哥精益企业财团执行董事、芝加哥大学格拉姆学院客座教授和卓越制造协会颁奖委员会主席,是一位六西格玛黑带,已出版四本专著,最新的著作为《如何进行现场走动管理》。现场走动管理(gemba walk)要求各级主管走到员工和客户中去,了解工作进度和存在的问题、听取客户反馈的意见、检查员工的执行力。本文介绍了为何要实施现场走动管理,以及实施现场走动管理的几个注意事项,最后还列举了奥托立夫公司(Autoliv)实施走动管理的案例。
Michael Bremer is Chairman of the Cumberland Group, Executive Director of the Chicago Lean Enterprise Consortium, visiting professor at the University of Chicago’s Grantham College and chairman of the Awards Committee of the Manufacturing Excellence Association. He is a Six Sigma Black Belt and has published four This monograph, the latest book as “how to manage the scene.” On-the-go gemba walk requires executives at all levels to go to employees and customers, understand the progress and problems, listen to customer feedback, and check the execution of employees. This article describes a few considerations for why you need to move around the field and how to manage the move around the site. Finally, you’ll find examples of how move management has been implemented at Autoliv.