如何打造一個(gè)優(yōu)秀的分揀中心團(tuán)隊(duì)？
How to create an excellent sorting center team?
第一步：打造團(tuán)隊(duì)主動(dòng)淘汰的能力，最終形成“良幣驅(qū)逐劣幣”
The first step is to create the ability of the team to take the initiative and eliminate the bad money.
最開始打造淘汰能力依靠?jī)刹糠郑旱谝徊糠质秦?fù)責(zé)人主動(dòng)篩選，根據(jù)過(guò)往經(jīng)驗(yàn)、結(jié)果、團(tuán)隊(duì)狀態(tài)、員工評(píng)價(jià)進(jìn)行篩選，篩選出“待淘汰”與“待培養(yǎng)”兩部分人員；第二部分是末尾淘汰制，此方法不一定合理，但是重點(diǎn)并不在合理與否而是在團(tuán)隊(duì)形成一種“緊迫感”，淘汰制的方法會(huì)有很多，任何一個(gè)質(zhì)量指標(biāo)與運(yùn)營(yíng)指標(biāo)均可使用。
The first part is responsible person's active screening, according to past experience, results, team status, staff evaluation screening, screening out "to be eliminated" and "to be cultivated" two parts of personnel; the second part is the end of the elimination system, this method is not necessarily reasonable, but the focus is not in Reasonable or not, but in the formation of a "sense of urgency" in the team, there will be many methods of elimination, any one of the quality indicators and operational indicators can be used.
淘汰開始后會(huì)得出以下結(jié)果：①待淘汰人員名單；②待培養(yǎng)名單；③已經(jīng)被淘汰人員；除此以外會(huì)面臨一種尷尬情況：無(wú)人可用，結(jié)果糟糕！這是淘汰中最艱難的時(shí)間，此時(shí)需要負(fù)責(zé)人需要對(duì)分揀中心大事小事逐一處理，泡在現(xiàn)場(chǎng)至少12小時(shí)以上，梳理現(xiàn)場(chǎng)異常、結(jié)果與后續(xù)調(diào)整思路。此時(shí)是跟一線員工打好關(guān)系的基礎(chǔ)，同時(shí)也是了解一線問題及流程改善的時(shí)間。此段時(shí)間短最需要的是：一，時(shí)時(shí)刻刻讓員工看到你的背影；二，用精益方法找出浪費(fèi)點(diǎn)，去改善它！
After the elimination, the following results will be obtained: (1) the list of persons to be eliminated; (2) the list of persons to be trained; and (3) the persons who have been eliminated; in addition, there will be an embarrassing situation: no one is available, the result is bad! This is the most difficult time to eliminate, at this time the person in charge needs to deal with the major and minor matters of the sorting center one by one, soak in the scene for at least 12 hours, sort out the site abnormalities, results and follow-up adjustment ideas. This is the basis for a good relationship with front-line employees, but also to understand the front-line problems and process improvement time. What is needed most in this short period of time is: first, always let employees see your back; second, use lean methods to find waste points, to improve it!
按照上面的操作方式，如果可以扛過(guò)來(lái)，基本上可以完成初步的篩選與角色鞏固。下一步就是形成內(nèi)部驅(qū)動(dòng)力，重點(diǎn)在管理人員“分身術(shù)”（后續(xù)講）打造與員工的下沉與績(jī)效綁定，讓拖累他人的人被唾沫淹死。
According to the above operation, if you can carry it, you can basically complete the preliminary screening and role consolidation. The next step is to create an internal motivation, focusing on the managerial "spin-offs" (to follow) that bind to employee sinking and performance, allowing those who are dragging others to drown in spit.
第二步：打造完整而有沉淀的數(shù)據(jù)體系
The second step: to create a complete and precipitated data system.
軍刺一貫關(guān)注分揀中心的數(shù)據(jù)搭建，正常時(shí)縱向橫向兩個(gè)維度（按考《分揀中心運(yùn)營(yíng)的十二種基本思維》數(shù)據(jù)思維與交叉思維）。分揀中心的數(shù)據(jù)搭建一般分為三個(gè)維度：貨、操作人、員工薪酬。貨的維度：常規(guī)維度時(shí)效、破損、丟失、客戶反饋，再根據(jù)不同公司不同時(shí)效產(chǎn)品與質(zhì)量要求進(jìn)行時(shí)效鏈切割，最完美狀態(tài)：以票為單位涵蓋其全生命周期時(shí)效鏈及異常匹配；操作人的維度：以操作人為最小單位，統(tǒng)計(jì)其操作量、時(shí)效、丟失、遺漏及成本；員工薪酬角度，是員工每月的薪酬記錄、歷史對(duì)比及其他分揀中心對(duì)比，重點(diǎn)在競(jìng)爭(zhēng)力。
Army stabbing has always been concerned about the data structure of sorting center, vertical and horizontal dimensions in normal time (according to the "12 basic thinking of sorting center operation" data thinking and cross thinking). The data structure of sorting center is generally divided into three dimensions: goods, operators and staff salaries. Cargo dimension: routine dimension aging, breakage, loss, customer feedback, and then according to different companies with different aging products and quality requirements for cutting the aging chain, the most perfect state: to ticket as a unit to cover the whole life cycle of its aging chain and abnormal matching; operator dimension: to the operator as the smallest unit, statistical operation Quantity, timeliness, loss, omission and cost; employee compensation perspective is the monthly salary record, historical comparison and other sorting center comparison, focusing on competitiveness.
所有按照時(shí)效角度的為橫向數(shù)據(jù)，以某時(shí)間段截取并進(jìn)行縱向?qū)Ρ蓉洝⒉僮魅嘶蚱渌S度的為縱向數(shù)據(jù)。再按照時(shí)間段、日、月、年進(jìn)行數(shù)據(jù)匯總。除此以外軍刺更加重視數(shù)據(jù)的沉淀，每個(gè)數(shù)據(jù)盡可能少變更格式或板式，按照月度進(jìn)行積累方便進(jìn)行整體的對(duì)比與趨勢(shì)分析。
All the time-limited angle for the horizontal data, a certain period of time to intercept and carry out a vertical comparison of goods, operators or other dimensions for the vertical data. The data will be aggregated according to time, day, month and year. In addition to this, more attention is paid to the precipitation of data, each data as little as possible change format or board, according to the monthly accumulation convenient for the overall comparison and trend analysis.
除了以上描述，最重要的也是最容易被分揀中心忽略的就是：以最小管理層級(jí)為單位，建立此層級(jí)的數(shù)據(jù)達(dá)成情況描述，也可以作為績(jī)效考核一項(xiàng)，后續(xù)此項(xiàng)將成為篩選與建立不同層級(jí)結(jié)果輸出的工具。總之對(duì)于數(shù)據(jù)來(lái)講就是不斷下沉、下沉、下沉，最完美狀態(tài)是形成在員工、管理層、負(fù)責(zé)人三層數(shù)據(jù)拆分，這將是驅(qū)動(dòng)力形成的重要組成部分，也承接第一步篩選的重要依據(jù)。
In addition to the above description, the most important and easily overlooked by the sorting center is that the establishment of this level of data achievement description can also be used as a performance appraisal, which will become a tool for screening and establishing output of results at different levels. In short, the data is constantly sinking, sinking, sinking, the perfect state is formed in the staff, management, responsible for the three levels of data split, which will be an important part of the driving force formation, but also to undertake the first step of the important basis for screening.
第三步：所有管理人員練就“分身術(shù)”
The third step: all managers practice "separation".
所有現(xiàn)場(chǎng)管理人員都應(yīng)該是負(fù)責(zé)人的“分身”，如何練就分身？首先，要給與好壞的標(biāo)準(zhǔn)，此處需要應(yīng)用第二步的數(shù)據(jù)進(jìn)行衡量，必須是理性可參考的數(shù)據(jù)，給管理層級(jí)制定可衡量可比對(duì)的數(shù)據(jù)結(jié)果輸出體系，簡(jiǎn)單的說(shuō)可以是KPI。第二，責(zé)任、數(shù)據(jù)、權(quán)限下沉下沉下沉，不斷下沉的過(guò)程難度堪比“讓自己閑下來(lái)”，這是一個(gè)相對(duì)來(lái)講需要體系的東西，要把分揀中心的人、管理現(xiàn)場(chǎng)、所有數(shù)據(jù)甚至員工績(jī)效全線下沉，負(fù)責(zé)人身上有的考核指標(biāo)一線管理人員都應(yīng)該有。第三，要給與賦能，賦能是一個(gè)長(zhǎng)期的過(guò)程，中間關(guān)鍵點(diǎn)在于允許出錯(cuò)、有人修正，沒有什么比犯錯(cuò)更能激起人的奮斗精神，同時(shí)也沒有一種培訓(xùn)比犯錯(cuò)改正的過(guò)程更有效果。很多分揀中心失敗的原因就在于不敢讓管理人員犯錯(cuò)，改正的過(guò)程中除了責(zé)罵少了陪伴他們改善的過(guò)程修正。第四，培訓(xùn)，墨守成規(guī)的培訓(xùn)已經(jīng)不能激起管理人員的興趣，一方面拿著對(duì)負(fù)責(zé)人的要求進(jìn)行下一層級(jí)的培訓(xùn)，管理人員水平不同，培訓(xùn)的價(jià)值就在于給他全新的完全不懂的東西，否則有人接觸過(guò)甚至有體會(huì)則效果全無(wú)。另外，逼迫輸出，內(nèi)部給與一線管理人員輸出的機(jī)會(huì)，輸出中學(xué)習(xí)到的東西與效果要遠(yuǎn)超過(guò)聽講。內(nèi)部建立，高頻率的培訓(xùn)機(jī)制，重在讓管理人員輸出，而且一定是高強(qiáng)度的輸出。
All site managers should be responsible for the "separation", how to practice separate? First of all, to give a good or bad standard, here we need to apply the second step of the data to measure, must be rational reference data, to the management level to develop a measurable and comparable data output system, in short, can be KPI. Secondly, responsibility, data, authority sink, the sinking process is as difficult as "let oneself idle". This is a relatively systematic thing, to the sorting center of the people, management site, all data and even employee performance sink across the line, the person in charge of some assessment indicators on the front line managers. Every member should have. Thirdly, empowerment is a long-term process. The key point is to allow mistakes to be corrected. There is nothing like making mistakes that can inspire people's spirit of struggle. And there is no training that is more effective than making mistakes. Many sorting centers fail because they do not dare to let managers make mistakes. In addition to scolding them for the lack of process correction to accompany them to improve. Fourth, the training, the training has not been able to arouse the interest of managers, on the one hand holding the requirements of the person in charge of the next level of training, managers of different levels, the value of training lies in giving him a brand-new completely do not understand things, otherwise someone has contacted or even experienced the effect of nothing. In addition, forced output, internal to the front-line management of the output opportunities, the output of learning things and effects far more than listening. Internally established, high-frequency training mechanism, the focus is to let managers output, and must be high-intensity output.
當(dāng)下屬敢于有理有據(jù)的反駁你的觀點(diǎn)并能夠提更好的解決方案時(shí)，分身練就。
Practice when your subordinates dare to argue against your ideas and come up with better solutions.
第四步，團(tuán)隊(duì)的延展性與可分裂發(fā)展
The fourth step is team extensibility and split development.
從優(yōu)秀團(tuán)隊(duì)的衡量標(biāo)準(zhǔn)就可以看出，軍刺對(duì)團(tuán)隊(duì)的人才輸出是持正向態(tài)度的。但是其中的內(nèi)部隱藏要求就是：現(xiàn)在的團(tuán)隊(duì)必須可延展可分裂。可延展的意思是：每一個(gè)一線的管理者能夠隨時(shí)擴(kuò)大管理幅度，不僅僅是人數(shù)幅度也包含業(yè)務(wù)模塊幅度，即具備同時(shí)管理兩個(gè)以上模塊的能力；可分列的意思是：按照“分身術(shù)”說(shuō)明，每個(gè)管理者都可以獨(dú)立出來(lái)作為你的分身去管理這個(gè)團(tuán)隊(duì)或者小的團(tuán)隊(duì)。隨時(shí)可以分裂出來(lái)發(fā)展。
From the standard of excellent team, we can see that the stabbing team's talent output is positive attitude. But the hidden requirement is that the current team must be extensible and divisive. Extensible means that each front-line manager can expand the scope of management at any time, not only in terms of number but also in terms of business modules, i.e. the ability to manage more than two modules at the same time. To manage this team or small team. We can split up and develop at any time.
想要練就這樣的團(tuán)隊(duì)，除了以上三步必須能夠完成外，還要增加一項(xiàng)“分揀中心的模塊化管理”，即把分揀中心按照功能、業(yè)務(wù)進(jìn)行架構(gòu)分割，每個(gè)單獨(dú)的管理人員負(fù)責(zé)的模塊功能必須是“相對(duì)”獨(dú)立的，獨(dú)立的考核、質(zhì)量數(shù)據(jù)、甚至員工待遇計(jì)算方式。如果有以上的鋪墊，切割并不是大問題。此處一定注意，模塊化管理的鋪墊非常關(guān)鍵，否則就會(huì)亂成一鍋粥。
In order to train such a team, in addition to the above three steps must be able to complete, but also to add a "sorting center modular management", that is, sorting center according to the function, business structure division, each individual manager responsible for the module function must be "relatively" independent, independent assessment, quality number According to the calculation method of employee benefits. If there is more foreshadowing, cutting is not a big problem. It is important to note that the foreshadowing of modular management is very critical, otherwise it will become a mess.
第五步，管理人員的職業(yè)發(fā)展與一線員工的待遇提升
The fifth step is the career development of managers and the promotion of front-line staff.
分揀中心的團(tuán)隊(duì)管理落腳點(diǎn)一定在此處，因?yàn)榉謷行牡墓芾矸绞脚c管理人員稀缺性存在，注定負(fù)責(zé)人的發(fā)展會(huì)受限制，但是對(duì)于一線管理者的發(fā)展并不一定受此限制。所以，一個(gè)優(yōu)秀的團(tuán)隊(duì)最終的落腳點(diǎn)一定是管理人員的能力完整性提升。同時(shí)也一定有員工待遇的提升，雖說(shuō)團(tuán)隊(duì)負(fù)責(zé)人在員工薪酬上并不具備決定性意義，但是，任何一家公司制定的薪酬制度一定是鼓勵(lì)多勞多得并且是不斷迭代的，通過(guò)精益管理、人員管理、數(shù)據(jù)管理不斷提升質(zhì)量對(duì)客戶負(fù)責(zé)的同時(shí)，提升薪酬也是重中之重，另外就是不斷的擁抱薪酬制度的迭代，主動(dòng)參與，員工得到與自己付出相對(duì)平衡才是團(tuán)隊(duì)穩(wěn)定的基石。
The team management of sorting center must be based on this, because of the scarcity of management and personnel, the development of the person in charge is bound to be limited, but not necessarily for the development of front-line managers. Therefore, the ultimate goal of a good team is to enhance the integrity of managers. At the same time, there must be an improvement in employee pay. Although team leaders do not have a decisive significance in employee pay, any company's pay system must encourage more work and is iterative, through lean management, personnel management, data management to continuously improve the quality of customer responsibility. At the same time, the promotion of salary is also the top priority. Another is to constantly embrace the iterative pay system, active participation, employees get a relative balance with their own pay is the cornerstone of team stability.
第六步：分揀中心的管理人員永遠(yuǎn)不要脫離現(xiàn)場(chǎng)
The sixth step: the managers of sorting centers should never leave the scene.
分揀中心可以總結(jié)的很多，但是所有的工作內(nèi)容都來(lái)自現(xiàn)場(chǎng)，永遠(yuǎn)不要脫離現(xiàn)場(chǎng)。不管級(jí)別多高，只要管理分揀中心就應(yīng)該坐在現(xiàn)場(chǎng)，否則你將找不到出路。
The sorting center can sum up a lot, but all the work is from the scene, never leave the scene. No matter how high the grade is, you should sit on the spot as long as you manage the sorting center, otherwise you will not find a way out.
分揀中心并不是一個(gè)很大的空間，但是不妨礙一花一葉見一世界；如磚砌墻，由散至固。
The sorting center is not a very large space, but it does not prevent a flower to a leaf to see the world; like a brick wall, from scattered to solid.
轉(zhuǎn)自物流沙龍
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