Editor:SBS Steel Structure Company
Five, human waste
73. Personnel changes that are capable of subordinates can not be controlled for the following reasons
74. The direct and indirect costs of employee changes were not assessed
75. "tube" too much, smart leadership is too little
76. Discipline requires "too strict" or "too loose"
77. The "promise" that can be achieved is not followed
78. A promise that can not be done, such as a raise or a promotion
79. No good reason to dismiss the person, should not use dismissal as a punishment - quality
80. Strong stay in his extreme do not like the work
81. Treatment of subordinate injustice
82. subordinates quarrel, partial to one side
83. Comment on a subordinate Other subordinates (referring to mulberry)
84. The reasons for the voluntary separation of subordinates were not detected
85. The objectives and policies of the company can not be explained correctly to the subordinates
86. In the staff salary adjustment, the monitor did not participate
87. The authority of the squad leader is not good
88. It is not possible for new entrants to give full play to their productive forces
89. No new staff is accepted in a cordial and helpful manner
90. No new job guidance was given to new entrants
91. Do not let new staff understand all day work and other content - quality
92. There is no qualified person to work together
93. There is no patience for people who are slow to learn
94. did not promote other subordinates to the new friendly, helpful attitude
95. Not as close as possible to newcomers
96. did not tell new people, factory life and planning, such as safety, pay date, toilet, drinking water, bathroom, etc.
97. The Lean Production Promotion Center is not scheduled for the complete training program
98. did not make ministries do their best
99. did not guide subordinates how to do a good job
100. It is not possible to explain the work and make it interesting
101. There is no concern about the progress of subordinates and personal life
102. did not accommodate the subordinate error of the amount of elegance
103. do not pay attention to the power and personality of subordinates, the appropriate assignment of work
104. did not study the subordinate individual differences to play his greatest potential
105. Evaluation of a person only re-qualification, race, religion, relationship, geographical and so on
106. connivance of subordinate factions exist or form a small circle
107. Know that someone's mental or physical inappropriate, but not to mobilize
108. sick subordinates still let him work - quality
109. No assistance is required)
110. When possible and appropriate time, no promotion is given
111. Issues affecting wages and working conditions were not taken into account
112. did not train a candidate
113. The lack of the concept of standard hourly teaching - quality
114. Data on staff efficiency management
Sixth, the waste of accidents:
115. It was not recognized that prevention of accidents was part of the work
116. Security matters were not thoroughly stated for all subordinates
117. The machine is not fitted with safety precautions and made sure to be effective
118. Pampering abuse in the workplace
119. The risk mark is not marked on the appropriate premises and remains clean and readable
120. The indirect costs of the accident were not thoroughly understood
121. Lean Production Promotion Center
122. Do not understand the cause of an accidental danger
123. No accident records are recorded and are not analyzed and applied
124. Good security examples were not established
125. There is no regular and practical check for safety
126. Failure to implement safety rules persistently
127. The staff lack the necessary safety assembly: such as gloves, seat belts, welding face and so on
128. Management personnel did not recognize their safety responsibilities and incident responsibilities
129. Can not inspire and maintain subordinate security awareness to prevent accidents
130. does not cooperate with a security inspector of a government or insurance company
Seven, lack of cooperation waste
131. No cooperation with other managers or departments
133. In the affairs of staff, engineers, clerks, personnel and other cooperation
134. Do not really understand the company policy and explain to the subordinates
135. rumors can not be dealt with cleverly
136. To deduce responsibility for other squad leader, subordinate or supervisor
137. The advice of the subordinates is not properly reflected to the supervisor
138. Unhappy employees incite to resist the company's practices
139. Managers fail to give full support to the rules of the company that are not yet available
140. The atmosphere of friendship and cooperation between subordinates was not encouraged
141. Managers criticize corporate policies and private in this sector
142. In the company's educational activities did not cooperate fully with the management, including apprenticeship, bulletin boards, employee communications, proposal system, etc.
Eight, the waste of space to rectify
143. Inappropriate discharge and storage of materials
144. Not paying attention to the route plan for the material in the factory
145. Incorrect placement of machinery and other permanent equipment
146. Possession of hand tools, ladders, trolleys, etc. on the aisle, can not keep walkway cleaners
147. Waste is not scrapped Lean Production Promotion Center
148. Cabinets, drums, materials supply, etc. placed in the inconvenience Six Sigma
149. indulge in unnecessary machines and equipment to occupy an important space
150. Due to the lack of timely repair of the floor, roof, etc. so that the required space is not used - quality
151. lack of lighting, the formation of black spots, dead ends
152. Poor arrangement in the unit can not be organized
153. Workplace does not need the material, warehouse and workshop regardless
154. Do not attach importance to the importance of things to rectify
155. not to train and supervise the use of goods to go, positioning
156. The project is not thoroughly implemented on a regular basis (daily, weekly, monthly) for permanent retention
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