相關熱門公開課程更多 》
- 班組長管理技能提高（TWI）
- TWI一線主管技能訓練——一課三訓
- TWI一線班組長管理技能提升
- TWI一線班組長管理技能提升
- TWI基層主管管理能力提升
- TWI班組長核心管理技能提升
- TWI/班組長建設
- TWI一線主管現(xiàn)場管理技能培訓
- TWI一線主管管理能力提升
- TWI一線主管管理能力提升
相關熱門內訓課程更多 》
- TTT-KCI培訓師專業(yè)發(fā)展勝任力
- TWI-KCI
- TWI管理技能提升
- 美國ACI：國際職業(yè)資格注冊HR經(jīng)理
- 人課合一 ACI國際職業(yè)培訓師雙證班
- 卓越領導力發(fā)展(LDD-KCI)訓練
- 一線管理者現(xiàn)場管理技能提升訓練(TW
- TWI 煙草企業(yè)卓越現(xiàn)場管理者實戰(zhàn)技
- TWI基層管理者管理技能提升
- TWI一線主管管理技能提升訓練
相關最新下載資料
【培訓對象】
【培訓收益】
培 訓 收 益Training benefit
企 業(yè)： Enterprises
1，養(yǎng)成高素質和具競爭力的一線管理團隊，提高管理效率和降低管理成本
Forming high-quality and competitive management team to improve management efficiency and reduce management cost
2，提升公司管理的有效性，增強公司的贏利能力的競爭能力
Improving management efficiency of the enterprises, strengthening profit-earning ability and competitiveness ability
受訓員工： Trainees
1， 迅速提升管理核心技能，具備優(yōu)秀管理者的勝任力，提升個人績效和促進個人職業(yè)發(fā)展
Quickly improving core management techniques, possessing KCI of excellent management personnel, improving individual performance and promoting individual career development
一線主管管理技能勝任力(初級)訓練營(TWI-KCIs)
一線主管管理技能勝任力(初級)訓練營(TWI-KCIm)
一線主管管理技能勝任力(初級)訓練營(TWI-KCIh)
（TWI-KCI）
（學員經(jīng)實際工作模擬測試合格后，獲頒發(fā)相應級別《一線主管管理勝任力》證書TWI-KCI
After trainees pass practical job sampling test, they will obtain relevant certificate of TWI-KCI
培 訓 收 益Training benefit
企 業(yè)： Enterprises
1，養(yǎng)成高素質和具競爭力的一線管理團隊，提高管理效率和降低管理成本
Forming high-quality and competitive management team to improve management efficiency and reduce management cost
2，提升公司管理的有效性，增強公司的贏利能力的競爭能力
Improving management efficiency of the enterprises, strengthening profit-earning ability and competitiveness ability
受訓員工： Trainees
1， 迅速提升管理核心技能，具備優(yōu)秀管理者的勝任力，提升個人績效和促進個人職業(yè)發(fā)展
Quickly improving core management techniques, possessing KCI of excellent management personnel, improving individual performance and promoting individual career development
TWI-KCI訓練特色
TWI-KCI
Training characteristics TWI（Training Within Industry），即為督導人員的現(xiàn)場管理訓練，或稱為一線主管技能培訓，TWI是實施精益生產(chǎn)、豐田生產(chǎn)方式、TPM、5S等各項工具和系統(tǒng)的基礎，是企業(yè)管理理論的“世界語”。
TWI, namely on-site management training of supervisor or skills training of on-site training, is the foundation of various tools and systems such as excellent manufacturing, Toyota mode, TPM, 5S and “world language” of enterprise management theory.
TWI源于1920年的英國，二戰(zhàn)后,美國生產(chǎn)局幫助重建日本經(jīng)濟,發(fā)現(xiàn)日本技術勞動力潛力極為雄厚,但缺乏有效的督導人員,故引進TWI訓練,培訓了大量的督導人員的能力,日本政府認識到此培訓的重要性,為此專門組織成立（社團法人）日本產(chǎn)業(yè)訓練協(xié)會,并由日本勞動省大力推廣,對二戰(zhàn)后日本經(jīng)濟得以迅速發(fā)展起到了極大的促進作用，現(xiàn)已是歐美日韓等發(fā)達國家訓練企業(yè)現(xiàn)場管理人員的必備教程。
TWI origins from British in 1920.After great war II, Production Administration of US helped Japan rebuild economy, finding that Japan is endowed with great potential technical labor but it is short of effective supervisors. Therefore, US helped introduce TWI training improving many supervisors’ abilities. Japanese government also realized the importance of it and set up (corporation aggregate) Japan Manufacturing Training Association specially to promote by MHLW which played an important role in promoting Japanese development. Now, TWI has become a necessary program to train on-site supervisors for developed countries like Europe, US, Japan and Korea.
TWI自1950年由日本政府引入日本產(chǎn)業(yè)界以來，至少有1000萬人以上的日本企業(yè)界領導及員工都受到了TWI的培訓，覆蓋了90%以上的日本企業(yè),為日本產(chǎn)業(yè)的發(fā)展做出了重大的貢獻。在中國，有數(shù)千萬家企業(yè)面臨著如何快速提升數(shù)億員工的素養(yǎng)和基本管理技能的困境。
Since 1950, Japanese government introduced TWI, more than 10 million enterprise leaders and employees have got TWI training covering 90% of Japanese enterprises which makes great contribution to the development of Japanese enterprises. In China, thousands of enterprises face the difficulty to improve the quality of numerous employees and the basic management skills.
傳統(tǒng)的TWI的主要培訓內容包括四個模塊：
Main training content of traditional TWI including the following 4 modules:
工作教導(JI)——使基層主管能夠用有效的程序，清楚的教部屬工作的方法，使部屬很快的接受到正確、完整的技術或指令。
Job instruction-making on-site supervisors clearly teach subordinates work method to let them receive right and complete technology and order by using effective process
工作關系(JR)——使基層主管與部屬建立良好人際關系，部屬發(fā)生人際或心理上的問題時，能冷靜的分析，合情合理的解決。
Job relationships-making on-site supervisors set up good relationships with subordinates, solve problems reasonably through calm analysis when subordinates have interpersonal and psychological problem.
工作改善(JM)——使基層主管能用合理的程序，思考現(xiàn)場工作上的問題與缺失，并提出改進方案，提升工作的效率與效能。
Job method-making on-site supervisors think about the problem about on-site work and come with improvement plan to improve work efficiency by using reasonable process.
工作安全(JS)——使基層主管學習如何使類似災害事件杜絕不再犯的對策和方法。
Job safety-making supervisors learn the policy and method to prevent similar disasters
經(jīng)過10多年的培訓實踐及一線主管全新的管理角色承擔和管理要求，把TWI發(fā)展成為16個模塊的TWI-KCI一線主管系統(tǒng)性管理技能體系訓練體系！
Through more than 10 years of training practice, management trainer team of Goodcareer consulting group has developed TWI into TWI-KCI systematic management skills training of on-site supervisor with 16 modules!
培訓方法
Training method 1.講師講解（強調重點、要點和難點，將專業(yè)術語平民化，幫助學員理解）
Coacher’ explanation ( stressing importance, key point and difficult point, popularizing professional terms to help employees understand)
2.錄像觀看（通過精彩錄像片段欣賞，給予學員啟發(fā)）
Watching videos (inspiring trainees through appreciating excellent video clip)
3.現(xiàn)場演練（幫助發(fā)現(xiàn)問題，進行精確點評，從而達到學以致用的目的）
On-site drill ( helping find problems and criticize accurately to apply what they have learned for practice)
4.游戲互動（將深奧的理論融入輕松的游戲之中，在笑聲中學習和領悟）
Interactive game ( learning and comprehending with laughter through mixing the deep theory into relaxed games)
5.問題討論和實戰(zhàn)案例分析（剖析經(jīng)典實戰(zhàn)案例，充分啟發(fā)學員）
Question discussion and practical case analysis(Classic case analysis to inspire trainees)
培訓時間
Training time 初級4天、中級4天、高級3天；共11天
4 days of elementary training, 3 days of intermediate training, 3 days of advanced training; 9 days totally
培訓日期
Training date 內訓時間按企業(yè)要求而定
Internal training time depends on the enterprises’ need
培訓費用
Training fee 企業(yè)內訓：人民幣20,000元/班.1天；公開課：人民幣1,800元/人.1天。含訓練導師開發(fā)的培訓教材1套和培訓費費。
Internal training of enterprises: 20,000 each class, one day; public class 1,800 yuan each people. (including 1 set of training materials developed by Goodcareer coacher and training fee)
適合人員
Suitable person 1. 企業(yè)一線管理人員
Senior management personnel of the enterprise
2. 企業(yè)準備提升為一線管理人員的員工
Employees who are going to be promoted in the enterprise
3. 有志于成為職業(yè)經(jīng)理人的從業(yè)人士
Person aspiring to become International Professional Trainer
課程模塊
（初級）
Course modules
(elementary) 模塊一： 一線主管管理角色和勝任力要求
Module1: management roles and KCI requirement of first-site supervisors
模塊二：工作教導(JI)技能(I)
Module2: JI skills
模塊三：工作改善(JM)技能(I)
Module3: JM skills
模塊四：工作關系(JR)技能
Module4: JR skills
模塊五：工作安全(JS)管理技能
Module: JS management skills
模塊六：工作問題(JQ)處理技能
Module6: JQ handling skills
課程模塊
（中級）
Course modules
(intermediate) 模塊一：工作教導(JI)技能(II)
Module1: JI skills
模塊二：工作改善(JM)技能(II)
Module2: JM skills
模塊三：工作效率(WE)管理技能
Module3: WE management skills
模塊四：工作成本(WC)管理技能
Module4: WC management skills
模塊五：工作品質(WQ)管理技能
Module5: WQ management skills
模塊六：工作團隊(WT)管理技能
Module6: WI management skills
課程模塊
（高級）
Course modules
(advanced) 模塊一：目標管理(MBO)技能
Module1: MBO skills
模塊二：計劃與執(zhí)行(PDCA)管理技能
Module2: PDCA management skills
模塊三：有效溝通(EC)技能
Module3: EC skills
模塊四：員工激勵管理(EIM)
Module4: EIM
模塊五：團隊建設(TB)
Module5: TB
模塊六：工作文化管理(WCM)
Module6: WCM
學員福利
Trainees’ benefit 1. 獲頒發(fā)由訓練導師簽名的相應級別的《一線管理人員管理勝任力培訓》證書
Obtaining certificate of TWI-KCI signed by coacher
2. 成為Goodcareer 終身會員，享受會員的“十大收益”（詳請請登閱本公司網(wǎng)站）
Being the life-long members of Goodcareer, enjoying “10 benefits” of the members( log in our website to search the details)
3. 免費成為本公司“HR Party”會員
Being members of our “HR Party” freely
4. 9折參加Goodcareer年度“人力資源管理論壇”
Getting 10% discount for Goodcareer annual “HRM Summit Forum”
培訓課程安排
(初級)
Training course arrangement
(elementary) 第一天、每二天 The first and second day
3.5小時3.5 hours 7小時7 hours
模塊一：一線主管管理角色和勝任力要求
Module 1: management roles and KCI demands of supervisor
— 自我管理技能測試
Skills test of self management
— 錄像觀摩
Watching videos
— 一線主管日常管理內容
Daily management content of first-line supervisor
— 重新認識一線主管
Rediscover first-line supervisor
— 現(xiàn)場管理職責
On-site management responsibility
— 一線主管的多重角色
Multiple roles of first-line supervisor
— 一線主管的職責權限
Responsibility and authority of first-line supervisor
— 一線主管的管理勝任力要求
Management KCI requirement of first-line supervisor
— 卓越一線主管之技能要求
Skills requirement of excellent first-line supervisor
— 卓越一線主管心態(tài)要求
Attitude requirement of first-line supervisor
— 卓越一線主管素質要求
Quality requirement of excellent first-line supervisor
— 一線主管的終極使命
Ultimate mission of first-line supervisor
— 工作模擬：簡單任務
Job sampling: simple task
— 訓練效果測評
Training achievement test
— 課后演練
Drill after class 模塊二：工作教導(JI)技能(I)
Module2: JI skills
— 案例研討：3小時生產(chǎn)600多個廢品
Case study: producing more than 600 wastes for 3 hours
— 選擇的重要性：做管理者還是教導員
Importance of selection: becoming a manager or instructor
— 什么是教導
What is instructing
— 教導的重要性
Importance of instructing
— 為什么要教導您的下屬（公司VS教導者VS被教導者）
Why do you instruct your subordinates (company VS instructor VS tutee)
— 優(yōu)秀教導員的三大特質
3 characteristics of excellent instructor
— 常用的低效教導方法回顧
Reviewing of usual inefficient instructing method
— 教導經(jīng)驗分享
Sharing experience of instructing
— 有的放矢：正確選擇教導對象
To shoot the arrow at a target: correctly selecting instructor
— 見機行事：如何選擇教導時機
Play something by ear: how to select instructing occasion
— 如何高效教導：四步法
How to effectively instruct: four-step method
— 經(jīng)驗性練習：工作分解表的制作及四步教導法
Experience practice: design of work analysis form and four-step instructing method
— 高效教導應規(guī)避的八大誤區(qū)
8 misunderstanding that effective instruction should avoid
— 工作教導體驗活動：T字之謎
Job instructing experience activities: puzzle of word T
— 訓練成果測評
Training achievement test
— 應用實踐
Application practice
— Q&A
Questions and answers
第二天、第三天 The second, third day
7小時7 hours 3.5小時3.5 hours
模塊三：工作改善(JM)技能(I)
Module3: JM skills
— 自我測試：您每天是在管理還是在改善?
Self test: do you manage or improve every day
— 工作為何要改善（意義）
Why do you need to improve work(meaning)
— 為何不想改善（心理障礙剖析）
Why do not you improve( psychology obstacle analysis)
— 改善：從什么地方入手
Improvement: where is the staring
— 經(jīng)驗分享：4M法：發(fā)現(xiàn)問題的改善點
Sharing experience: 4M method: improvement point of finding problems
— 工作改善的前提：發(fā)現(xiàn)問題
Premise of job improvement: finding problems
— 面對問題的心態(tài)探析
Deep attitude analysis in facing problems
— 影響問題發(fā)現(xiàn)與解決的十大錯誤觀念
10 wrong concepts of influencing finding and solving problems
— 面對紛繁復雜的工作--如何突破困境
How to overcome difficulties in sophisticated work
— 思考問題的五個維度
Five dimensions of thinking problems
— 如何進行工作改善：四步法
How to improve work: 4-step method
— 工作模擬：工作改善實踐
Job sampling: work improvement practice
— 工作改善七手法簡介
7-method brief introduction of work improvement
— 實例分享：某公司生產(chǎn)流程改善
Sharing examples: production process improvement of one company
— 激發(fā)改善創(chuàng)意的10把金鑰匙
10 gold keys of incentivizing improvement creativity
— 改善體驗活動：傳真機
Improving experience activities: fax machine
— 訓練收益測評
Training benefit test
— 應用性練習
Application practice
— Q&A
Questions and answers
模塊四：工作關系(JR)技能
Module4: job relationship skills
— 人際關系自我測試：我的人際關系能力？
Self test of interpersonal relationship: my interpersonal relationship abilities?
— 案例研討：法叔的故事
Case study: the story of French uncle
— 工作關系問題含義及類型
Meaning and style of job relationships problems
— 人際關系改善的四項基本原則
Four basic principles of improving interpersonal relationships
— 工作關系問題四階處理法
Four-stage handling method of job relationships
— 人際溝通的重要性
Importance of interpersonal communication
— 定義溝通
Definition communication
— 問題：為什么要溝通？
Question: why do we need to communicate?
— 溝通對象確定－與誰溝通？
Confirmation of communication object－communication with whom
— 體驗性活動：形象競猜
Experience activities: impression guess
— 工作溝通中的常見障礙
Common obstacle in job communication
— 高效溝通的關鍵：7 55 38
Key of efficient communication:
— 有效溝通之面對面溝通
Effective communication-face-to face communication
— 如何與下級、上司、平級良好溝通
How to communicate with subordinate, boss and lateral employees
— 經(jīng)驗分享：報告、聯(lián)系、商討技巧
Sharing experience: report, communication, conferring skills
— 下屬犯錯了，如何批評？
How to criticize when subordinates make mistakes
— 情景模擬訓練：批評下屬常用八法
Situation simulation training: 8 method of criticizing subordinates
— 經(jīng)驗性練習：小芳怎么啦?
Experienced practice: what is wrong with xiao Fang?
— 化干戈為玉帛：沖突管理－認識沖突/接受沖突/管理沖突
to bury the hatchet and work for peace: conflict management
— 工作分派技巧
Job distribution skills－realization conflict/receiving conflict/management conflict
— 分派工作的原則
Principles of job distribution
— 分派工作的步驟
Steps of job distribution
— 分派工作中的潛在問題
Potential problems in work distribution
— 工作模擬：工作關系與溝通體驗活動—戰(zhàn)國七雄
Job sampling: job relationships and communication experience activities－the seven states in the Epoch of Warring States
— 訓練成果測試
Training achievement test
— 應用性練習
Application practice
— Q&A
Questions and answers
第三天、每四天The third and fourth day
3.5小時3.5 hours 3.5小時3.5 hours
模塊五：工作安全(JS)管理技能
Module 5: JS management skills
— 測試：安全嗎？
Test: is it safe?
— 問題探討：3秒鐘作答
Question discussion: 3 seconds of answers
— 生產(chǎn)安全的重要性與含義
Importance and meaning of production safety
— 測試性調查：有趣的10 和6
Testing survey: interesting 10 and 6
— 安全工作
Safe work
— 發(fā)生安全事故源泉
Reason of safety incident
— 基層干部的安全責任
Safety responsibility of basic cadres
— 生產(chǎn)安全的本質
Essence of production safety
— 經(jīng)驗分享：安全管理檢查表
Sharing experience：check form of safety management
— 事出必有因：造成事故的原因分析
There is no smoke without fine: reason analysis of incident
— 案例研討：某公司生產(chǎn)部安全事件原因分析
Case study: reason analysis of safety incident in one company’s production department
— 預防安全事故的三大利器
Three method to prevent safety incident
— 經(jīng)驗性分享：經(jīng)常出事的人
Sharing experience: people who often take accident
— 案例重演：搬運工作安全事故的預防
Case reviewing: prevention of safety incident in carriage work
— 安全管理操作流程：四階段法
Operation process of safety management: four-stage method
— 工具：安全生產(chǎn)檢查記錄表
Tools: record of safety production check
— 持之以恒：如何塑造安全文化
Persistence: how to set up safety culture
— 事故案例-錄相：潘永益VS林正權手切傷事故
Incident case-video: Pan Yongyi VS Lin Zhengshuang hand hurting incident
— 訓練成果測評
Training achievement test
— 應用性練習
Application exercise
— Q&A
Questions and answers 模塊六：工作問題(JQ)處理技能
Module6: JQ handling skills
— 問題處理能力自我測試：我的問題態(tài)度
Self test of problem solving ability: my attitude toward problem
— 案例研討：這是問題嗎？
Case study: is it a problem?
— 一線問題綜述
Summary of first-line problems
— 問題解決的原則和方法
Principles and methods in solving problems
— 人、物、機器與流程問題的不同性質
Different characteristics of human, objects, machine and process problems
— 80、與90工作問題與對策
Job problems and countermeasure for employees who were born in 1980th and 1990th
— 經(jīng)驗分享：目標導向的問題解決思路
Sharing experience: solving method of target-oriented problem
— 問題解決的態(tài)度
Attitude to solve problems
— 問題的預測與預防
Forecast and prevention of problems
— 成為問題解決專家
Becoming an expert in solving problems
— 情景模擬訓練：你的看法
Situation simulation training: your ideas
— 經(jīng)驗性練習：問題分析與處理
Experienced exercise: problem analysis and handling
— 跨部門/小組問題及處理方法
Cross-department/team problem and handling methods
— 令工作順利進行的秘訣
Secret of fluent work
— 工作模擬：如何令問題不成為問題
Job sampling: how to solve problems
— 訓練成果測試
Training achievement test
— 應用性練習
Application exercise
— Q&A
Questions and answers
培訓課程安排
(中級)
Training course arrangement
(intermediate) 第一天The first day
3.5小時3.5 hours 3.5小時3.5 hours
模塊一：工作教導(JI)技能(II)
Module1:JI skills
— 自我教導技能測試
Test of self instructing skills
— 案例研討：從教導到教練
Case study: from instructing to coaching
— 一線主管的新角色定位：從考試導走向教練
New roles localization of supervisor: from testing to coaching
— 教練角色定位
Roles localization of coaching
— 教練角色技能
Roles skills of coaching
— 經(jīng)驗性練習：裁判與教練
Experience practice: referee and coach
— — 教練經(jīng)驗分享
— Sharing experience of coaching
— 教練技術
Coaching technique
— 教練心態(tài)
Coaching attitude
— 經(jīng)驗性練習：目標—教導—教練
Experienced practice: objectives—instructing —coaching
— 工作教練教導體驗活動：當好“靈魂工程師：
Experience activity of job coaching and instructing : being a “ sprit engineer”
— 訓練成果測評
Test of training achievement
— 應用實踐
Application practice
— Q&A
Questions and answers 模塊二：工作改善(JM)技能(II)
Module 2: job improvement skills
— 自我測試：我的工作改善技能
Self test: my skills of job improvement
— 經(jīng)驗分享：工作改善的要領
Sharing experience: gist of job improvement
— 消除“摸索”的時間
Eliminating trial time
— 實行圖面管理制度
Implementing drawing management systems
— 觀察工作方法
Observing job method
— — W.S.(Work Sampling)的觀察步驟
Observing steps of work sampling
— 作業(yè)動作的經(jīng)濟化
Economization of operation action
— 活用作業(yè)日報表
Flexible use of daily job report
— 動作的經(jīng)濟原則
Economic principle of action
— 提供舒適的作業(yè)環(huán)境
Providing comfortable operating environment
— 如何降成本、提高效率？
How to reduce cost and improve efficiency?
— V.E.(Value Engineering)
— VE計劃的推動
Promotion of VE plan
— 以ABC分析進行有效的管理
Effective management through ABC analysis
— 清除物品搬運時間
Removal time of cleaning articles
— 善用圖表，積極檢討與改進
Being good at chart: positively reviewing and improving
— 工作模擬：自我啟發(fā)
Job sampling: self inspiration
— 實例分享：如何縮短作業(yè)時間
Sharing experience: how to reduce operation time
— 改善體驗活動：SOP
Improve experience activities: SOP
— 訓練收益測評
Training benefit assessment
— 應用性練習
Application practice
— Q&A
Questions and answers
第二天、第三天The second and third day
7小時7 hours 7小時 7 hours
模塊三：工作效率(WE)管理技能
Module3: management skills of working efficiency
—自我技能測評
Self skills test
—錄像觀摩
Watching videos
—討論與點評
Discussion and comment
—對工作效率(Working Efficiency )的理解
Understanding of working efficiency
—工作效率與競爭力
Working efficiency and competiveness
—工作效率改善辦法
Improving method of work efficiency
—經(jīng)驗分享：如何縮短制造時間
Sharing experience; how to reduce manufacturing time
—實踐經(jīng)驗分析：工作效率改善技巧
Practical experience analysis: skills of improving working efficiency
—經(jīng)驗性練習：定員定額
Experienced practice: fixed number of workers and fixed quotas
—學習成果測試與點評
Test and comment of learning achievement
—工作模擬：效率報表與分析
Job sampling: efficiency report and analysis
—技能訓練1：IE工程與生產(chǎn)計劃
Skills training 1: IE project and production plan
—技能訓練2：有效時間與機器效率
Skills training 2: effective time and machine efficiency
—訓練成果檢驗
Training achievement check
—課后問題演練
Problem drill after class
—課后工作模擬
Job sampling after class
—實踐行動計劃
Implementing action plan
—Q&A
Questions and answers 模塊四：工作成本(WC)管理技能
Module4: WC management skills
—自我技能測評：我具有成本意識嗎？
Self skills test: do I have awareness of cost?
—錄像與點評
Videos and comments
—工作成本(Working Cost)的組成
Composition of working cost
—工作成本的特征與表現(xiàn)形式
Characteristics and manifestation of work cost
—現(xiàn)場工作成本改善辦法
Method of improving on-site work cost
—經(jīng)驗分享：標準工時可以減少嗎？
Sharing experience: can standard work time be reduced?
—經(jīng)驗分享：改善“人”的成本
Sharing experience: improving “ human” cost
—經(jīng)驗分享：改善“物”的成本
Sharing experience: improving “ object” cost
—經(jīng)驗分享：改善“流程”成本
Sharing experience: improve “process” cost
—經(jīng)驗分享：改善“品質”成本
Sharing experience: improvement “ quality” cost
—學習成果測試與點評
Test and comment of learning achievement
—工作模擬：成為一名成本改善高手
Job sampling: becoming an expert in cost improvement
—技能訓練1：合格率
Skills training 1: qualification rate
—技能訓練2：早會
Skills training 2: morning meeting
—訓練成果檢驗
Training achievement check
—課后問題演練
Problem drill after class
—課后工作模擬
Job sampling after class
—實踐行動計劃
Implementing action plan
—Q&A
Questions and answers
第四天The fourth day
3.5小時 3.5 hours 3.5小時3.5 hours
模塊五：工作品質(WQ)管理技能
Module5: WQ management skills
—案例研討：iphone4 事件
Case study: iphone4 event
—自我技能測評：我的品質管理技能
Self skills test: My quality management skill
—工作品質(Working Quality)和內涵
Working quality and its connotation
—工作品質改善方法
Improvement method of working quality
—工作品質改善要訣
Improvement tips of working quality
—循序漸進、質量并重
Improving quality step by step
—TQM與工作品質改善
TQM and working quality improvement
—QCC與工作品質改善
QCC and working quality improvement
—經(jīng)驗分享：入職培訓
Sharing experience: orientation training
—學習成果測試與點評
Test and comment of learning achievement
—行為模擬：成為一名有品質的管理者
Behavior sampling: becoming a qualified manager
—技能訓練1：品質改善無處不在
Skills training 1: quality improvement is everywhere
—技能訓練2：改變對品質的思維
Skills training 2: changing the thinking of quality
—訓練成果檢驗
Training achievement check
—課后問題演練
Problem drill after class
—課后工作模擬
Job sampling after class
—實踐行動計劃
Implementing action plan
—Q&A
Questions and answers 模塊六：工作團隊(WT)管理技能
Module6: WT management skills
—案例研討：計劃者與執(zhí)行者
Case study: planner and performer
—自我現(xiàn)狀測評：我團隊工作能力
Self present situation test: my team work ability
—工作團隊(Working Team)的意義
Meaning of working time
—團隊工作的藝術
Art of team work
—高效團隊工作經(jīng)驗分享
Sharing experience of efficient team work
—團隊工作要總結
Summarizing team work
—學習成果測試與點評
Test and comment of learning achievement
—行為模擬：有效率的工作團隊
Behavior sampling: efficient work team
—技能訓練1：團隊意識
Skills training 1: team awareness
—案例分析：加班事件
Case study: overtime events
—技能訓練2：工作分配
Skills training 2: work distribution
—技能訓練3：團隊目標
Skills training 3: team objectives
—訓練成果檢驗
Training achievement check
—課后問題演練
Problem drill after class
—課后工作模擬
Job sampling after class
—實踐行動計劃
Implementing action plan
—Q&A
Questions and answers
培訓課程安排
(高級)
Training course arrangement
(advanced) 第一天 The first day
3.5小時 3.5 hours 3.5小時3.5 hours
模塊一：目標管理(MBO)技能
Module1: MBO skills
—案例研討：質量差異
Case study: quality difference
—自我現(xiàn)狀測評：目標管理能力測評
Test of self situation: MBO skills testing
—目標管理
MBO(Management by Objective)
—目標管理的作用
Function of MBO
—目標管理的工作流程
Work process of MBO
—目標設定的五大原則 (SMART)
Five principle of designing objectives
—實操經(jīng)驗分享：目標卡的制作與填寫
Sharing practical experience: designing and filling in objective card
—目標的修正時機
Revising time of objectives
—目標的執(zhí)行過程
Implementing process of objectives
—目標跟蹤檢查
Follow-up check of objectives
—目標執(zhí)行結果的反饋與改進
Feedback and improvement of objective implementation result
—學習成果測試與點評
Test and comment of learning achievement
—行為模擬：目標管控
Behavior sampling: objective control
—實例訓練1：目標分解與目標溝通
Practice training 1: objective decomposition and objective communication
—案例分析：王經(jīng)理的自白
Case analysis: confession of Mr. Wang
—技能訓練2：目標承諾與目標執(zhí)行
Skills training 2: objective commission and objective implementation
—問題思考：個人目標不是團隊目標？
Thinking question: individual objective is not team objective?
—訓練成果檢驗
Training achievement check
—課后問題演練
Problem drill after class
—課后工作模擬
Job sampling after class
—實踐行動計劃
Implementing action plan
—Q&A
Questions and answers 模塊二：計劃與執(zhí)行(PDCA)管理技能
Module2: PDCA management skills
—計劃能力自我測試
Self test of planning ability
—案例研討：煩忙的一天
Case study: a busy day
—科學管理的精神
Sprit of scientific management
—什么是計劃
What is plan
—計劃的種類
Category of plan
—計劃的特性
Characteristics of plan
—制定有效計劃的步驟
Steps of making effective plan
—工作計劃流程
Process of work plan
—計劃管理的過程
Process of plan management
—制訂計劃的工具
The tool of making plan
—經(jīng)驗分享：計劃跟進表
Sharing experience: follow-up form of plan
—計劃的實施與跟進
Implementation and follow-up of plan
—PDCA循環(huán)
PDCA circle
—案例：計劃與例外事件
Case: plan and exceptional case
—學習成果測試與點評
Test and comment of learning achievement
—行為模擬：成為有執(zhí)行力的計劃者
Behavior sampling: becoming a planner with executive power
—實例訓練1：新的一天
Example training 1: a new day
—角色扮演：如果我是王組長
Playing roles: If I were group leader Wang
—技能訓練2：計劃、執(zhí)行與考核
Skills training 2: planning, implementing and checking
—訓練成果檢驗
Training achievement check
—課后問題演練
Problem drill after class
—課后工作模擬
Job sampling after class
—實踐行動計劃
Implementing action plan
—Q&A
Questions and answers
第二天 The second day
上午Am 上午Pm
模塊三：有效溝通(EC)技能
Module3: EC skills
—自我現(xiàn)狀測評：我是溝通高手？
Test of one’s present situation: am I a communication expert?
—案例研討：質量事故誰負責
Case study: who is responsible for quality incident
—什么是有效溝通
what is efficient Communication
—溝通的過程模式
Process mode of communication
—常見的12種溝通障礙及產(chǎn)生的原因
12 kinds of common communication obstacles and its reason
—溝通的編碼能力訓練（游戲：我來比劃，你來猜）
Code capacity training of communication(game: I make hand gestures and you guess
—回饋的作用
Function of feedback
—回饋時需注意的事項
Items requiring to pay attention to in feedback
—我們如何說服對方，進而改變對方的行為
How should we persuade opponents and change their action
—工作溝通與人際溝通技能
Skills of work communication and interpersonal communication
—經(jīng)驗分享：待料事件誰負責？
Sharing experience: who is responsible for material supply
—行為模擬：有效溝通的行為特征
Behavior sampling: action characteristics of effective communication
—實例訓練1：200還是2000
Example training 1: 200 or 2000
—角色扮演：客戶的品質投訴
Playing roles: quality complain of client
—技能訓練2：生產(chǎn)與研發(fā)的沖突
Skills training 2: conflict of production, research and development
—總結性考評
Summative evaluation
—課后問題演練
Problem drill after class
—課后工作模擬
Job sampling after class
—實踐行動計劃
Implementing action plan
—Q&A
Questions and answers 模塊四：員工激勵管理(EIM)
Module 4: EIM
—案例研討：80員工的需求
Case study: needs of employees who were born in 1980th
—自我現(xiàn)狀測評：我的激勵指數(shù)
Test of self present situation: My incentive indicator
—正確理解員工激勵(Employee Incentives)的意義
Correctly understanding the meaning of employee incentives
—員工需求的理解
Understanding of employees’ need
—員工需求、激勵與行為
Employees’ need, incentive and action
—改善員工行為
Improving employees’ action
—經(jīng)驗分享：馬斯洛需要理論的應用
Sharing experience: application of Maslow's need hierarchy theory
—員工激勵技巧
Skills of incentivizing employees
—視頻案例：部屬的工作表現(xiàn)每況愈下，如何激勵
Video case: how to incentive subordinates when they perform from bad to worse
—什么是負激勵
What is negative incentive
—負激勵對部屬的利弊
Advantage and disadvantage of negative incentive to subordinates
—案例：正激勵與負激勵
Case: positive incentive and negative incentive
—行為模擬：成為激勵高手
Behavior sampling: becoming a incentive expert
—實例訓練1：善用負激勵
Example training 1: being good at using negative incentive
—案例研討：工傷事件
Case study: working injury event
—角色扮演：分割領導權
Playing roles: partitioning leadership authority
—技能訓練2：工作與激勵
Skills training 2: work and encouragement
—訓練成果檢驗
training achievement check
—課后問題演練
Problem drill after class
—課后工作模擬
Job sampling after class
—實踐行動計劃
Implementing action plan
—Q&A
Questions and answers
第三天The third day
上午 Am 上午 Pm
模塊五：團隊建設(TB)
Module5: TB
—案例研討：團隊建設與團隊精神
Case study: team building and team sprit
—自我現(xiàn)狀測評：我具備團隊領導的特質嗎？
Test of self present situation: do I
possess the characteristics to lead team
—團隊的定義
Definition of team
—理想團隊建設的原則
Principle of ideal team building
—團隊建設的領導誤區(qū)
Instructing error of team building
—合格的團隊領導
Qualified team leader
—管理的十三種誤區(qū)及對策
13 kinds of errors and countermeasure
—樹立共同目標
Setting up common obstacles
—培養(yǎng)相互信任精神
Cultivating mutual trust sprit
—培養(yǎng)團隊成員的責任感和信心
Cultivating responsibility and confidence of team members
—促進團隊中各種技能的組合，并提高技術水平
Promoting skills combination in team and improving skills level
—搞好與外部人員關系，其中包括為團隊的
展清除障礙
Getting along well with external people,
including clearing obstacles for team
development
—為團隊中的其他成員創(chuàng)造機會
Creating more opportunities for other team members
—經(jīng)驗分享：創(chuàng)建高效團隊
Sharing experience: creating an effective team
—學習成果測試與點評
Test and comment of learning achievement
—行為模擬：成為優(yōu)秀的團隊領導
Behavior sampling: becoming an excellent team leader
—實例訓練1：目標與團隊
Example training 1: objective and team
—角色扮演：管理與團隊建設
Playing roles: management and team building
—技能訓練2：建立共同的信念
Skills training 2: setting up common belief
—總結性考評
Summative evaluation
—課后問題演練
Problem drill after class
—課后工作模擬
Job sampling after class
—實踐行動計劃
Implementing action plan
—Q&A
Questions and answers 模塊六：工作文化管理(WCM)
Module 6: WCM
—案例研討：跨文化管理難題
Case study: problem of cross-culture management
—自我現(xiàn)狀測評：我對文化的理解
Test of self present situation: my understanding of culture
—理解工作文化
Understanding work culture
—文化的成因
Reason of culture formation
—工作文化的形成
Formation of work culture
—引導正向的工作文化
Guiding the right work culture
—價值觀與行為規(guī)范
Values and code of conduct
—小團體文化
Culture of small group
—工作文化養(yǎng)成
Cultivation of work culture
—經(jīng)驗分享：評比第一名
Sharing experience: To select the No.1
—角色扮演：老板文化
Playing roles: boss culture
—學習成果測試與點評
Test and comment of learning achievement
—行為模擬：成為被信任的人
Behavior sampling: becoming a trusted person
—總結性考評
Summative evaluation
—課后問題演練
Problem drill after class
—課后工作模擬
Job sampling after class
—實踐行動計劃
Implementing action plan
—畢業(yè)論壇：當名成功的管理者！
Graduation forum: becoming a successful manager
課程開發(fā)
團隊和主
.
【培訓收益】
培 訓 收 益Training benefit
企 業(yè)： Enterprises
1，養(yǎng)成高素質和具競爭力的一線管理團隊，提高管理效率和降低管理成本
Forming high-quality and competitive management team to improve management efficiency and reduce management cost
2，提升公司管理的有效性，增強公司的贏利能力的競爭能力
Improving management efficiency of the enterprises, strengthening profit-earning ability and competitiveness ability
受訓員工： Trainees
1， 迅速提升管理核心技能，具備優(yōu)秀管理者的勝任力，提升個人績效和促進個人職業(yè)發(fā)展
Quickly improving core management techniques, possessing KCI of excellent management personnel, improving individual performance and promoting individual career development
一線主管管理技能勝任力(初級)訓練營(TWI-KCIs)
一線主管管理技能勝任力(初級)訓練營(TWI-KCIm)
一線主管管理技能勝任力(初級)訓練營(TWI-KCIh)
（TWI-KCI）
（學員經(jīng)實際工作模擬測試合格后，獲頒發(fā)相應級別《一線主管管理勝任力》證書TWI-KCI
After trainees pass practical job sampling test, they will obtain relevant certificate of TWI-KCI
培 訓 收 益Training benefit
企 業(yè)： Enterprises
1，養(yǎng)成高素質和具競爭力的一線管理團隊，提高管理效率和降低管理成本
Forming high-quality and competitive management team to improve management efficiency and reduce management cost
2，提升公司管理的有效性，增強公司的贏利能力的競爭能力
Improving management efficiency of the enterprises, strengthening profit-earning ability and competitiveness ability
受訓員工： Trainees
1， 迅速提升管理核心技能，具備優(yōu)秀管理者的勝任力，提升個人績效和促進個人職業(yè)發(fā)展
Quickly improving core management techniques, possessing KCI of excellent management personnel, improving individual performance and promoting individual career development
TWI-KCI訓練特色
TWI-KCI
Training characteristics TWI（Training Within Industry），即為督導人員的現(xiàn)場管理訓練，或稱為一線主管技能培訓，TWI是實施精益生產(chǎn)、豐田生產(chǎn)方式、TPM、5S等各項工具和系統(tǒng)的基礎，是企業(yè)管理理論的“世界語”。
TWI, namely on-site management training of supervisor or skills training of on-site training, is the foundation of various tools and systems such as excellent manufacturing, Toyota mode, TPM, 5S and “world language” of enterprise management theory.
TWI源于1920年的英國，二戰(zhàn)后,美國生產(chǎn)局幫助重建日本經(jīng)濟,發(fā)現(xiàn)日本技術勞動力潛力極為雄厚,但缺乏有效的督導人員,故引進TWI訓練,培訓了大量的督導人員的能力,日本政府認識到此培訓的重要性,為此專門組織成立（社團法人）日本產(chǎn)業(yè)訓練協(xié)會,并由日本勞動省大力推廣,對二戰(zhàn)后日本經(jīng)濟得以迅速發(fā)展起到了極大的促進作用，現(xiàn)已是歐美日韓等發(fā)達國家訓練企業(yè)現(xiàn)場管理人員的必備教程。
TWI origins from British in 1920.After great war II, Production Administration of US helped Japan rebuild economy, finding that Japan is endowed with great potential technical labor but it is short of effective supervisors. Therefore, US helped introduce TWI training improving many supervisors’ abilities. Japanese government also realized the importance of it and set up (corporation aggregate) Japan Manufacturing Training Association specially to promote by MHLW which played an important role in promoting Japanese development. Now, TWI has become a necessary program to train on-site supervisors for developed countries like Europe, US, Japan and Korea.
TWI自1950年由日本政府引入日本產(chǎn)業(yè)界以來，至少有1000萬人以上的日本企業(yè)界領導及員工都受到了TWI的培訓，覆蓋了90%以上的日本企業(yè),為日本產(chǎn)業(yè)的發(fā)展做出了重大的貢獻。在中國，有數(shù)千萬家企業(yè)面臨著如何快速提升數(shù)億員工的素養(yǎng)和基本管理技能的困境。
Since 1950, Japanese government introduced TWI, more than 10 million enterprise leaders and employees have got TWI training covering 90% of Japanese enterprises which makes great contribution to the development of Japanese enterprises. In China, thousands of enterprises face the difficulty to improve the quality of numerous employees and the basic management skills.
傳統(tǒng)的TWI的主要培訓內容包括四個模塊：
Main training content of traditional TWI including the following 4 modules:
工作教導(JI)——使基層主管能夠用有效的程序，清楚的教部屬工作的方法，使部屬很快的接受到正確、完整的技術或指令。
Job instruction-making on-site supervisors clearly teach subordinates work method to let them receive right and complete technology and order by using effective process
工作關系(JR)——使基層主管與部屬建立良好人際關系，部屬發(fā)生人際或心理上的問題時，能冷靜的分析，合情合理的解決。
Job relationships-making on-site supervisors set up good relationships with subordinates, solve problems reasonably through calm analysis when subordinates have interpersonal and psychological problem.
工作改善(JM)——使基層主管能用合理的程序，思考現(xiàn)場工作上的問題與缺失，并提出改進方案，提升工作的效率與效能。
Job method-making on-site supervisors think about the problem about on-site work and come with improvement plan to improve work efficiency by using reasonable process.
工作安全(JS)——使基層主管學習如何使類似災害事件杜絕不再犯的對策和方法。
Job safety-making supervisors learn the policy and method to prevent similar disasters
經(jīng)過10多年的培訓實踐及一線主管全新的管理角色承擔和管理要求，把TWI發(fā)展成為16個模塊的TWI-KCI一線主管系統(tǒng)性管理技能體系訓練體系！
Through more than 10 years of training practice, management trainer team of Goodcareer consulting group has developed TWI into TWI-KCI systematic management skills training of on-site supervisor with 16 modules!
培訓方法
Training method 1.講師講解（強調重點、要點和難點，將專業(yè)術語平民化，幫助學員理解）
Coacher’ explanation ( stressing importance, key point and difficult point, popularizing professional terms to help employees understand)
2.錄像觀看（通過精彩錄像片段欣賞，給予學員啟發(fā)）
Watching videos (inspiring trainees through appreciating excellent video clip)
3.現(xiàn)場演練（幫助發(fā)現(xiàn)問題，進行精確點評，從而達到學以致用的目的）
On-site drill ( helping find problems and criticize accurately to apply what they have learned for practice)
4.游戲互動（將深奧的理論融入輕松的游戲之中，在笑聲中學習和領悟）
Interactive game ( learning and comprehending with laughter through mixing the deep theory into relaxed games)
5.問題討論和實戰(zhàn)案例分析（剖析經(jīng)典實戰(zhàn)案例，充分啟發(fā)學員）
Question discussion and practical case analysis(Classic case analysis to inspire trainees)
培訓時間
Training time 初級4天、中級4天、高級3天；共11天
4 days of elementary training, 3 days of intermediate training, 3 days of advanced training; 9 days totally
培訓日期
Training date 內訓時間按企業(yè)要求而定
Internal training time depends on the enterprises’ need
培訓費用
Training fee 企業(yè)內訓：人民幣20,000元/班.1天；公開課：人民幣1,800元/人.1天。含訓練導師開發(fā)的培訓教材1套和培訓費費。
Internal training of enterprises: 20,000 each class, one day; public class 1,800 yuan each people. (including 1 set of training materials developed by Goodcareer coacher and training fee)
適合人員
Suitable person 1. 企業(yè)一線管理人員
Senior management personnel of the enterprise
2. 企業(yè)準備提升為一線管理人員的員工
Employees who are going to be promoted in the enterprise
3. 有志于成為職業(yè)經(jīng)理人的從業(yè)人士
Person aspiring to become International Professional Trainer
課程模塊
（初級）
Course modules
(elementary) 模塊一： 一線主管管理角色和勝任力要求
Module1: management roles and KCI requirement of first-site supervisors
模塊二：工作教導(JI)技能(I)
Module2: JI skills
模塊三：工作改善(JM)技能(I)
Module3: JM skills
模塊四：工作關系(JR)技能
Module4: JR skills
模塊五：工作安全(JS)管理技能
Module: JS management skills
模塊六：工作問題(JQ)處理技能
Module6: JQ handling skills
課程模塊
（中級）
Course modules
(intermediate) 模塊一：工作教導(JI)技能(II)
Module1: JI skills
模塊二：工作改善(JM)技能(II)
Module2: JM skills
模塊三：工作效率(WE)管理技能
Module3: WE management skills
模塊四：工作成本(WC)管理技能
Module4: WC management skills
模塊五：工作品質(WQ)管理技能
Module5: WQ management skills
模塊六：工作團隊(WT)管理技能
Module6: WI management skills
課程模塊
（高級）
Course modules
(advanced) 模塊一：目標管理(MBO)技能
Module1: MBO skills
模塊二：計劃與執(zhí)行(PDCA)管理技能
Module2: PDCA management skills
模塊三：有效溝通(EC)技能
Module3: EC skills
模塊四：員工激勵管理(EIM)
Module4: EIM
模塊五：團隊建設(TB)
Module5: TB
模塊六：工作文化管理(WCM)
Module6: WCM
學員福利
Trainees’ benefit 1. 獲頒發(fā)由訓練導師簽名的相應級別的《一線管理人員管理勝任力培訓》證書
Obtaining certificate of TWI-KCI signed by coacher
2. 成為Goodcareer 終身會員，享受會員的“十大收益”（詳請請登閱本公司網(wǎng)站）
Being the life-long members of Goodcareer, enjoying “10 benefits” of the members( log in our website to search the details)
3. 免費成為本公司“HR Party”會員
Being members of our “HR Party” freely
4. 9折參加Goodcareer年度“人力資源管理論壇”
Getting 10% discount for Goodcareer annual “HRM Summit Forum”
培訓課程安排
(初級)
Training course arrangement
(elementary) 第一天、每二天 The first and second day
3.5小時3.5 hours 7小時7 hours
模塊一：一線主管管理角色和勝任力要求
Module 1: management roles and KCI demands of supervisor
— 自我管理技能測試
Skills test of self management
— 錄像觀摩
Watching videos
— 一線主管日常管理內容
Daily management content of first-line supervisor
— 重新認識一線主管
Rediscover first-line supervisor
— 現(xiàn)場管理職責
On-site management responsibility
— 一線主管的多重角色
Multiple roles of first-line supervisor
— 一線主管的職責權限
Responsibility and authority of first-line supervisor
— 一線主管的管理勝任力要求
Management KCI requirement of first-line supervisor
— 卓越一線主管之技能要求
Skills requirement of excellent first-line supervisor
— 卓越一線主管心態(tài)要求
Attitude requirement of first-line supervisor
— 卓越一線主管素質要求
Quality requirement of excellent first-line supervisor
— 一線主管的終極使命
Ultimate mission of first-line supervisor
— 工作模擬：簡單任務
Job sampling: simple task
— 訓練效果測評
Training achievement test
— 課后演練
Drill after class 模塊二：工作教導(JI)技能(I)
Module2: JI skills
— 案例研討：3小時生產(chǎn)600多個廢品
Case study: producing more than 600 wastes for 3 hours
— 選擇的重要性：做管理者還是教導員
Importance of selection: becoming a manager or instructor
— 什么是教導
What is instructing
— 教導的重要性
Importance of instructing
— 為什么要教導您的下屬（公司VS教導者VS被教導者）
Why do you instruct your subordinates (company VS instructor VS tutee)
— 優(yōu)秀教導員的三大特質
3 characteristics of excellent instructor
— 常用的低效教導方法回顧
Reviewing of usual inefficient instructing method
— 教導經(jīng)驗分享
Sharing experience of instructing
— 有的放矢：正確選擇教導對象
To shoot the arrow at a target: correctly selecting instructor
— 見機行事：如何選擇教導時機
Play something by ear: how to select instructing occasion
— 如何高效教導：四步法
How to effectively instruct: four-step method
— 經(jīng)驗性練習：工作分解表的制作及四步教導法
Experience practice: design of work analysis form and four-step instructing method
— 高效教導應規(guī)避的八大誤區(qū)
8 misunderstanding that effective instruction should avoid
— 工作教導體驗活動：T字之謎
Job instructing experience activities: puzzle of word T
— 訓練成果測評
Training achievement test
— 應用實踐
Application practice
— Q&A
Questions and answers
第二天、第三天 The second, third day
7小時7 hours 3.5小時3.5 hours
模塊三：工作改善(JM)技能(I)
Module3: JM skills
— 自我測試：您每天是在管理還是在改善?
Self test: do you manage or improve every day
— 工作為何要改善（意義）
Why do you need to improve work(meaning)
— 為何不想改善（心理障礙剖析）
Why do not you improve( psychology obstacle analysis)
— 改善：從什么地方入手
Improvement: where is the staring
— 經(jīng)驗分享：4M法：發(fā)現(xiàn)問題的改善點
Sharing experience: 4M method: improvement point of finding problems
— 工作改善的前提：發(fā)現(xiàn)問題
Premise of job improvement: finding problems
— 面對問題的心態(tài)探析
Deep attitude analysis in facing problems
— 影響問題發(fā)現(xiàn)與解決的十大錯誤觀念
10 wrong concepts of influencing finding and solving problems
— 面對紛繁復雜的工作--如何突破困境
How to overcome difficulties in sophisticated work
— 思考問題的五個維度
Five dimensions of thinking problems
— 如何進行工作改善：四步法
How to improve work: 4-step method
— 工作模擬：工作改善實踐
Job sampling: work improvement practice
— 工作改善七手法簡介
7-method brief introduction of work improvement
— 實例分享：某公司生產(chǎn)流程改善
Sharing examples: production process improvement of one company
— 激發(fā)改善創(chuàng)意的10把金鑰匙
10 gold keys of incentivizing improvement creativity
— 改善體驗活動：傳真機
Improving experience activities: fax machine
— 訓練收益測評
Training benefit test
— 應用性練習
Application practice
— Q&A
Questions and answers
模塊四：工作關系(JR)技能
Module4: job relationship skills
— 人際關系自我測試：我的人際關系能力？
Self test of interpersonal relationship: my interpersonal relationship abilities?
— 案例研討：法叔的故事
Case study: the story of French uncle
— 工作關系問題含義及類型
Meaning and style of job relationships problems
— 人際關系改善的四項基本原則
Four basic principles of improving interpersonal relationships
— 工作關系問題四階處理法
Four-stage handling method of job relationships
— 人際溝通的重要性
Importance of interpersonal communication
— 定義溝通
Definition communication
— 問題：為什么要溝通？
Question: why do we need to communicate?
— 溝通對象確定－與誰溝通？
Confirmation of communication object－communication with whom
— 體驗性活動：形象競猜
Experience activities: impression guess
— 工作溝通中的常見障礙
Common obstacle in job communication
— 高效溝通的關鍵：7 55 38
Key of efficient communication:
— 有效溝通之面對面溝通
Effective communication-face-to face communication
— 如何與下級、上司、平級良好溝通
How to communicate with subordinate, boss and lateral employees
— 經(jīng)驗分享：報告、聯(lián)系、商討技巧
Sharing experience: report, communication, conferring skills
— 下屬犯錯了，如何批評？
How to criticize when subordinates make mistakes
— 情景模擬訓練：批評下屬常用八法
Situation simulation training: 8 method of criticizing subordinates
— 經(jīng)驗性練習：小芳怎么啦?
Experienced practice: what is wrong with xiao Fang?
— 化干戈為玉帛：沖突管理－認識沖突/接受沖突/管理沖突
to bury the hatchet and work for peace: conflict management
— 工作分派技巧
Job distribution skills－realization conflict/receiving conflict/management conflict
— 分派工作的原則
Principles of job distribution
— 分派工作的步驟
Steps of job distribution
— 分派工作中的潛在問題
Potential problems in work distribution
— 工作模擬：工作關系與溝通體驗活動—戰(zhàn)國七雄
Job sampling: job relationships and communication experience activities－the seven states in the Epoch of Warring States
— 訓練成果測試
Training achievement test
— 應用性練習
Application practice
— Q&A
Questions and answers
第三天、每四天The third and fourth day
3.5小時3.5 hours 3.5小時3.5 hours
模塊五：工作安全(JS)管理技能
Module 5: JS management skills
— 測試：安全嗎？
Test: is it safe?
— 問題探討：3秒鐘作答
Question discussion: 3 seconds of answers
— 生產(chǎn)安全的重要性與含義
Importance and meaning of production safety
— 測試性調查：有趣的10 和6
Testing survey: interesting 10 and 6
— 安全工作
Safe work
— 發(fā)生安全事故源泉
Reason of safety incident
— 基層干部的安全責任
Safety responsibility of basic cadres
— 生產(chǎn)安全的本質
Essence of production safety
— 經(jīng)驗分享：安全管理檢查表
Sharing experience：check form of safety management
— 事出必有因：造成事故的原因分析
There is no smoke without fine: reason analysis of incident
— 案例研討：某公司生產(chǎn)部安全事件原因分析
Case study: reason analysis of safety incident in one company’s production department
— 預防安全事故的三大利器
Three method to prevent safety incident
— 經(jīng)驗性分享：經(jīng)常出事的人
Sharing experience: people who often take accident
— 案例重演：搬運工作安全事故的預防
Case reviewing: prevention of safety incident in carriage work
— 安全管理操作流程：四階段法
Operation process of safety management: four-stage method
— 工具：安全生產(chǎn)檢查記錄表
Tools: record of safety production check
— 持之以恒：如何塑造安全文化
Persistence: how to set up safety culture
— 事故案例-錄相：潘永益VS林正權手切傷事故
Incident case-video: Pan Yongyi VS Lin Zhengshuang hand hurting incident
— 訓練成果測評
Training achievement test
— 應用性練習
Application exercise
— Q&A
Questions and answers 模塊六：工作問題(JQ)處理技能
Module6: JQ handling skills
— 問題處理能力自我測試：我的問題態(tài)度
Self test of problem solving ability: my attitude toward problem
— 案例研討：這是問題嗎？
Case study: is it a problem?
— 一線問題綜述
Summary of first-line problems
— 問題解決的原則和方法
Principles and methods in solving problems
— 人、物、機器與流程問題的不同性質
Different characteristics of human, objects, machine and process problems
— 80、與90工作問題與對策
Job problems and countermeasure for employees who were born in 1980th and 1990th
— 經(jīng)驗分享：目標導向的問題解決思路
Sharing experience: solving method of target-oriented problem
— 問題解決的態(tài)度
Attitude to solve problems
— 問題的預測與預防
Forecast and prevention of problems
— 成為問題解決專家
Becoming an expert in solving problems
— 情景模擬訓練：你的看法
Situation simulation training: your ideas
— 經(jīng)驗性練習：問題分析與處理
Experienced exercise: problem analysis and handling
— 跨部門/小組問題及處理方法
Cross-department/team problem and handling methods
— 令工作順利進行的秘訣
Secret of fluent work
— 工作模擬：如何令問題不成為問題
Job sampling: how to solve problems
— 訓練成果測試
Training achievement test
— 應用性練習
Application exercise
— Q&A
Questions and answers
培訓課程安排
(中級)
Training course arrangement
(intermediate) 第一天The first day
3.5小時3.5 hours 3.5小時3.5 hours
模塊一：工作教導(JI)技能(II)
Module1:JI skills
— 自我教導技能測試
Test of self instructing skills
— 案例研討：從教導到教練
Case study: from instructing to coaching
— 一線主管的新角色定位：從考試導走向教練
New roles localization of supervisor: from testing to coaching
— 教練角色定位
Roles localization of coaching
— 教練角色技能
Roles skills of coaching
— 經(jīng)驗性練習：裁判與教練
Experience practice: referee and coach
— — 教練經(jīng)驗分享
— Sharing experience of coaching
— 教練技術
Coaching technique
— 教練心態(tài)
Coaching attitude
— 經(jīng)驗性練習：目標—教導—教練
Experienced practice: objectives—instructing —coaching
— 工作教練教導體驗活動：當好“靈魂工程師：
Experience activity of job coaching and instructing : being a “ sprit engineer”
— 訓練成果測評
Test of training achievement
— 應用實踐
Application practice
— Q&A
Questions and answers 模塊二：工作改善(JM)技能(II)
Module 2: job improvement skills
— 自我測試：我的工作改善技能
Self test: my skills of job improvement
— 經(jīng)驗分享：工作改善的要領
Sharing experience: gist of job improvement
— 消除“摸索”的時間
Eliminating trial time
— 實行圖面管理制度
Implementing drawing management systems
— 觀察工作方法
Observing job method
— — W.S.(Work Sampling)的觀察步驟
Observing steps of work sampling
— 作業(yè)動作的經(jīng)濟化
Economization of operation action
— 活用作業(yè)日報表
Flexible use of daily job report
— 動作的經(jīng)濟原則
Economic principle of action
— 提供舒適的作業(yè)環(huán)境
Providing comfortable operating environment
— 如何降成本、提高效率？
How to reduce cost and improve efficiency?
— V.E.(Value Engineering)
— VE計劃的推動
Promotion of VE plan
— 以ABC分析進行有效的管理
Effective management through ABC analysis
— 清除物品搬運時間
Removal time of cleaning articles
— 善用圖表，積極檢討與改進
Being good at chart: positively reviewing and improving
— 工作模擬：自我啟發(fā)
Job sampling: self inspiration
— 實例分享：如何縮短作業(yè)時間
Sharing experience: how to reduce operation time
— 改善體驗活動：SOP
Improve experience activities: SOP
— 訓練收益測評
Training benefit assessment
— 應用性練習
Application practice
— Q&A
Questions and answers
第二天、第三天The second and third day
7小時7 hours 7小時 7 hours
模塊三：工作效率(WE)管理技能
Module3: management skills of working efficiency
—自我技能測評
Self skills test
—錄像觀摩
Watching videos
—討論與點評
Discussion and comment
—對工作效率(Working Efficiency )的理解
Understanding of working efficiency
—工作效率與競爭力
Working efficiency and competiveness
—工作效率改善辦法
Improving method of work efficiency
—經(jīng)驗分享：如何縮短制造時間
Sharing experience; how to reduce manufacturing time
—實踐經(jīng)驗分析：工作效率改善技巧
Practical experience analysis: skills of improving working efficiency
—經(jīng)驗性練習：定員定額
Experienced practice: fixed number of workers and fixed quotas
—學習成果測試與點評
Test and comment of learning achievement
—工作模擬：效率報表與分析
Job sampling: efficiency report and analysis
—技能訓練1：IE工程與生產(chǎn)計劃
Skills training 1: IE project and production plan
—技能訓練2：有效時間與機器效率
Skills training 2: effective time and machine efficiency
—訓練成果檢驗
Training achievement check
—課后問題演練
Problem drill after class
—課后工作模擬
Job sampling after class
—實踐行動計劃
Implementing action plan
—Q&A
Questions and answers 模塊四：工作成本(WC)管理技能
Module4: WC management skills
—自我技能測評：我具有成本意識嗎？
Self skills test: do I have awareness of cost?
—錄像與點評
Videos and comments
—工作成本(Working Cost)的組成
Composition of working cost
—工作成本的特征與表現(xiàn)形式
Characteristics and manifestation of work cost
—現(xiàn)場工作成本改善辦法
Method of improving on-site work cost
—經(jīng)驗分享：標準工時可以減少嗎？
Sharing experience: can standard work time be reduced?
—經(jīng)驗分享：改善“人”的成本
Sharing experience: improving “ human” cost
—經(jīng)驗分享：改善“物”的成本
Sharing experience: improving “ object” cost
—經(jīng)驗分享：改善“流程”成本
Sharing experience: improve “process” cost
—經(jīng)驗分享：改善“品質”成本
Sharing experience: improvement “ quality” cost
—學習成果測試與點評
Test and comment of learning achievement
—工作模擬：成為一名成本改善高手
Job sampling: becoming an expert in cost improvement
—技能訓練1：合格率
Skills training 1: qualification rate
—技能訓練2：早會
Skills training 2: morning meeting
—訓練成果檢驗
Training achievement check
—課后問題演練
Problem drill after class
—課后工作模擬
Job sampling after class
—實踐行動計劃
Implementing action plan
—Q&A
Questions and answers
第四天The fourth day
3.5小時 3.5 hours 3.5小時3.5 hours
模塊五：工作品質(WQ)管理技能
Module5: WQ management skills
—案例研討：iphone4 事件
Case study: iphone4 event
—自我技能測評：我的品質管理技能
Self skills test: My quality management skill
—工作品質(Working Quality)和內涵
Working quality and its connotation
—工作品質改善方法
Improvement method of working quality
—工作品質改善要訣
Improvement tips of working quality
—循序漸進、質量并重
Improving quality step by step
—TQM與工作品質改善
TQM and working quality improvement
—QCC與工作品質改善
QCC and working quality improvement
—經(jīng)驗分享：入職培訓
Sharing experience: orientation training
—學習成果測試與點評
Test and comment of learning achievement
—行為模擬：成為一名有品質的管理者
Behavior sampling: becoming a qualified manager
—技能訓練1：品質改善無處不在
Skills training 1: quality improvement is everywhere
—技能訓練2：改變對品質的思維
Skills training 2: changing the thinking of quality
—訓練成果檢驗
Training achievement check
—課后問題演練
Problem drill after class
—課后工作模擬
Job sampling after class
—實踐行動計劃
Implementing action plan
—Q&A
Questions and answers 模塊六：工作團隊(WT)管理技能
Module6: WT management skills
—案例研討：計劃者與執(zhí)行者
Case study: planner and performer
—自我現(xiàn)狀測評：我團隊工作能力
Self present situation test: my team work ability
—工作團隊(Working Team)的意義
Meaning of working time
—團隊工作的藝術
Art of team work
—高效團隊工作經(jīng)驗分享
Sharing experience of efficient team work
—團隊工作要總結
Summarizing team work
—學習成果測試與點評
Test and comment of learning achievement
—行為模擬：有效率的工作團隊
Behavior sampling: efficient work team
—技能訓練1：團隊意識
Skills training 1: team awareness
—案例分析：加班事件
Case study: overtime events
—技能訓練2：工作分配
Skills training 2: work distribution
—技能訓練3：團隊目標
Skills training 3: team objectives
—訓練成果檢驗
Training achievement check
—課后問題演練
Problem drill after class
—課后工作模擬
Job sampling after class
—實踐行動計劃
Implementing action plan
—Q&A
Questions and answers
培訓課程安排
(高級)
Training course arrangement
(advanced) 第一天 The first day
3.5小時 3.5 hours 3.5小時3.5 hours
模塊一：目標管理(MBO)技能
Module1: MBO skills
—案例研討：質量差異
Case study: quality difference
—自我現(xiàn)狀測評：目標管理能力測評
Test of self situation: MBO skills testing
—目標管理
MBO(Management by Objective)
—目標管理的作用
Function of MBO
—目標管理的工作流程
Work process of MBO
—目標設定的五大原則 (SMART)
Five principle of designing objectives
—實操經(jīng)驗分享：目標卡的制作與填寫
Sharing practical experience: designing and filling in objective card
—目標的修正時機
Revising time of objectives
—目標的執(zhí)行過程
Implementing process of objectives
—目標跟蹤檢查
Follow-up check of objectives
—目標執(zhí)行結果的反饋與改進
Feedback and improvement of objective implementation result
—學習成果測試與點評
Test and comment of learning achievement
—行為模擬：目標管控
Behavior sampling: objective control
—實例訓練1：目標分解與目標溝通
Practice training 1: objective decomposition and objective communication
—案例分析：王經(jīng)理的自白
Case analysis: confession of Mr. Wang
—技能訓練2：目標承諾與目標執(zhí)行
Skills training 2: objective commission and objective implementation
—問題思考：個人目標不是團隊目標？
Thinking question: individual objective is not team objective?
—訓練成果檢驗
Training achievement check
—課后問題演練
Problem drill after class
—課后工作模擬
Job sampling after class
—實踐行動計劃
Implementing action plan
—Q&A
Questions and answers 模塊二：計劃與執(zhí)行(PDCA)管理技能
Module2: PDCA management skills
—計劃能力自我測試
Self test of planning ability
—案例研討：煩忙的一天
Case study: a busy day
—科學管理的精神
Sprit of scientific management
—什么是計劃
What is plan
—計劃的種類
Category of plan
—計劃的特性
Characteristics of plan
—制定有效計劃的步驟
Steps of making effective plan
—工作計劃流程
Process of work plan
—計劃管理的過程
Process of plan management
—制訂計劃的工具
The tool of making plan
—經(jīng)驗分享：計劃跟進表
Sharing experience: follow-up form of plan
—計劃的實施與跟進
Implementation and follow-up of plan
—PDCA循環(huán)
PDCA circle
—案例：計劃與例外事件
Case: plan and exceptional case
—學習成果測試與點評
Test and comment of learning achievement
—行為模擬：成為有執(zhí)行力的計劃者
Behavior sampling: becoming a planner with executive power
—實例訓練1：新的一天
Example training 1: a new day
—角色扮演：如果我是王組長
Playing roles: If I were group leader Wang
—技能訓練2：計劃、執(zhí)行與考核
Skills training 2: planning, implementing and checking
—訓練成果檢驗
Training achievement check
—課后問題演練
Problem drill after class
—課后工作模擬
Job sampling after class
—實踐行動計劃
Implementing action plan
—Q&A
Questions and answers
第二天 The second day
上午Am 上午Pm
模塊三：有效溝通(EC)技能
Module3: EC skills
—自我現(xiàn)狀測評：我是溝通高手？
Test of one’s present situation: am I a communication expert?
—案例研討：質量事故誰負責
Case study: who is responsible for quality incident
—什么是有效溝通
what is efficient Communication
—溝通的過程模式
Process mode of communication
—常見的12種溝通障礙及產(chǎn)生的原因
12 kinds of common communication obstacles and its reason
—溝通的編碼能力訓練（游戲：我來比劃，你來猜）
Code capacity training of communication(game: I make hand gestures and you guess
—回饋的作用
Function of feedback
—回饋時需注意的事項
Items requiring to pay attention to in feedback
—我們如何說服對方，進而改變對方的行為
How should we persuade opponents and change their action
—工作溝通與人際溝通技能
Skills of work communication and interpersonal communication
—經(jīng)驗分享：待料事件誰負責？
Sharing experience: who is responsible for material supply
—行為模擬：有效溝通的行為特征
Behavior sampling: action characteristics of effective communication
—實例訓練1：200還是2000
Example training 1: 200 or 2000
—角色扮演：客戶的品質投訴
Playing roles: quality complain of client
—技能訓練2：生產(chǎn)與研發(fā)的沖突
Skills training 2: conflict of production, research and development
—總結性考評
Summative evaluation
—課后問題演練
Problem drill after class
—課后工作模擬
Job sampling after class
—實踐行動計劃
Implementing action plan
—Q&A
Questions and answers 模塊四：員工激勵管理(EIM)
Module 4: EIM
—案例研討：80員工的需求
Case study: needs of employees who were born in 1980th
—自我現(xiàn)狀測評：我的激勵指數(shù)
Test of self present situation: My incentive indicator
—正確理解員工激勵(Employee Incentives)的意義
Correctly understanding the meaning of employee incentives
—員工需求的理解
Understanding of employees’ need
—員工需求、激勵與行為
Employees’ need, incentive and action
—改善員工行為
Improving employees’ action
—經(jīng)驗分享：馬斯洛需要理論的應用
Sharing experience: application of Maslow's need hierarchy theory
—員工激勵技巧
Skills of incentivizing employees
—視頻案例：部屬的工作表現(xiàn)每況愈下，如何激勵
Video case: how to incentive subordinates when they perform from bad to worse
—什么是負激勵
What is negative incentive
—負激勵對部屬的利弊
Advantage and disadvantage of negative incentive to subordinates
—案例：正激勵與負激勵
Case: positive incentive and negative incentive
—行為模擬：成為激勵高手
Behavior sampling: becoming a incentive expert
—實例訓練1：善用負激勵
Example training 1: being good at using negative incentive
—案例研討：工傷事件
Case study: working injury event
—角色扮演：分割領導權
Playing roles: partitioning leadership authority
—技能訓練2：工作與激勵
Skills training 2: work and encouragement
—訓練成果檢驗
training achievement check
—課后問題演練
Problem drill after class
—課后工作模擬
Job sampling after class
—實踐行動計劃
Implementing action plan
—Q&A
Questions and answers
第三天The third day
上午 Am 上午 Pm
模塊五：團隊建設(TB)
Module5: TB
—案例研討：團隊建設與團隊精神
Case study: team building and team sprit
—自我現(xiàn)狀測評：我具備團隊領導的特質嗎？
Test of self present situation: do I
possess the characteristics to lead team
—團隊的定義
Definition of team
—理想團隊建設的原則
Principle of ideal team building
—團隊建設的領導誤區(qū)
Instructing error of team building
—合格的團隊領導
Qualified team leader
—管理的十三種誤區(qū)及對策
13 kinds of errors and countermeasure
—樹立共同目標
Setting up common obstacles
—培養(yǎng)相互信任精神
Cultivating mutual trust sprit
—培養(yǎng)團隊成員的責任感和信心
Cultivating responsibility and confidence of team members
—促進團隊中各種技能的組合，并提高技術水平
Promoting skills combination in team and improving skills level
—搞好與外部人員關系，其中包括為團隊的
展清除障礙
Getting along well with external people,
including clearing obstacles for team
development
—為團隊中的其他成員創(chuàng)造機會
Creating more opportunities for other team members
—經(jīng)驗分享：創(chuàng)建高效團隊
Sharing experience: creating an effective team
—學習成果測試與點評
Test and comment of learning achievement
—行為模擬：成為優(yōu)秀的團隊領導
Behavior sampling: becoming an excellent team leader
—實例訓練1：目標與團隊
Example training 1: objective and team
—角色扮演：管理與團隊建設
Playing roles: management and team building
—技能訓練2：建立共同的信念
Skills training 2: setting up common belief
—總結性考評
Summative evaluation
—課后問題演練
Problem drill after class
—課后工作模擬
Job sampling after class
—實踐行動計劃
Implementing action plan
—Q&A
Questions and answers 模塊六：工作文化管理(WCM)
Module 6: WCM
—案例研討：跨文化管理難題
Case study: problem of cross-culture management
—自我現(xiàn)狀測評：我對文化的理解
Test of self present situation: my understanding of culture
—理解工作文化
Understanding work culture
—文化的成因
Reason of culture formation
—工作文化的形成
Formation of work culture
—引導正向的工作文化
Guiding the right work culture
—價值觀與行為規(guī)范
Values and code of conduct
—小團體文化
Culture of small group
—工作文化養(yǎng)成
Cultivation of work culture
—經(jīng)驗分享：評比第一名
Sharing experience: To select the No.1
—角色扮演：老板文化
Playing roles: boss culture
—學習成果測試與點評
Test and comment of learning achievement
—行為模擬：成為被信任的人
Behavior sampling: becoming a trusted person
—總結性考評
Summative evaluation
—課后問題演練
Problem drill after class
—課后工作模擬
Job sampling after class
—實踐行動計劃
Implementing action plan
—畢業(yè)論壇：當名成功的管理者！
Graduation forum: becoming a successful manager
課程開發(fā)
團隊和主
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