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轉(zhuan)眼間已接觸(chu)精(jing)(jing)益班(ban)組(zu)建設工(gong)作近三(san)年，海灣精(jing)(jing)化(hua)三(san)年的精(jing)(jing)益班(ban)組(zu)建設走過了一(yi)段從現場(chang)(chang)管理(li)到員工(gong)素養再回到現場(chang)(chang)管理(li)的行程(cheng)。就像經歷了一(yi)段由(you)(you)簡(jian)(jian)入繁(fan)再由(you)(you)繁(fan)歸于簡(jian)(jian)的過程(cheng)，讓現場(chang)(chang)管理(li)工(gong)作最(zui)終得(de)到提升和改變。

起初接觸精(jing)益班組建(jian)(jian)(jian)設(she)時，部門只(zhi)(zhi)知精(jing)益班組建(jian)(jian)(jian)設(she)的(de)目的(de)是(shi)為(wei)(wei)了改變(bian)現場工(gong)(gong)作(zuo)(zuo)環境、提高工(gong)(gong)作(zuo)(zuo)效率，進而帶動生產效率的(de)提升(sheng)。那時只(zhi)(zhi)是(shi)為(wei)(wei)了迎檢而打掃衛生，為(wei)(wei)了擦(ca)設(she)備(bei)而擦(ca)設(she)備(bei)，為(wei)(wei)了滿足標(biao)準而填(tian)表(biao)格。工(gong)(gong)作(zuo)(zuo)雖然一直在(zai)推進，但班組建(jian)(jian)(jian)設(she)過程中取得的(de)成果(guo)卻很難保留(liu)下來。“轟(hong)轟(hong)烈烈”過后(hou)留(liu)下的(de)只(zhi)(zhi)有“凄凄慘(can)慘(can)戚戚”，如何將建(jian)(jian)(jian)設(she)成果(guo)保留(liu)下來被打上了重點標(biao)識。

之(zhi)后通(tong)(tong)過(guo)(guo)參(can)加工(gong)(gong)會(hui)組(zu)(zu)織的(de)班(ban)組(zu)(zu)建(jian)(jian)設(she)相關的(de)培(pei)訓和學(xue)習，發(fa)現“員(yuan)工(gong)(gong)素養”對(dui)保(bao)留建(jian)(jian)設(she)成果(guo)起著重要作用(yong)，隨后車間(jian)開(kai)始著手(shou)將(jiang)包含(han)新主題的(de)精(jing)益班(ban)組(zu)(zu)建(jian)(jian)設(she)內(nei)容對(dui)職工(gong)(gong)進(jin)行宣傳和培(pei)訓，從制(zhi)定(ding)(ding)班(ban)組(zu)(zu)建(jian)(jian)設(she)階段性開(kai)展工(gong)(gong)作計劃(hua)表，劃(hua)分好各班(ban)組(zu)(zu)成員(yuan)具體工(gong)(gong)作，明確完成時(shi)間(jian)以督(du)促班(ban)組(zu)(zu)建(jian)(jian)設(she)進(jin)度(du)；到(dao)定(ding)(ding)期組(zu)(zu)織班(ban)組(zu)(zu)成員(yuan)學(xue)習“6S”管(guan)理(li)(li)內(nei)容，制(zhi)定(ding)(ding)各種點檢表格，督(du)促檢查保(bao)證點檢的(de)真實有效；再(zai)到(dao)建(jian)(jian)立獎(jiang)勵(li)機制(zhi)，通(tong)(tong)過(guo)(guo)獎(jiang)勵(li)激發(fa)員(yuan)工(gong)(gong)積極性，帶動班(ban)組(zu)(zu)建(jian)(jian)設(she)氛圍。一(yi)系列舉措的(de)開(kai)展，在保(bao)留建(jian)(jian)設(she)成果(guo)和現場管(guan)理(li)(li)上總算(suan)是取得(de)了一(yi)定(ding)(ding)效果(guo)，但離企業下達的(de)目標依舊(jiu)存在一(yi)定(ding)(ding)差距。

最(zui)近的精益班(ban)(ban)組建設中，化工三廠(chang)開始重視部門管理制(zhi)度的制(zhi)定與執行。制(zhi)度的生(sheng)(sheng)命力在執行，有了(le)制(zhi)度沒(mei)有嚴格執行就會形成(cheng)(cheng)“破(po)窗效應”。以(yi)班(ban)(ban)組交(jiao)接(jie)班(ban)(ban)為(wei)例，從(cong)最(zui)初的班(ban)(ban)前(qian)會口(kou)頭交(jiao)接(jie)工作(zuo)，到寫交(jiao)接(jie)班(ban)(ban)記(ji)錄本(ben)，記(ji)錄本(ben)班(ban)(ban)生(sheng)(sheng)產(chan)進度，再到增加在部門生(sheng)(sheng)產(chan)電子版(ban)(ban)報表，最(zui)后到電子版(ban)(ban)生(sheng)(sheng)產(chan)日報中增加產(chan)量(liang)、質量(liang)以(yi)及(ji)生(sheng)(sheng)產(chan)影(ying)響因素匯報。通(tong)過(guo)交(jiao)接(jie)班(ban)(ban)完(wan)(wan)成(cheng)(cheng)兩個班(ban)(ban)工作(zuo)的承接(jie)，通(tong)過(guo)寫記(ji)錄完(wan)(wan)成(cheng)(cheng)責(ze)任劃分(fen)，通(tong)過(guo)電子報表完(wan)(wan)成(cheng)(cheng)部門生(sheng)(sheng)產(chan)信息共(gong)享，通(tong)過(guo)增加報表內容完(wan)(wan)成(cheng)(cheng)了(le)生(sheng)(sheng)產(chan)信息詳細化。

班(ban)(ban)組(zu)是企(qi)(qi)業的(de)(de)細(xi)胞，是企(qi)(qi)業的(de)(de)基(ji)礎單(dan)位(wei)，而精益班(ban)(ban)組(zu)建設就(jiu)是使(shi)用精益生產(chan)的(de)(de)管(guan)理(li)工具，使(shi)班(ban)(ban)組(zu)的(de)(de)產(chan)量(liang)、質量(liang)、安(an)全、成(cheng)本、勞(lao)動情緒等方面得到提升。相信隨著(zhu)精益班(ban)(ban)組(zu)管(guan)理(li)工作的(de)(de)細(xi)化和深入，化工三廠的(de)(de)班(ban)(ban)組(zu)管(guan)理(li)會更加(jia)(jia)有(you)(you)條理(li)，車間產(chan)量(liang)質量(liang)更加(jia)(jia)穩定，車間安(an)全更有(you)(you)保障。