现场的有效管理

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其次，作为管理者，要对现场的工作情况统计分析，发现表现优秀的、进步明显的，予以公告、公示、表扬、激励；发现不足的、不到位的，一样要记录下来，以便回到办公室，通过缜密的思考与策划，给予相应的调整对策。

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Secondly, as a manager, it is necessary to conduct statistical analysis of the on-site work situation, and announce, publicize, praise, and motivate those who perform well and make significant progress; Any deficiencies or deficiencies found should be recorded so that they can be returned to the office and adjusted accordingly through careful thinking and planning

                               
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（6）多思考、脑要勤。

作为现场管理者，要勤动脑子，勤思考现场的实际情况，通过思考发现现场安排与组织、规划与布局、计划与实施、人员布局与定位等存在的不足点，加以检讨改善，以提升现场的工作绩效与成果。

                               
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(6) Think more and have a diligent mind.




As an on-site manager, one should use their brains frequently and reflect on the actual situation on site. Through reflection, one should identify the shortcomings in on-site arrangement and organization, planning and layout, planning and implementation, personnel layout and positioning, and review and improve them to improve work performance and results on site.

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重视培训教育。


作为现场管理者，一定要把团队的思想教育培训作为头等大事看待，通过培训教育，引导团队的思想认知、提升团队的知识技能、培养团队的责任意识、提高团队的操作技能、增强成员的团队意识，实现团队的思想统一。

                               
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Emphasize training and education.




As an on-site manager, we must prioritize the ideological education and training of the team. Through training and education, we can guide the team's ideological cognition, enhance the team's knowledge and skills, cultivate the team's sense of responsibility, improve the team's operational skills, enhance the team's awareness, and achieve the unity of team thinking.

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重视示范榜样


生产现场生产的品种繁杂、工艺要求不同、岗位也不一样、人员也多，这些因素会成为影响产品质量、生产安全、工作效率的重要原因，要想统一操作、统一动作，除了要有适宜的可行的《作业指导书》，更离不开管理者的示范指导。

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2) Value exemplary role models.




The variety of products produced on the production site is complex, the process requirements are different, the positions are also different, and there are many personnel. These factors can become important factors that affect product quality, production safety, and work efficiency. To achieve unified operation and action, in addition to having suitable and feasible "Operation Instructions", it is also necessary to have demonstration and guidance from managers.

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Δ示范指导七步法：


a.我做给你看；

b.我们一起做；

c.你做给我看；

d.点评讲解分析；

e.你再做给我看；

f.你讲给我听；

g.你边做边讲给我听。


要重视榜样的力量，只有比赛才会有竞争，只有比赛才会有进步。所以，作为现场管理者要建立评优评先机制，每周、每月评出优秀的成员，给予物质奖励和精神激励，并予以公开，让优秀的人在物质（利）和精神（名）双丰收，鞭策那些不优秀的成员。

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Δ Demonstration Guide Seven Step Method:


a. I'll show you;




b. Let's do it together;


c. You show me;
d. Comment, explain and analyze;


e. Do it again for me to see;


f. You tell me;


g. You can tell me while doing it


We should value the power of role models. Only in competitions can there be competition, and only in competitions can there be progress. Therefore, as an on-site manager, it is necessary to establish a mechanism for evaluating and prioritizing members. Excellent members should be selected on a weekly and monthly basis, with material rewards and spiritual incentives given, and made public. This will enable outstanding individuals to reap both material and spiritual rewards, and encourage those who are not outstanding.