如何打造一個優(yōu)秀的分揀中心團隊？
How to create an excellent sorting center team?
第一步：打造團隊主動淘汰的能力，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兩部分：第一部分是負責人主動篩選，根據(jù)過往經(jīng)驗、結(jié)果、團隊狀態(tài)、員工評價進行篩選，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，但是重點并不在合理與否而是在團隊形成一種“緊迫感”，淘汰制的方法會有很多，任何一個質(zhì)量指標與運營指標均可使用。
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；除此以外會面臨一種尷尬情況：無人可用，結(jié)果糟糕！這是淘汰中最艱難的時間，此時需要負責人需要對分揀中心大事小事逐一處理，泡在現(xiàn)場至少12小時以上，梳理現(xiàn)場異常、結(jié)果與后續(xù)調(diào)整思路。此時是跟一線員工打好關系的基礎，同時也是了解一線問題及流程改善的時間。此段時間短最需要的是：一，時時刻刻讓員工看到你的背影；二，用精益方法找出浪費點，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，如果可以扛過來，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)動力，重點在管理人員“分身術”（后續(xù)講）打造與員工的下沉與績效綁定，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.
軍刺一貫關注分揀中心的數(shù)據(jù)搭建，正常時縱向橫向兩個維度（按考《分揀中心運營的十二種基本思維》數(shù)據(jù)思維與交叉思維）。分揀中心的數(shù)據(jù)搭建一般分為三個維度：貨、操作人、員工薪酬。貨的維度：常規(guī)維度時效、破損、丟失、客戶反饋，再根據(jù)不同公司不同時效產(chǎn)品與質(zhì)量要求進行時效鏈切割，最完美狀態(tài)：以票為單位涵蓋其全生命周期時效鏈及異常匹配；操作人的維度：以操作人為最小單位，統(tǒng)計其操作量、時效、丟失、遺漏及成本；員工薪酬角度，是員工每月的薪酬記錄、歷史對比及其他分揀中心對比，重點在競爭力。
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.
所有按照時效角度的為橫向數(shù)據(jù)，以某時間段截取并進行縱向?qū)Ρ蓉洝⒉僮魅嘶蚱渌S度的為縱向數(shù)據(jù)。再按照時間段、日、月、年進行數(shù)據(jù)匯總。除此以外軍刺更加重視數(shù)據(jù)的沉淀，每個數(shù)據(jù)盡可能少變更格式或板式，按照月度進行積累方便進行整體的對比與趨勢分析。
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：以最小管理層級為單位，建立此層級的數(shù)據(jù)達成情況描述，也可以作為績效考核一項，后續(xù)此項將成為篩選與建立不同層級結(jié)果輸出的工具?？傊畬τ跀?shù)據(jù)來講就是不斷下沉、下沉、下沉，最完美狀態(tài)是形成在員工、管理層、負責人三層數(shù)據(jù)拆分，這將是驅(qū)動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”
The third step: all managers practice "separation".
所有現(xiàn)場管理人員都應該是負責人的“分身”，如何練就分身？首先，要給與好壞的標準，此處需要應用第二步的數(shù)據(jù)進行衡量，必須是理性可參考的數(shù)據(jù)，給管理層級制定可衡量可比對的數(shù)據(jù)結(jié)果輸出體系，簡單的說可以是KPI。第二，責任、數(shù)據(jù)、權限下沉下沉下沉，不斷下沉的過程難度堪比“讓自己閑下來”，這是一個相對來講需要體系的東西，要把分揀中心的人、管理現(xiàn)場、所有數(shù)據(jù)甚至員工績效全線下沉，負責人身上有的考核指標一線管理人員都應該有。第三，要給與賦能，賦能是一個長期的過程，中間關鍵點在于允許出錯、有人修正，沒有什么比犯錯更能激起人的奮斗精神，同時也沒有一種培訓比犯錯改正的過程更有效果。很多分揀中心失敗的原因就在于不敢讓管理人員犯錯，改正的過程中除了責罵少了陪伴他們改善的過程修正。第四，培訓，墨守成規(guī)的培訓已經(jīng)不能激起管理人員的興趣，一方面拿著對負責人的要求進行下一層級的培訓，管理人員水平不同，培訓的價值就在于給他全新的完全不懂的東西，否則有人接觸過甚至有體會則效果全無。另外，逼迫輸出，內(nèi)部給與一線管理人員輸出的機會，輸出中學習到的東西與效果要遠超過聽講。內(nèi)部建立，高頻率的培訓機制，重在讓管理人員輸出，而且一定是高強度的輸出。
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.
當下屬敢于有理有據(jù)的反駁你的觀點并能夠提更好的解決方案時，分身練就。
Practice when your subordinates dare to argue against your ideas and come up with better solutions.
第四步，團隊的延展性與可分裂發(fā)展
The fourth step is team extensibility and split development.
從優(yōu)秀團隊的衡量標準就可以看出，軍刺對團隊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)在的團隊必須可延展可分裂?？裳诱沟囊馑际牵好恳粋€一線的管理者能夠隨時擴大管理幅度，不僅僅是人數(shù)幅度也包含業(yè)務模塊幅度，即具備同時管理兩個以上模塊的能力；可分列的意思是：按照“分身術”說明，每個管理者都可以獨立出來作為你的分身去管理這個團隊或者小的團隊。隨時可以分裂出來發(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.
想要練就這樣的團隊，除了以上三步必須能夠完成外，還要增加一項“分揀中心的模塊化管理”，即把分揀中心按照功能、業(yè)務進行架構分割，每個單獨的管理人員負責的模塊功能必須是“相對”獨立的，獨立的考核、質(zhì)量數(shù)據(jù)、甚至員工待遇計算方式。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鍵，否則就會亂成一鍋粥。
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.
分揀中心的團隊管理落腳點一定在此處，因為分揀中心的管理方式與管理人員稀缺性存在，注定負責人的發(fā)展會受限制，但是對于一線管理者的發(fā)展并不一定受此限制。所以，一個優(yōu)秀的團隊最終的落腳點一定是管理人員的能力完整性提升。同時也一定有員工待遇的提升，雖說團隊負責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多勞多得并且是不斷迭代的，通過精益管理、人員管理、數(shù)據(jù)管理不斷提升質(zhì)量對客戶負責的同時，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，主動參與，員工得到與自己付出相對平衡才是團隊穩(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不要脫離現(xiàn)場
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)容都來自現(xiàn)場，永遠不要脫離現(xiàn)場。不管級別多高，只要管理分揀中心就應該坐在現(xiàn)場，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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