尊(zun)重(zhong)(zhong)員(yuan)(yuan)工(gong)的(de)(de)(de)主體意(yi)識。生產現場的(de)(de)(de)操作(zuo)(zuo)工(gong)、維修工(gong)是班(ban)組(zu)(zu)的(de)(de)(de)核心組(zu)(zu)成(cheng)成(cheng)員(yuan)(yuan)，必(bi)須充(chong)(chong)分肯定他(ta)們(men)在班(ban)組(zu)(zu)生產經營活動(dong)中(zhong)的(de)(de)(de)主體作(zuo)(zuo)用，充(chong)(chong)分尊(zun)重(zhong)(zhong)他(ta)們(men)的(de)(de)(de)經驗和(he)(he)(he)勞動(dong)，及時聽取(qu)和(he)(he)(he)采納他(ta)們(men)的(de)(de)(de)合(he)理意(yi)見(jian)及建(jian)議，在強化崗位(wei)職責的(de)(de)(de)同(tong)時，盡可能(neng)給(gei)予他(ta)們(men)*的(de)(de)(de)工(gong)作(zuo)(zuo)權限(xian)，有(you)效(xiao)(xiao)調(diao)動(dong)其主觀能(neng)動(dong)性，充(chong)(chong)分發(fa)(fa)揮其主人(ren)翁(weng)意(yi)識。注重(zhong)(zhong)員(yuan)(yuan)工(gong)潛能(neng)的(de)(de)(de)開(kai)發(fa)(fa)。綜合(he)考(kao)慮班(ban)組(zu)(zu)員(yuan)(yuan)工(gong)的(de)(de)(de)技術(shu)等級、實際操作(zuo)(zuo)水平(ping)、文化水平(ping)、年齡等因素，合(he)理地搭配和(he)(he)(he)調(diao)劑班(ban)組(zu)(zu)結(jie)構，將員(yuan)(yuan)工(gong)進(jin)行最優組(zu)(zu)合(he)，以求相(xiang)互(hu)取(qu)長(chang)補短，相(xiang)得益(yi)彰。同(tong)時搭建(jian)班(ban)組(zu)(zu)成(cheng)員(yuan)(yuan)個(ge)人(ren)成(cheng)長(chang)平(ping)臺，制定出(chu)針(zhen)對每個(ge)員(yuan)(yuan)工(gong)的(de)(de)(de)職業生涯(ya)發(fa)(fa)展計劃，采取(qu)“請進(jin)來，走(zou)出(chu)去(qu)”等靈活多樣的(de)(de)(de)培訓手段，鼓勵(li)和(he)(he)(he)支持員(yuan)(yuan)工(gong)學習與業務(wu)技能(neng)有(you)關的(de)(de)(de)知識，提高整個(ge)班(ban)組(zu)(zu)人(ren)力資源的(de)(de)(de)使用效(xiao)(xiao)率和(he)(he)(he)效(xiao)(xiao)益(yi)。
營(ying)造和(he)諧溝通的(de)(de)(de)班(ban)(ban)(ban)組(zu)氛圍。除班(ban)(ban)(ban)組(zu)正(zheng)式(shi)的(de)(de)(de)、制度(du)化的(de)(de)(de)交(jiao)流(liu)途徑之(zhi)外，班(ban)(ban)(ban)組(zu)的(de)(de)(de)管理者還(huan)要積極(ji)引導(dao)，鼓(gu)勵(li)自發(fa)的(de)(de)(de)、非正(zheng)式(shi)的(de)(de)(de)交(jiao)流(liu)溝通渠道，形成(cheng)一(yi)種積極(ji)和(he)諧的(de)(de)(de)人際關系，進而增(zeng)強班(ban)(ban)(ban)組(zu)的(de)(de)(de)凝聚力和(he)創新能力。構建有(you)效的(de)(de)(de)激勵(li)與競爭機制。通過靈活的(de)(de)(de)績效考核(he)辦法，采(cai)用技能加(jia)點、建議加(jia)點、創新加(jia)點等(deng)多(duo)種小組(zu)競賽方式(shi)，使班(ban)(ban)(ban)組(zu)內部成(cheng)員之(zhi)間(jian)、各工段之(zhi)間(jian)認識(shi)到誰(shui)掙點越多(duo)，得到的(de)(de)(de)激勵(li)就越多(duo)，反(fan)(fan)之(zhi)掙的(de)(de)(de)點少，得到的(de)(de)(de)就更(geng)少，而對于(yu)違反(fan)(fan)規(gui)定的(de)(de)(de)還(huan)要扣分，從而在(zai)整(zheng)個班(ban)(ban)(ban)組(zu)內部形成(cheng)了一(yi)種新的(de)(de)(de)競爭機制。
注重(zhong)引(yin)導(dao)，提高質(zhi)量(liang)參(can)與意(yi)(yi)識(shi)。通過樹(shu)立“質(zhi)量(liang)第(di)一”的(de)思想，學習(xi)“質(zhi)量(liang)控(kong)制”的(de)理論和方(fang)法，真(zhen)正理解“我的(de)一舉一動直接影響本工序的(de)質(zhi)量(liang)，而且又會(hui)影響下(xia)一道乃(nai)至(zhi)影響整個操作工序質(zhi)量(liang)而威脅整個作業項(xiang)目的(de)安全”，為(wei)形成從“向我要質(zhi)量(liang)”轉變為(wei)“我要質(zhi)量(liang)”的(de)良好作業意(yi)(yi)識(shi)奠(dian)定基礎。
加強合(he)作，樹立質量(liang)監控(kong)意識。通過對(dui)作業過程(cheng)的(de)剖析，對(dui)生產(chan)運行過程(cheng)中異常情況(kuang)處理機制的(de)完(wan)善，使每個操作人員(yuan)都(dou)能(neng)了(le)解自己(ji)完(wan)成各工序(xu)的(de)質量(liang)水平高低，進而(er)找(zhao)到(dao)作業關(guan)(guan)鍵(jian)點(dian)，班(ban)組長也(ye)能(neng)全面、理性地(di)了(le)解每個職(zhi)工不同的(de)特(te)點(dian)，根據各關(guan)(guan)鍵(jian)點(dian)“對(dui)癥下藥(yao)”，進行有(you)針對(dui)性的(de)對(dui)策(ce)攻關(guan)(guan)，從而(er)顯著提高安全監控(kong)力度，最終達到(dao)提高并鞏固執行作業標準的(de)可靠率。
開展交(jiao)流(liu)，激(ji)發(fa)質量(liang)創新意(yi)識(shi)。班組(zu)成(cheng)員(yuan)(yuan)定期召開小組(zu)討論會(hui)議，針對日常生產(chan)過程中易出現的質量(liang)問題，搭(da)建一(yi)個員(yuan)(yuan)工之間(jian)信(xin)息交(jiao)流(liu)與(yu)溝通的平臺。其次，要通過持續開展QC活動，充分調動廣(guang)(guang)大員(yuan)(yuan)工關(guan)心質量(liang)、參(can)與(yu)質量(liang)管理(li)、自(zi)覺自(zi)主地解決問題的自(zi)覺性與(yu)熱(re)情。還要認真整理(li)成(cheng)果材料(liao)積極(ji)參(can)加廠內(nei)外交(jiao)流(liu)，盡量(liang)安排更多的小組(zu)參(can)加成(cheng)果發(fa)布(bu)會(hui)，在與(yu)質量(liang)專家和優秀團隊進(jin)行交(jiao)流(liu)、探討中，進(jin)一(yi)步激(ji)發(fa)廣(guang)(guang)大員(yuan)(yuan)工的榮(rong)譽感(gan)和進(jin)取(qu)心
實現(xian)班(ban)(ban)(ban)(ban)(ban)組(zu)(zu)管(guan)(guan)理(li)(li)體(ti)制層次(ci)的(de)(de)標準(zhun)(zhun)化(hua)(hua)。基層班(ban)(ban)(ban)(ban)(ban)組(zu)(zu)管(guan)(guan)理(li)(li)工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)的(de)(de)綜(zong)合性(xing)、群眾性(xing)、經常性(xing)，決定了它(ta)是(shi)企業中(zhong)黨、政、工(gong)(gong)(gong)(gong)(gong)、團(tuan)的(de)(de)一(yi)項共(gong)同任(ren)務。因此，要(yao)積(ji)極完善(shan)(shan)班(ban)(ban)(ban)(ban)(ban)組(zu)(zu)建(jian)(jian)設體(ti)制，建(jian)(jian)立健全班(ban)(ban)(ban)(ban)(ban)組(zu)(zu)管(guan)(guan)理(li)(li)的(de)(de)組(zu)(zu)織(zhi)領導(dao)原則和工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)制度(du)，即“行政負責、工(gong)(gong)(gong)(gong)(gong)會(hui)協助、黨政工(gong)(gong)(gong)(gong)(gong)團(tuan)齊(qi)抓(zhua)共(gong)管(guan)(guan)，通力合作(zuo)(zuo)(zuo)；廠部統一(yi)規劃(hua)、車間具(ju)體(ti)領導(dao)、班(ban)(ban)(ban)(ban)(ban)組(zu)(zu)自我(wo)管(guan)(guan)理(li)(li)”。進一(yi)步(bu)明確班(ban)(ban)(ban)(ban)(ban)組(zu)(zu)管(guan)(guan)理(li)(li)工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)責任(ren)，強化(hua)(hua)各級(ji)組(zu)(zu)織(zhi)和各個方(fang)(fang)(fang)面對班(ban)(ban)(ban)(ban)(ban)組(zu)(zu)管(guan)(guan)理(li)(li)工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)的(de)(de)綜(zong)合指導(dao)和支持，形成(cheng)符合標準(zhun)(zhun)化(hua)(hua)要(yao)求的(de)(de)領導(dao)體(ti)制和管(guan)(guan)理(li)(li)層次(ci)。實現(xian)班(ban)(ban)(ban)(ban)(ban)組(zu)(zu)管(guan)(guan)理(li)(li)民主的(de)(de)標準(zhun)(zhun)化(hua)(hua)。在(zai)班(ban)(ban)(ban)(ban)(ban)組(zu)(zu)標準(zhun)(zhun)化(hua)(hua)管(guan)(guan)理(li)(li)工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)中(zhong)，要(yao)對班(ban)(ban)(ban)(ban)(ban)組(zu)(zu)民主管(guan)(guan)理(li)(li)的(de)(de)內容、方(fang)(fang)(fang)式等從組(zu)(zu)織(zhi)上(shang)落實，從制度(du)上(shang)保證(zheng)。一(yi)方(fang)(fang)(fang)面通過每天早(zao)會(hui)、每周(zhou)班(ban)(ban)(ban)(ban)(ban)會(hui)、每月例(li)會(hui)等組(zu)(zu)織(zhi)形式，鼓勵班(ban)(ban)(ban)(ban)(ban)組(zu)(zu)職工(gong)(gong)(gong)(gong)(gong)參與班(ban)(ban)(ban)(ban)(ban)組(zu)(zu)的(de)(de)生產、決策及管(guan)(guan)理(li)(li)。另(ling)一(yi)方(fang)(fang)(fang)面還要(yao)不(bu)斷和改進和完善(shan)(shan)職工(gong)(gong)(gong)(gong)(gong)意(yi)見(jian)反饋(kui)體(ti)系，*限度(du)地發揮(hui)班(ban)(ban)(ban)(ban)(ban)組(zu)(zu)成(cheng)員的(de)(de)積(ji)極性(xing)、主動性(xing)和創(chuang)造性(xing)，使班(ban)(ban)(ban)(ban)(ban)組(zu)(zu)每一(yi)名(ming)成(cheng)員都能(neng)暢所欲言，直抒胸(xiong)臆。
班(ban)組(zu)(zu)管理(li)系統的(de)共享(xiang)性。通過計算機共享(xiang)系統，班(ban)組(zu)(zu)有了(le)(le)一定的(de)生產安排和控制主(zhu)動權，普通班(ban)組(zu)(zu)成員(yuan)也能(neng)(neng)夠獨立完成某些需要(yao)其它工(gong)種配(pei)合才能(neng)(neng)完成的(de)任務，使(shi)班(ban)組(zu)(zu)管理(li)工(gong)作更具連慣(guan)性，從而避(bi)免了(le)(le)工(gong)作失誤。
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