相关热门公开课程更多 》
- 班组长管理技能提高（TWI）
- TWI一线主管技能训练——一课三训
- TWI一线班组长管理技能提升
- TWI一线班组长管理技能提升
- TWI基层主管管理能力提升
- IPD-构建高效的研发管理体系
- TWI/班组长建设
- TWI一线主管现场管理技能培训
- TWI班组长核心管理技能提升
- TWI一线主管管理能力提升
相关热门内训课程更多 》
- TTT-KCI培训师专业发展胜任力
- TWI-KCI
- TWI管理技能提升
- 美国ACI：国际职业资格注册HR经理
- 一线管理者现场管理技能提升训练(TW
- 卓越领导力发展(LDD-KCI)训练
- TWI基层管理者管理技能提升
- TWI 烟草企业卓越现场管理者实战技
- 人课合一 ACI国际职业培训师双证班
- 班组长核心管理能力训练（TWI）
相关最新下载资料
【培训对象】
【培训收益】
培 训 收 益Training benefit
企 业： Enterprises
1，养成高素质和具竞争力的一线管理团队，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，增强公司的赢利能力的竞争能力
Improving management efficiency of the enterprises, strengthening profit-earning ability and competitiveness ability
受训员工： Trainees
1， 迅速提升管理核心技能，具备优秀管理者的胜任力，提升个人绩效和促进个人职业发展
Quickly improving core management techniques, possessing KCI of excellent management personnel, improving individual performance and promoting individual career development
一线主管管理技能胜任力(初级)训练营(TWI-KCIs)
一线主管管理技能胜任力(初级)训练营(TWI-KCIm)
一线主管管理技能胜任力(初级)训练营(TWI-KCIh)
（TWI-KCI）
（学员经实际工作模拟测试合格后，获颁发相应级别《一线主管管理胜任力》证书TWI-KCI
After trainees pass practical job sampling test, they will obtain relevant certificate of TWI-KCI
培 训 收 益Training benefit
企 业： Enterprises
1，养成高素质和具竞争力的一线管理团队，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，增强公司的赢利能力的竞争能力
Improving management efficiency of the enterprises, strengthening profit-earning ability and competitiveness ability
受训员工： Trainees
1， 迅速提升管理核心技能，具备优秀管理者的胜任力，提升个人绩效和促进个人职业发展
Quickly improving core management techniques, possessing KCI of excellent management personnel, improving individual performance and promoting individual career development
TWI-KCI训练特色
TWI-KCI
Training characteristics TWI（Training Within Industry），即为督导人员的现场管理训练，或称为一线主管技能培训，TWI是实施精益生产、丰田生产方式、TPM、5S等各项工具和系统的基础，是企业管理理论的“世界语”。
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年的英国，二战后,美国生产局帮助重建日本经济,发现日本技术劳动力潜力极为雄厚,但缺乏有效的督导人员,故引进TWI训练,培训了大量的督导人员的能力,日本政府认识到此培训的重要性,为此专门组织成立（社团法人）日本产业训练协会,并由日本劳动省大力推广,对二战后日本经济得以迅速发展起到了极大的促进作用，现已是欧美日韩等发达国家训练企业现场管理人员的必备教程。
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产业界以来，至少有1000万人以上的日本企业界领导及员工都受到了TWI的培训，覆盖了90%以上的日本企业,为日本产业的发展做出了重大的贡献。在中国，有数千万家企业面临着如何快速提升数亿员工的素养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.
传统的TWI的主要培训内容包括四个模块：
Main training content of traditional TWI including the following 4 modules:
工作教导(JI)——使基层主管能够用有效的程序，清楚的教部属工作的方法，使部属很快的接受到正确、完整的技术或指令。
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
工作关系(JR)——使基层主管与部属建立良好人际关系，部属发生人际或心理上的问题时，能冷静的分析，合情合理的解决。
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)——使基层主管能用合理的程序，思考现场工作上的问题与缺失，并提出改进方案，提升工作的效率与效能。
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)——使基层主管学习如何使类似灾害事件杜绝不再犯的对策和方法。
Job safety-making supervisors learn the policy and method to prevent similar disasters
经过10多年的培训实践及一线主管全新的管理角色承担和管理要求，把TWI发展成为16个模块的TWI-KCI一线主管系统性管理技能体系训练体系！
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!
培训方法
Training method 1.讲师讲解（强调重点、要点和难点，将专业术语平民化，帮助学员理解）
Coacher’ explanation ( stressing importance, key point and difficult point, popularizing professional terms to help employees understand)
2.录像观看（通过精彩录像片段欣赏，给予学员启发）
Watching videos (inspiring trainees through appreciating excellent video clip)
3.现场演练（帮助发现问题，进行精确点评，从而达到学以致用的目的）
On-site drill ( helping find problems and criticize accurately to apply what they have learned for practice)
4.游戏互动（将深奥的理论融入轻松的游戏之中，在笑声中学习和领悟）
Interactive game ( learning and comprehending with laughter through mixing the deep theory into relaxed games)
5.问题讨论和实战案例分析（剖析经典实战案例，充分启发学员）
Question discussion and practical case analysis(Classic case analysis to inspire trainees)
培训时间
Training time 初级4天、中级4天、高级3天；共11天
4 days of elementary training, 3 days of intermediate training, 3 days of advanced training; 9 days totally
培训日期
Training date 内训时间按企业要求而定
Internal training time depends on the enterprises’ need
培训费用
Training fee 企业内训：人民币20,000元/班.1天；公开课：人民币1,800元/人.1天。含训练导师开发的培训教材1套和培训费费。
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)
适合人员
Suitable person 1. 企业一线管理人员
Senior management personnel of the enterprise
2. 企业准备提升为一线管理人员的员工
Employees who are going to be promoted in the enterprise
3. 有志于成为职业经理人的从业人士
Person aspiring to become International Professional Trainer
课程模块
（初级）
Course modules
(elementary) 模块一： 一线主管管理角色和胜任力要求
Module1: management roles and KCI requirement of first-site supervisors
模块二：工作教导(JI)技能(I)
Module2: JI skills
模块三：工作改善(JM)技能(I)
Module3: JM skills
模块四：工作关系(JR)技能
Module4: JR skills
模块五：工作安全(JS)管理技能
Module: JS management skills
模块六：工作问题(JQ)处理技能
Module6: JQ handling skills
课程模块
（中级）
Course modules
(intermediate) 模块一：工作教导(JI)技能(II)
Module1: JI skills
模块二：工作改善(JM)技能(II)
Module2: JM skills
模块三：工作效率(WE)管理技能
Module3: WE management skills
模块四：工作成本(WC)管理技能
Module4: WC management skills
模块五：工作品质(WQ)管理技能
Module5: WQ management skills
模块六：工作团队(WT)管理技能
Module6: WI management skills
课程模块
（高级）
Course modules
(advanced) 模块一：目标管理(MBO)技能
Module1: MBO skills
模块二：计划与执行(PDCA)管理技能
Module2: PDCA management skills
模块三：有效沟通(EC)技能
Module3: EC skills
模块四：员工激励管理(EIM)
Module4: EIM
模块五：团队建设(TB)
Module5: TB
模块六：工作文化管理(WCM)
Module6: WCM
学员福利
Trainees’ benefit 1. 获颁发由训练导师签名的相应级别的《一线管理人员管理胜任力培训》证书
Obtaining certificate of TWI-KCI signed by coacher
2. 成为Goodcareer 终身会员，享受会员的“十大收益”（详请请登阅本公司网站）
Being the life-long members of Goodcareer, enjoying “10 benefits” of the members( log in our website to search the details)
3. 免费成为本公司“HR Party”会员
Being members of our “HR Party” freely
4. 9折参加Goodcareer年度“人力资源管理论坛”
Getting 10% discount for Goodcareer annual “HRM Summit Forum”
培训课程安排
(初级)
Training course arrangement
(elementary) 第一天、每二天 The first and second day
3.5小时3.5 hours 7小时7 hours
模块一：一线主管管理角色和胜任力要求
Module 1: management roles and KCI demands of supervisor
— 自我管理技能测试
Skills test of self management
— 录像观摩
Watching videos
— 一线主管日常管理内容
Daily management content of first-line supervisor
— 重新认识一线主管
Rediscover first-line supervisor
— 现场管理职责
On-site management responsibility
— 一线主管的多重角色
Multiple roles of first-line supervisor
— 一线主管的职责权限
Responsibility and authority of first-line supervisor
— 一线主管的管理胜任力要求
Management KCI requirement of first-line supervisor
— 卓越一线主管之技能要求
Skills requirement of excellent first-line supervisor
— 卓越一线主管心态要求
Attitude requirement of first-line supervisor
— 卓越一线主管素质要求
Quality requirement of excellent first-line supervisor
— 一线主管的终极使命
Ultimate mission of first-line supervisor
— 工作模拟：简单任务
Job sampling: simple task
— 训练效果测评
Training achievement test
— 课后演练
Drill after class 模块二：工作教导(JI)技能(I)
Module2: JI skills
— 案例研讨：3小时生产600多个废品
Case study: producing more than 600 wastes for 3 hours
— 选择的重要性：做管理者还是教导员
Importance of selection: becoming a manager or instructor
— 什么是教导
What is instructing
— 教导的重要性
Importance of instructing
— 为什么要教导您的下属（公司VS教导者VS被教导者）
Why do you instruct your subordinates (company VS instructor VS tutee)
— 优秀教导员的三大特质
3 characteristics of excellent instructor
— 常用的低效教导方法回顾
Reviewing of usual inefficient instructing method
— 教导经验分享
Sharing experience of instructing
— 有的放矢：正确选择教导对象
To shoot the arrow at a target: correctly selecting instructor
— 见机行事：如何选择教导时机
Play something by ear: how to select instructing occasion
— 如何高效教导：四步法
How to effectively instruct: four-step method
— 经验性练习：工作分解表的制作及四步教导法
Experience practice: design of work analysis form and four-step instructing method
— 高效教导应规避的八大误区
8 misunderstanding that effective instruction should avoid
— 工作教导体验活动：T字之谜
Job instructing experience activities: puzzle of word T
— 训练成果测评
Training achievement test
— 应用实践
Application practice
— Q&A
Questions and answers
第二天、第三天 The second, third day
7小时7 hours 3.5小时3.5 hours
模块三：工作改善(JM)技能(I)
Module3: JM skills
— 自我测试：您每天是在管理还是在改善?
Self test: do you manage or improve every day
— 工作为何要改善（意义）
Why do you need to improve work(meaning)
— 为何不想改善（心理障碍剖析）
Why do not you improve( psychology obstacle analysis)
— 改善：从什么地方入手
Improvement: where is the staring
— 经验分享：4M法：发现问题的改善点
Sharing experience: 4M method: improvement point of finding problems
— 工作改善的前提：发现问题
Premise of job improvement: finding problems
— 面对问题的心态探析
Deep attitude analysis in facing problems
— 影响问题发现与解决的十大错误观念
10 wrong concepts of influencing finding and solving problems
— 面对纷繁复杂的工作--如何突破困境
How to overcome difficulties in sophisticated work
— 思考问题的五个维度
Five dimensions of thinking problems
— 如何进行工作改善：四步法
How to improve work: 4-step method
— 工作模拟：工作改善实践
Job sampling: work improvement practice
— 工作改善七手法简介
7-method brief introduction of work improvement
— 实例分享：某公司生产流程改善
Sharing examples: production process improvement of one company
— 激发改善创意的10把金钥匙
10 gold keys of incentivizing improvement creativity
— 改善体验活动：传真机
Improving experience activities: fax machine
— 训练收益测评
Training benefit test
— 应用性练习
Application practice
— Q&A
Questions and answers
模块四：工作关系(JR)技能
Module4: job relationship skills
— 人际关系自我测试：我的人际关系能力？
Self test of interpersonal relationship: my interpersonal relationship abilities?
— 案例研讨：法叔的故事
Case study: the story of French uncle
— 工作关系问题含义及类型
Meaning and style of job relationships problems
— 人际关系改善的四项基本原则
Four basic principles of improving interpersonal relationships
— 工作关系问题四阶处理法
Four-stage handling method of job relationships
— 人际沟通的重要性
Importance of interpersonal communication
— 定义沟通
Definition communication
— 问题：为什么要沟通？
Question: why do we need to communicate?
— 沟通对象确定－与谁沟通？
Confirmation of communication object－communication with whom
— 体验性活动：形象竞猜
Experience activities: impression guess
— 工作沟通中的常见障碍
Common obstacle in job communication
— 高效沟通的关键：7 55 38
Key of efficient communication:
— 有效沟通之面对面沟通
Effective communication-face-to face communication
— 如何与下级、上司、平级良好沟通
How to communicate with subordinate, boss and lateral employees
— 经验分享：报告、联系、商讨技巧
Sharing experience: report, communication, conferring skills
— 下属犯错了，如何批评？
How to criticize when subordinates make mistakes
— 情景模拟训练：批评下属常用八法
Situation simulation training: 8 method of criticizing subordinates
— 经验性练习：小芳怎么啦?
Experienced practice: what is wrong with xiao Fang?
— 化干戈为玉帛：冲突管理－认识冲突/接受冲突/管理冲突
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
— 分派工作的原则
Principles of job distribution
— 分派工作的步骤
Steps of job distribution
— 分派工作中的潜在问题
Potential problems in work distribution
— 工作模拟：工作关系与沟通体验活动—战国七雄
Job sampling: job relationships and communication experience activities－the seven states in the Epoch of Warring States
— 训练成果测试
Training achievement test
— 应用性练习
Application practice
— Q&A
Questions and answers
第三天、每四天The third and fourth day
3.5小时3.5 hours 3.5小时3.5 hours
模块五：工作安全(JS)管理技能
Module 5: JS management skills
— 测试：安全吗？
Test: is it safe?
— 问题探讨：3秒钟作答
Question discussion: 3 seconds of answers
— 生产安全的重要性与含义
Importance and meaning of production safety
— 测试性调查：有趣的10 和6
Testing survey: interesting 10 and 6
— 安全工作
Safe work
— 发生安全事故源泉
Reason of safety incident
— 基层干部的安全责任
Safety responsibility of basic cadres
— 生产安全的本质
Essence of production safety
— 经验分享：安全管理检查表
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
— 案例研讨：某公司生产部安全事件原因分析
Case study: reason analysis of safety incident in one company’s production department
— 预防安全事故的三大利器
Three method to prevent safety incident
— 经验性分享：经常出事的人
Sharing experience: people who often take accident
— 案例重演：搬运工作安全事故的预防
Case reviewing: prevention of safety incident in carriage work
— 安全管理操作流程：四阶段法
Operation process of safety management: four-stage method
— 工具：安全生产检查记录表
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-录相：潘永益VS林正权手切伤事故
Incident case-video: Pan Yongyi VS Lin Zhengshuang hand hurting incident
— 训练成果测评
Training achievement test
— 应用性练习
Application exercise
— Q&A
Questions and answers 模块六：工作问题(JQ)处理技能
Module6: JQ handling skills
— 问题处理能力自我测试：我的问题态度
Self test of problem solving ability: my attitude toward problem
— 案例研讨：这是问题吗？
Case study: is it a problem?
— 一线问题综述
Summary of first-line problems
— 问题解决的原则和方法
Principles and methods in solving problems
— 人、物、机器与流程问题的不同性质
Different characteristics of human, objects, machine and process problems
— 80、与90工作问题与对策
Job problems and countermeasure for employees who were born in 1980th and 1990th
— 经验分享：目标导向的问题解决思路
Sharing experience: solving method of target-oriented problem
— 问题解决的态度
Attitude to solve problems
— 问题的预测与预防
Forecast and prevention of problems
— 成为问题解决专家
Becoming an expert in solving problems
— 情景模拟训练：你的看法
Situation simulation training: your ideas
— 经验性练习：问题分析与处理
Experienced exercise: problem analysis and handling
— 跨部门/小组问题及处理方法
Cross-department/team problem and handling methods
— 令工作顺利进行的秘诀
Secret of fluent work
— 工作模拟：如何令问题不成为问题
Job sampling: how to solve problems
— 训练成果测试
Training achievement test
— 应用性练习
Application exercise
— Q&A
Questions and answers
培训课程安排
(中级)
Training course arrangement
(intermediate) 第一天The first day
3.5小时3.5 hours 3.5小时3.5 hours
模块一：工作教导(JI)技能(II)
Module1:JI skills
— 自我教导技能测试
Test of self instructing skills
— 案例研讨：从教导到教练
Case study: from instructing to coaching
— 一线主管的新角色定位：从考试导走向教练
New roles localization of supervisor: from testing to coaching
— 教练角色定位
Roles localization of coaching
— 教练角色技能
Roles skills of coaching
— 经验性练习：裁判与教练
Experience practice: referee and coach
— — 教练经验分享
— Sharing experience of coaching
— 教练技术
Coaching technique
— 教练心态
Coaching attitude
— 经验性练习：目标—教导—教练
Experienced practice: objectives—instructing —coaching
— 工作教练教导体验活动：当好“灵魂工程师：
Experience activity of job coaching and instructing : being a “ sprit engineer”
— 训练成果测评
Test of training achievement
— 应用实践
Application practice
— Q&A
Questions and answers 模块二：工作改善(JM)技能(II)
Module 2: job improvement skills
— 自我测试：我的工作改善技能
Self test: my skills of job improvement
— 经验分享：工作改善的要领
Sharing experience: gist of job improvement
— 消除“摸索”的时间
Eliminating trial time
— 实行图面管理制度
Implementing drawing management systems
— 观察工作方法
Observing job method
— — W.S.(Work Sampling)的观察步骤
Observing steps of work sampling
— 作业动作的经济化
Economization of operation action
— 活用作业日报表
Flexible use of daily job report
— 动作的经济原则
Economic principle of action
— 提供舒适的作业环境
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计划的推动
Promotion of VE plan
— 以ABC分析进行有效的管理
Effective management through ABC analysis
— 清除物品搬运时间
Removal time of cleaning articles
— 善用图表，积极检讨与改进
Being good at chart: positively reviewing and improving
— 工作模拟：自我启发
Job sampling: self inspiration
— 实例分享：如何缩短作业时间
Sharing experience: how to reduce operation time
— 改善体验活动：SOP
Improve experience activities: SOP
— 训练收益测评
Training benefit assessment
— 应用性练习
Application practice
— Q&A
Questions and answers
第二天、第三天The second and third day
7小时7 hours 7小时 7 hours
模块三：工作效率(WE)管理技能
Module3: management skills of working efficiency
—自我技能测评
Self skills test
—录像观摩
Watching videos
—讨论与点评
Discussion and comment
—对工作效率(Working Efficiency )的理解
Understanding of working efficiency
—工作效率与竞争力
Working efficiency and competiveness
—工作效率改善办法
Improving method of work efficiency
—经验分享：如何缩短制造时间
Sharing experience; how to reduce manufacturing time
—实践经验分析：工作效率改善技巧
Practical experience analysis: skills of improving working efficiency
—经验性练习：定员定额
Experienced practice: fixed number of workers and fixed quotas
—学习成果测试与点评
Test and comment of learning achievement
—工作模拟：效率报表与分析
Job sampling: efficiency report and analysis
—技能训练1：IE工程与生产计划
Skills training 1: IE project and production plan
—技能训练2：有效时间与机器效率
Skills training 2: effective time and machine efficiency
—训练成果检验
Training achievement check
—课后问题演练
Problem drill after class
—课后工作模拟
Job sampling after class
—实践行动计划
Implementing action plan
—Q&A
Questions and answers 模块四：工作成本(WC)管理技能
Module4: WC management skills
—自我技能测评：我具有成本意识吗？
Self skills test: do I have awareness of cost?
—录像与点评
Videos and comments
—工作成本(Working Cost)的组成
Composition of working cost
—工作成本的特征与表现形式
Characteristics and manifestation of work cost
—现场工作成本改善办法
Method of improving on-site work cost
—经验分享：标准工时可以减少吗？
Sharing experience: can standard work time be reduced?
—经验分享：改善“人”的成本
Sharing experience: improving “ human” cost
—经验分享：改善“物”的成本
Sharing experience: improving “ object” cost
—经验分享：改善“流程”成本
Sharing experience: improve “process” cost
—经验分享：改善“品质”成本
Sharing experience: improvement “ quality” cost
—学习成果测试与点评
Test and comment of learning achievement
—工作模拟：成为一名成本改善高手
Job sampling: becoming an expert in cost improvement
—技能训练1：合格率
Skills training 1: qualification rate
—技能训练2：早会
Skills training 2: morning meeting
—训练成果检验
Training achievement check
—课后问题演练
Problem drill after class
—课后工作模拟
Job sampling after class
—实践行动计划
Implementing action plan
—Q&A
Questions and answers
第四天The fourth day
3.5小时 3.5 hours 3.5小时3.5 hours
模块五：工作品质(WQ)管理技能
Module5: WQ management skills
—案例研讨：iphone4 事件
Case study: iphone4 event
—自我技能测评：我的品质管理技能
Self skills test: My quality management skill
—工作品质(Working Quality)和内涵
Working quality and its connotation
—工作品质改善方法
Improvement method of working quality
—工作品质改善要诀
Improvement tips of working quality
—循序渐进、质量并重
Improving quality step by step
—TQM与工作品质改善
TQM and working quality improvement
—QCC与工作品质改善
QCC and working quality improvement
—经验分享：入职培训
Sharing experience: orientation training
—学习成果测试与点评
Test and comment of learning achievement
—行为模拟：成为一名有品质的管理者
Behavior sampling: becoming a qualified manager
—技能训练1：品质改善无处不在
Skills training 1: quality improvement is everywhere
—技能训练2：改变对品质的思维
Skills training 2: changing the thinking of quality
—训练成果检验
Training achievement check
—课后问题演练
Problem drill after class
—课后工作模拟
Job sampling after class
—实践行动计划
Implementing action plan
—Q&A
Questions and answers 模块六：工作团队(WT)管理技能
Module6: WT management skills
—案例研讨：计划者与执行者
Case study: planner and performer
—自我现状测评：我团队工作能力
Self present situation test: my team work ability
—工作团队(Working Team)的意义
Meaning of working time
—团队工作的艺术
Art of team work
—高效团队工作经验分享
Sharing experience of efficient team work
—团队工作要总结
Summarizing team work
—学习成果测试与点评
Test and comment of learning achievement
—行为模拟：有效率的工作团队
Behavior sampling: efficient work team
—技能训练1：团队意识
Skills training 1: team awareness
—案例分析：加班事件
Case study: overtime events
—技能训练2：工作分配
Skills training 2: work distribution
—技能训练3：团队目标
Skills training 3: team objectives
—训练成果检验
Training achievement check
—课后问题演练
Problem drill after class
—课后工作模拟
Job sampling after class
—实践行动计划
Implementing action plan
—Q&A
Questions and answers
培训课程安排
(高级)
Training course arrangement
(advanced) 第一天 The first day
3.5小时 3.5 hours 3.5小时3.5 hours
模块一：目标管理(MBO)技能
Module1: MBO skills
—案例研讨：质量差异
Case study: quality difference
—自我现状测评：目标管理能力测评
Test of self situation: MBO skills testing
—目标管理
MBO(Management by Objective)
—目标管理的作用
Function of MBO
—目标管理的工作流程
Work process of MBO
—目标设定的五大原则 (SMART)
Five principle of designing objectives
—实操经验分享：目标卡的制作与填写
Sharing practical experience: designing and filling in objective card
—目标的修正时机
Revising time of objectives
—目标的执行过程
Implementing process of objectives
—目标跟踪检查
Follow-up check of objectives
—目标执行结果的反馈与改进
Feedback and improvement of objective implementation result
—学习成果测试与点评
Test and comment of learning achievement
—行为模拟：目标管控
Behavior sampling: objective control
—实例训练1：目标分解与目标沟通
Practice training 1: objective decomposition and objective communication
—案例分析：王经理的自白
Case analysis: confession of Mr. Wang
—技能训练2：目标承诺与目标执行
Skills training 2: objective commission and objective implementation
—问题思考：个人目标不是团队目标？
Thinking question: individual objective is not team objective?
—训练成果检验
Training achievement check
—课后问题演练
Problem drill after class
—课后工作模拟
Job sampling after class
—实践行动计划
Implementing action plan
—Q&A
Questions and answers 模块二：计划与执行(PDCA)管理技能
Module2: PDCA management skills
—计划能力自我测试
Self test of planning ability
—案例研讨：烦忙的一天
Case study: a busy day
—科学管理的精神
Sprit of scientific management
—什么是计划
What is plan
—计划的种类
Category of plan
—计划的特性
Characteristics of plan
—制定有效计划的步骤
Steps of making effective plan
—工作计划流程
Process of work plan
—计划管理的过程
Process of plan management
—制订计划的工具
The tool of making plan
—经验分享：计划跟进表
Sharing experience: follow-up form of plan
—计划的实施与跟进
Implementation and follow-up of plan
—PDCA循环
PDCA circle
—案例：计划与例外事件
Case: plan and exceptional case
—学习成果测试与点评
Test and comment of learning achievement
—行为模拟：成为有执行力的计划者
Behavior sampling: becoming a planner with executive power
—实例训练1：新的一天
Example training 1: a new day
—角色扮演：如果我是王组长
Playing roles: If I were group leader Wang
—技能训练2：计划、执行与考核
Skills training 2: planning, implementing and checking
—训练成果检验
Training achievement check
—课后问题演练
Problem drill after class
—课后工作模拟
Job sampling after class
—实践行动计划
Implementing action plan
—Q&A
Questions and answers
第二天 The second day
上午Am 上午Pm
模块三：有效沟通(EC)技能
Module3: EC skills
—自我现状测评：我是沟通高手？
Test of one’s present situation: am I a communication expert?
—案例研讨：质量事故谁负责
Case study: who is responsible for quality incident
—什么是有效沟通
what is efficient Communication
—沟通的过程模式
Process mode of communication
—常见的12种沟通障碍及产生的原因
12 kinds of common communication obstacles and its reason
—沟通的编码能力训练（游戏：我来比划，你来猜）
Code capacity training of communication(game: I make hand gestures and you guess
—回馈的作用
Function of feedback
—回馈时需注意的事项
Items requiring to pay attention to in feedback
—我们如何说服对方，进而改变对方的行为
How should we persuade opponents and change their action
—工作沟通与人际沟通技能
Skills of work communication and interpersonal communication
—经验分享：待料事件谁负责？
Sharing experience: who is responsible for material supply
—行为模拟：有效沟通的行为特征
Behavior sampling: action characteristics of effective communication
—实例训练1：200还是2000
Example training 1: 200 or 2000
—角色扮演：客户的品质投诉
Playing roles: quality complain of client
—技能训练2：生产与研发的冲突
Skills training 2: conflict of production, research and development
—总结性考评
Summative evaluation
—课后问题演练
Problem drill after class
—课后工作模拟
Job sampling after class
—实践行动计划
Implementing action plan
—Q&A
Questions and answers 模块四：员工激励管理(EIM)
Module 4: EIM
—案例研讨：80员工的需求
Case study: needs of employees who were born in 1980th
—自我现状测评：我的激励指数
Test of self present situation: My incentive indicator
—正确理解员工激励(Employee Incentives)的意义
Correctly understanding the meaning of employee incentives
—员工需求的理解
Understanding of employees’ need
—员工需求、激励与行为
Employees’ need, incentive and action
—改善员工行为
Improving employees’ action
—经验分享：马斯洛需要理论的应用
Sharing experience: application of Maslow's need hierarchy theory
—员工激励技巧
Skills of incentivizing employees
—视频案例：部属的工作表现每况愈下，如何激励
Video case: how to incentive subordinates when they perform from bad to worse
—什么是负激励
What is negative incentive
—负激励对部属的利弊
Advantage and disadvantage of negative incentive to subordinates
—案例：正激励与负激励
Case: positive incentive and negative incentive
—行为模拟：成为激励高手
Behavior sampling: becoming a incentive expert
—实例训练1：善用负激励
Example training 1: being good at using negative incentive
—案例研讨：工伤事件
Case study: working injury event
—角色扮演：分割领导权
Playing roles: partitioning leadership authority
—技能训练2：工作与激励
Skills training 2: work and encouragement
—训练成果检验
training achievement check
—课后问题演练
Problem drill after class
—课后工作模拟
Job sampling after class
—实践行动计划
Implementing action plan
—Q&A
Questions and answers
第三天The third day
上午 Am 上午 Pm
模块五：团队建设(TB)
Module5: TB
—案例研讨：团队建设与团队精神
Case study: team building and team sprit
—自我现状测评：我具备团队领导的特质吗？
Test of self present situation: do I
possess the characteristics to lead team
—团队的定义
Definition of team
—理想团队建设的原则
Principle of ideal team building
—团队建设的领导误区
Instructing error of team building
—合格的团队领导
Qualified team leader
—管理的十三种误区及对策
13 kinds of errors and countermeasure
—树立共同目标
Setting up common obstacles
—培养相互信任精神
Cultivating mutual trust sprit
—培养团队成员的责任感和信心
Cultivating responsibility and confidence of team members
—促进团队中各种技能的组合，并提高技术水平
Promoting skills combination in team and improving skills level
—搞好与外部人员关系，其中包括为团队的
展清除障碍
Getting along well with external people,
including clearing obstacles for team
development
—为团队中的其他成员创造机会
Creating more opportunities for other team members
—经验分享：创建高效团队
Sharing experience: creating an effective team
—学习成果测试与点评
Test and comment of learning achievement
—行为模拟：成为优秀的团队领导
Behavior sampling: becoming an excellent team leader
—实例训练1：目标与团队
Example training 1: objective and team
—角色扮演：管理与团队建设
Playing roles: management and team building
—技能训练2：建立共同的信念
Skills training 2: setting up common belief
—总结性考评
Summative evaluation
—课后问题演练
Problem drill after class
—课后工作模拟
Job sampling after class
—实践行动计划
Implementing action plan
—Q&A
Questions and answers 模块六：工作文化管理(WCM)
Module 6: WCM
—案例研讨：跨文化管理难题
Case study: problem of cross-culture management
—自我现状测评：我对文化的理解
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
—引导正向的工作文化
Guiding the right work culture
—价值观与行为规范
Values and code of conduct
—小团体文化
Culture of small group
—工作文化养成
Cultivation of work culture
—经验分享：评比第一名
Sharing experience: To select the No.1
—角色扮演：老板文化
Playing roles: boss culture
—学习成果测试与点评
Test and comment of learning achievement
—行为模拟：成为被信任的人
Behavior sampling: becoming a trusted person
—总结性考评
Summative evaluation
—课后问题演练
Problem drill after class
—课后工作模拟
Job sampling after class
—实践行动计划
Implementing action plan
—毕业论坛：当名成功的管理者！
Graduation forum: becoming a successful manager
课程开发
团队和主
.
【培训收益】
培 训 收 益Training benefit
企 业： Enterprises
1，养成高素质和具竞争力的一线管理团队，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，增强公司的赢利能力的竞争能力
Improving management efficiency of the enterprises, strengthening profit-earning ability and competitiveness ability
受训员工： Trainees
1， 迅速提升管理核心技能，具备优秀管理者的胜任力，提升个人绩效和促进个人职业发展
Quickly improving core management techniques, possessing KCI of excellent management personnel, improving individual performance and promoting individual career development
一线主管管理技能胜任力(初级)训练营(TWI-KCIs)
一线主管管理技能胜任力(初级)训练营(TWI-KCIm)
一线主管管理技能胜任力(初级)训练营(TWI-KCIh)
（TWI-KCI）
（学员经实际工作模拟测试合格后，获颁发相应级别《一线主管管理胜任力》证书TWI-KCI
After trainees pass practical job sampling test, they will obtain relevant certificate of TWI-KCI
培 训 收 益Training benefit
企 业： Enterprises
1，养成高素质和具竞争力的一线管理团队，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，增强公司的赢利能力的竞争能力
Improving management efficiency of the enterprises, strengthening profit-earning ability and competitiveness ability
受训员工： Trainees
1， 迅速提升管理核心技能，具备优秀管理者的胜任力，提升个人绩效和促进个人职业发展
Quickly improving core management techniques, possessing KCI of excellent management personnel, improving individual performance and promoting individual career development
TWI-KCI训练特色
TWI-KCI
Training characteristics TWI（Training Within Industry），即为督导人员的现场管理训练，或称为一线主管技能培训，TWI是实施精益生产、丰田生产方式、TPM、5S等各项工具和系统的基础，是企业管理理论的“世界语”。
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年的英国，二战后,美国生产局帮助重建日本经济,发现日本技术劳动力潜力极为雄厚,但缺乏有效的督导人员,故引进TWI训练,培训了大量的督导人员的能力,日本政府认识到此培训的重要性,为此专门组织成立（社团法人）日本产业训练协会,并由日本劳动省大力推广,对二战后日本经济得以迅速发展起到了极大的促进作用，现已是欧美日韩等发达国家训练企业现场管理人员的必备教程。
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产业界以来，至少有1000万人以上的日本企业界领导及员工都受到了TWI的培训，覆盖了90%以上的日本企业,为日本产业的发展做出了重大的贡献。在中国，有数千万家企业面临着如何快速提升数亿员工的素养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.
传统的TWI的主要培训内容包括四个模块：
Main training content of traditional TWI including the following 4 modules:
工作教导(JI)——使基层主管能够用有效的程序，清楚的教部属工作的方法，使部属很快的接受到正确、完整的技术或指令。
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
工作关系(JR)——使基层主管与部属建立良好人际关系，部属发生人际或心理上的问题时，能冷静的分析，合情合理的解决。
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)——使基层主管能用合理的程序，思考现场工作上的问题与缺失，并提出改进方案，提升工作的效率与效能。
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)——使基层主管学习如何使类似灾害事件杜绝不再犯的对策和方法。
Job safety-making supervisors learn the policy and method to prevent similar disasters
经过10多年的培训实践及一线主管全新的管理角色承担和管理要求，把TWI发展成为16个模块的TWI-KCI一线主管系统性管理技能体系训练体系！
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!
培训方法
Training method 1.讲师讲解（强调重点、要点和难点，将专业术语平民化，帮助学员理解）
Coacher’ explanation ( stressing importance, key point and difficult point, popularizing professional terms to help employees understand)
2.录像观看（通过精彩录像片段欣赏，给予学员启发）
Watching videos (inspiring trainees through appreciating excellent video clip)
3.现场演练（帮助发现问题，进行精确点评，从而达到学以致用的目的）
On-site drill ( helping find problems and criticize accurately to apply what they have learned for practice)
4.游戏互动（将深奥的理论融入轻松的游戏之中，在笑声中学习和领悟）
Interactive game ( learning and comprehending with laughter through mixing the deep theory into relaxed games)
5.问题讨论和实战案例分析（剖析经典实战案例，充分启发学员）
Question discussion and practical case analysis(Classic case analysis to inspire trainees)
培训时间
Training time 初级4天、中级4天、高级3天；共11天
4 days of elementary training, 3 days of intermediate training, 3 days of advanced training; 9 days totally
培训日期
Training date 内训时间按企业要求而定
Internal training time depends on the enterprises’ need
培训费用
Training fee 企业内训：人民币20,000元/班.1天；公开课：人民币1,800元/人.1天。含训练导师开发的培训教材1套和培训费费。
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)
适合人员
Suitable person 1. 企业一线管理人员
Senior management personnel of the enterprise
2. 企业准备提升为一线管理人员的员工
Employees who are going to be promoted in the enterprise
3. 有志于成为职业经理人的从业人士
Person aspiring to become International Professional Trainer
课程模块
（初级）
Course modules
(elementary) 模块一： 一线主管管理角色和胜任力要求
Module1: management roles and KCI requirement of first-site supervisors
模块二：工作教导(JI)技能(I)
Module2: JI skills
模块三：工作改善(JM)技能(I)
Module3: JM skills
模块四：工作关系(JR)技能
Module4: JR skills
模块五：工作安全(JS)管理技能
Module: JS management skills
模块六：工作问题(JQ)处理技能
Module6: JQ handling skills
课程模块
（中级）
Course modules
(intermediate) 模块一：工作教导(JI)技能(II)
Module1: JI skills
模块二：工作改善(JM)技能(II)
Module2: JM skills
模块三：工作效率(WE)管理技能
Module3: WE management skills
模块四：工作成本(WC)管理技能
Module4: WC management skills
模块五：工作品质(WQ)管理技能
Module5: WQ management skills
模块六：工作团队(WT)管理技能
Module6: WI management skills
课程模块
（高级）
Course modules
(advanced) 模块一：目标管理(MBO)技能
Module1: MBO skills
模块二：计划与执行(PDCA)管理技能
Module2: PDCA management skills
模块三：有效沟通(EC)技能
Module3: EC skills
模块四：员工激励管理(EIM)
Module4: EIM
模块五：团队建设(TB)
Module5: TB
模块六：工作文化管理(WCM)
Module6: WCM
学员福利
Trainees’ benefit 1. 获颁发由训练导师签名的相应级别的《一线管理人员管理胜任力培训》证书
Obtaining certificate of TWI-KCI signed by coacher
2. 成为Goodcareer 终身会员，享受会员的“十大收益”（详请请登阅本公司网站）
Being the life-long members of Goodcareer, enjoying “10 benefits” of the members( log in our website to search the details)
3. 免费成为本公司“HR Party”会员
Being members of our “HR Party” freely
4. 9折参加Goodcareer年度“人力资源管理论坛”
Getting 10% discount for Goodcareer annual “HRM Summit Forum”
培训课程安排
(初级)
Training course arrangement
(elementary) 第一天、每二天 The first and second day
3.5小时3.5 hours 7小时7 hours
模块一：一线主管管理角色和胜任力要求
Module 1: management roles and KCI demands of supervisor
— 自我管理技能测试
Skills test of self management
— 录像观摩
Watching videos
— 一线主管日常管理内容
Daily management content of first-line supervisor
— 重新认识一线主管
Rediscover first-line supervisor
— 现场管理职责
On-site management responsibility
— 一线主管的多重角色
Multiple roles of first-line supervisor
— 一线主管的职责权限
Responsibility and authority of first-line supervisor
— 一线主管的管理胜任力要求
Management KCI requirement of first-line supervisor
— 卓越一线主管之技能要求
Skills requirement of excellent first-line supervisor
— 卓越一线主管心态要求
Attitude requirement of first-line supervisor
— 卓越一线主管素质要求
Quality requirement of excellent first-line supervisor
— 一线主管的终极使命
Ultimate mission of first-line supervisor
— 工作模拟：简单任务
Job sampling: simple task
— 训练效果测评
Training achievement test
— 课后演练
Drill after class 模块二：工作教导(JI)技能(I)
Module2: JI skills
— 案例研讨：3小时生产600多个废品
Case study: producing more than 600 wastes for 3 hours
— 选择的重要性：做管理者还是教导员
Importance of selection: becoming a manager or instructor
— 什么是教导
What is instructing
— 教导的重要性
Importance of instructing
— 为什么要教导您的下属（公司VS教导者VS被教导者）
Why do you instruct your subordinates (company VS instructor VS tutee)
— 优秀教导员的三大特质
3 characteristics of excellent instructor
— 常用的低效教导方法回顾
Reviewing of usual inefficient instructing method
— 教导经验分享
Sharing experience of instructing
— 有的放矢：正确选择教导对象
To shoot the arrow at a target: correctly selecting instructor
— 见机行事：如何选择教导时机
Play something by ear: how to select instructing occasion
— 如何高效教导：四步法
How to effectively instruct: four-step method
— 经验性练习：工作分解表的制作及四步教导法
Experience practice: design of work analysis form and four-step instructing method
— 高效教导应规避的八大误区
8 misunderstanding that effective instruction should avoid
— 工作教导体验活动：T字之谜
Job instructing experience activities: puzzle of word T
— 训练成果测评
Training achievement test
— 应用实践
Application practice
— Q&A
Questions and answers
第二天、第三天 The second, third day
7小时7 hours 3.5小时3.5 hours
模块三：工作改善(JM)技能(I)
Module3: JM skills
— 自我测试：您每天是在管理还是在改善?
Self test: do you manage or improve every day
— 工作为何要改善（意义）
Why do you need to improve work(meaning)
— 为何不想改善（心理障碍剖析）
Why do not you improve( psychology obstacle analysis)
— 改善：从什么地方入手
Improvement: where is the staring
— 经验分享：4M法：发现问题的改善点
Sharing experience: 4M method: improvement point of finding problems
— 工作改善的前提：发现问题
Premise of job improvement: finding problems
— 面对问题的心态探析
Deep attitude analysis in facing problems
— 影响问题发现与解决的十大错误观念
10 wrong concepts of influencing finding and solving problems
— 面对纷繁复杂的工作--如何突破困境
How to overcome difficulties in sophisticated work
— 思考问题的五个维度
Five dimensions of thinking problems
— 如何进行工作改善：四步法
How to improve work: 4-step method
— 工作模拟：工作改善实践
Job sampling: work improvement practice
— 工作改善七手法简介
7-method brief introduction of work improvement
— 实例分享：某公司生产流程改善
Sharing examples: production process improvement of one company
— 激发改善创意的10把金钥匙
10 gold keys of incentivizing improvement creativity
— 改善体验活动：传真机
Improving experience activities: fax machine
— 训练收益测评
Training benefit test
— 应用性练习
Application practice
— Q&A
Questions and answers
模块四：工作关系(JR)技能
Module4: job relationship skills
— 人际关系自我测试：我的人际关系能力？
Self test of interpersonal relationship: my interpersonal relationship abilities?
— 案例研讨：法叔的故事
Case study: the story of French uncle
— 工作关系问题含义及类型
Meaning and style of job relationships problems
— 人际关系改善的四项基本原则
Four basic principles of improving interpersonal relationships
— 工作关系问题四阶处理法
Four-stage handling method of job relationships
— 人际沟通的重要性
Importance of interpersonal communication
— 定义沟通
Definition communication
— 问题：为什么要沟通？
Question: why do we need to communicate?
— 沟通对象确定－与谁沟通？
Confirmation of communication object－communication with whom
— 体验性活动：形象竞猜
Experience activities: impression guess
— 工作沟通中的常见障碍
Common obstacle in job communication
— 高效沟通的关键：7 55 38
Key of efficient communication:
— 有效沟通之面对面沟通
Effective communication-face-to face communication
— 如何与下级、上司、平级良好沟通
How to communicate with subordinate, boss and lateral employees
— 经验分享：报告、联系、商讨技巧
Sharing experience: report, communication, conferring skills
— 下属犯错了，如何批评？
How to criticize when subordinates make mistakes
— 情景模拟训练：批评下属常用八法
Situation simulation training: 8 method of criticizing subordinates
— 经验性练习：小芳怎么啦?
Experienced practice: what is wrong with xiao Fang?
— 化干戈为玉帛：冲突管理－认识冲突/接受冲突/管理冲突
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
— 分派工作的原则
Principles of job distribution
— 分派工作的步骤
Steps of job distribution
— 分派工作中的潜在问题
Potential problems in work distribution
— 工作模拟：工作关系与沟通体验活动—战国七雄
Job sampling: job relationships and communication experience activities－the seven states in the Epoch of Warring States
— 训练成果测试
Training achievement test
— 应用性练习
Application practice
— Q&A
Questions and answers
第三天、每四天The third and fourth day
3.5小时3.5 hours 3.5小时3.5 hours
模块五：工作安全(JS)管理技能
Module 5: JS management skills
— 测试：安全吗？
Test: is it safe?
— 问题探讨：3秒钟作答
Question discussion: 3 seconds of answers
— 生产安全的重要性与含义
Importance and meaning of production safety
— 测试性调查：有趣的10 和6
Testing survey: interesting 10 and 6
— 安全工作
Safe work
— 发生安全事故源泉
Reason of safety incident
— 基层干部的安全责任
Safety responsibility of basic cadres
— 生产安全的本质
Essence of production safety
— 经验分享：安全管理检查表
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
— 案例研讨：某公司生产部安全事件原因分析
Case study: reason analysis of safety incident in one company’s production department
— 预防安全事故的三大利器
Three method to prevent safety incident
— 经验性分享：经常出事的人
Sharing experience: people who often take accident
— 案例重演：搬运工作安全事故的预防
Case reviewing: prevention of safety incident in carriage work
— 安全管理操作流程：四阶段法
Operation process of safety management: four-stage method
— 工具：安全生产检查记录表
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-录相：潘永益VS林正权手切伤事故
Incident case-video: Pan Yongyi VS Lin Zhengshuang hand hurting incident
— 训练成果测评
Training achievement test
— 应用性练习
Application exercise
— Q&A
Questions and answers 模块六：工作问题(JQ)处理技能
Module6: JQ handling skills
— 问题处理能力自我测试：我的问题态度
Self test of problem solving ability: my attitude toward problem
— 案例研讨：这是问题吗？
Case study: is it a problem?
— 一线问题综述
Summary of first-line problems
— 问题解决的原则和方法
Principles and methods in solving problems
— 人、物、机器与流程问题的不同性质
Different characteristics of human, objects, machine and process problems
— 80、与90工作问题与对策
Job problems and countermeasure for employees who were born in 1980th and 1990th
— 经验分享：目标导向的问题解决思路
Sharing experience: solving method of target-oriented problem
— 问题解决的态度
Attitude to solve problems
— 问题的预测与预防
Forecast and prevention of problems
— 成为问题解决专家
Becoming an expert in solving problems
— 情景模拟训练：你的看法
Situation simulation training: your ideas
— 经验性练习：问题分析与处理
Experienced exercise: problem analysis and handling
— 跨部门/小组问题及处理方法
Cross-department/team problem and handling methods
— 令工作顺利进行的秘诀
Secret of fluent work
— 工作模拟：如何令问题不成为问题
Job sampling: how to solve problems
— 训练成果测试
Training achievement test
— 应用性练习
Application exercise
— Q&A
Questions and answers
培训课程安排
(中级)
Training course arrangement
(intermediate) 第一天The first day
3.5小时3.5 hours 3.5小时3.5 hours
模块一：工作教导(JI)技能(II)
Module1:JI skills
— 自我教导技能测试
Test of self instructing skills
— 案例研讨：从教导到教练
Case study: from instructing to coaching
— 一线主管的新角色定位：从考试导走向教练
New roles localization of supervisor: from testing to coaching
— 教练角色定位
Roles localization of coaching
— 教练角色技能
Roles skills of coaching
— 经验性练习：裁判与教练
Experience practice: referee and coach
— — 教练经验分享
— Sharing experience of coaching
— 教练技术
Coaching technique
— 教练心态
Coaching attitude
— 经验性练习：目标—教导—教练
Experienced practice: objectives—instructing —coaching
— 工作教练教导体验活动：当好“灵魂工程师：
Experience activity of job coaching and instructing : being a “ sprit engineer”
— 训练成果测评
Test of training achievement
— 应用实践
Application practice
— Q&A
Questions and answers 模块二：工作改善(JM)技能(II)
Module 2: job improvement skills
— 自我测试：我的工作改善技能
Self test: my skills of job improvement
— 经验分享：工作改善的要领
Sharing experience: gist of job improvement
— 消除“摸索”的时间
Eliminating trial time
— 实行图面管理制度
Implementing drawing management systems
— 观察工作方法
Observing job method
— — W.S.(Work Sampling)的观察步骤
Observing steps of work sampling
— 作业动作的经济化
Economization of operation action
— 活用作业日报表
Flexible use of daily job report
— 动作的经济原则
Economic principle of action
— 提供舒适的作业环境
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计划的推动
Promotion of VE plan
— 以ABC分析进行有效的管理
Effective management through ABC analysis
— 清除物品搬运时间
Removal time of cleaning articles
— 善用图表，积极检讨与改进
Being good at chart: positively reviewing and improving
— 工作模拟：自我启发
Job sampling: self inspiration
— 实例分享：如何缩短作业时间
Sharing experience: how to reduce operation time
— 改善体验活动：SOP
Improve experience activities: SOP
— 训练收益测评
Training benefit assessment
— 应用性练习
Application practice
— Q&A
Questions and answers
第二天、第三天The second and third day
7小时7 hours 7小时 7 hours
模块三：工作效率(WE)管理技能
Module3: management skills of working efficiency
—自我技能测评
Self skills test
—录像观摩
Watching videos
—讨论与点评
Discussion and comment
—对工作效率(Working Efficiency )的理解
Understanding of working efficiency
—工作效率与竞争力
Working efficiency and competiveness
—工作效率改善办法
Improving method of work efficiency
—经验分享：如何缩短制造时间
Sharing experience; how to reduce manufacturing time
—实践经验分析：工作效率改善技巧
Practical experience analysis: skills of improving working efficiency
—经验性练习：定员定额
Experienced practice: fixed number of workers and fixed quotas
—学习成果测试与点评
Test and comment of learning achievement
—工作模拟：效率报表与分析
Job sampling: efficiency report and analysis
—技能训练1：IE工程与生产计划
Skills training 1: IE project and production plan
—技能训练2：有效时间与机器效率
Skills training 2: effective time and machine efficiency
—训练成果检验
Training achievement check
—课后问题演练
Problem drill after class
—课后工作模拟
Job sampling after class
—实践行动计划
Implementing action plan
—Q&A
Questions and answers 模块四：工作成本(WC)管理技能
Module4: WC management skills
—自我技能测评：我具有成本意识吗？
Self skills test: do I have awareness of cost?
—录像与点评
Videos and comments
—工作成本(Working Cost)的组成
Composition of working cost
—工作成本的特征与表现形式
Characteristics and manifestation of work cost
—现场工作成本改善办法
Method of improving on-site work cost
—经验分享：标准工时可以减少吗？
Sharing experience: can standard work time be reduced?
—经验分享：改善“人”的成本
Sharing experience: improving “ human” cost
—经验分享：改善“物”的成本
Sharing experience: improving “ object” cost
—经验分享：改善“流程”成本
Sharing experience: improve “process” cost
—经验分享：改善“品质”成本
Sharing experience: improvement “ quality” cost
—学习成果测试与点评
Test and comment of learning achievement
—工作模拟：成为一名成本改善高手
Job sampling: becoming an expert in cost improvement
—技能训练1：合格率
Skills training 1: qualification rate
—技能训练2：早会
Skills training 2: morning meeting
—训练成果检验
Training achievement check
—课后问题演练
Problem drill after class
—课后工作模拟
Job sampling after class
—实践行动计划
Implementing action plan
—Q&A
Questions and answers
第四天The fourth day
3.5小时 3.5 hours 3.5小时3.5 hours
模块五：工作品质(WQ)管理技能
Module5: WQ management skills
—案例研讨：iphone4 事件
Case study: iphone4 event
—自我技能测评：我的品质管理技能
Self skills test: My quality management skill
—工作品质(Working Quality)和内涵
Working quality and its connotation
—工作品质改善方法
Improvement method of working quality
—工作品质改善要诀
Improvement tips of working quality
—循序渐进、质量并重
Improving quality step by step
—TQM与工作品质改善
TQM and working quality improvement
—QCC与工作品质改善
QCC and working quality improvement
—经验分享：入职培训
Sharing experience: orientation training
—学习成果测试与点评
Test and comment of learning achievement
—行为模拟：成为一名有品质的管理者
Behavior sampling: becoming a qualified manager
—技能训练1：品质改善无处不在
Skills training 1: quality improvement is everywhere
—技能训练2：改变对品质的思维
Skills training 2: changing the thinking of quality
—训练成果检验
Training achievement check
—课后问题演练
Problem drill after class
—课后工作模拟
Job sampling after class
—实践行动计划
Implementing action plan
—Q&A
Questions and answers 模块六：工作团队(WT)管理技能
Module6: WT management skills
—案例研讨：计划者与执行者
Case study: planner and performer
—自我现状测评：我团队工作能力
Self present situation test: my team work ability
—工作团队(Working Team)的意义
Meaning of working time
—团队工作的艺术
Art of team work
—高效团队工作经验分享
Sharing experience of efficient team work
—团队工作要总结
Summarizing team work
—学习成果测试与点评
Test and comment of learning achievement
—行为模拟：有效率的工作团队
Behavior sampling: efficient work team
—技能训练1：团队意识
Skills training 1: team awareness
—案例分析：加班事件
Case study: overtime events
—技能训练2：工作分配
Skills training 2: work distribution
—技能训练3：团队目标
Skills training 3: team objectives
—训练成果检验
Training achievement check
—课后问题演练
Problem drill after class
—课后工作模拟
Job sampling after class
—实践行动计划
Implementing action plan
—Q&A
Questions and answers
培训课程安排
(高级)
Training course arrangement
(advanced) 第一天 The first day
3.5小时 3.5 hours 3.5小时3.5 hours
模块一：目标管理(MBO)技能
Module1: MBO skills
—案例研讨：质量差异
Case study: quality difference
—自我现状测评：目标管理能力测评
Test of self situation: MBO skills testing
—目标管理
MBO(Management by Objective)
—目标管理的作用
Function of MBO
—目标管理的工作流程
Work process of MBO
—目标设定的五大原则 (SMART)
Five principle of designing objectives
—实操经验分享：目标卡的制作与填写
Sharing practical experience: designing and filling in objective card
—目标的修正时机
Revising time of objectives
—目标的执行过程
Implementing process of objectives
—目标跟踪检查
Follow-up check of objectives
—目标执行结果的反馈与改进
Feedback and improvement of objective implementation result
—学习成果测试与点评
Test and comment of learning achievement
—行为模拟：目标管控
Behavior sampling: objective control
—实例训练1：目标分解与目标沟通
Practice training 1: objective decomposition and objective communication
—案例分析：王经理的自白
Case analysis: confession of Mr. Wang
—技能训练2：目标承诺与目标执行
Skills training 2: objective commission and objective implementation
—问题思考：个人目标不是团队目标？
Thinking question: individual objective is not team objective?
—训练成果检验
Training achievement check
—课后问题演练
Problem drill after class
—课后工作模拟
Job sampling after class
—实践行动计划
Implementing action plan
—Q&A
Questions and answers 模块二：计划与执行(PDCA)管理技能
Module2: PDCA management skills
—计划能力自我测试
Self test of planning ability
—案例研讨：烦忙的一天
Case study: a busy day
—科学管理的精神
Sprit of scientific management
—什么是计划
What is plan
—计划的种类
Category of plan
—计划的特性
Characteristics of plan
—制定有效计划的步骤
Steps of making effective plan
—工作计划流程
Process of work plan
—计划管理的过程
Process of plan management
—制订计划的工具
The tool of making plan
—经验分享：计划跟进表
Sharing experience: follow-up form of plan
—计划的实施与跟进
Implementation and follow-up of plan
—PDCA循环
PDCA circle
—案例：计划与例外事件
Case: plan and exceptional case
—学习成果测试与点评
Test and comment of learning achievement
—行为模拟：成为有执行力的计划者
Behavior sampling: becoming a planner with executive power
—实例训练1：新的一天
Example training 1: a new day
—角色扮演：如果我是王组长
Playing roles: If I were group leader Wang
—技能训练2：计划、执行与考核
Skills training 2: planning, implementing and checking
—训练成果检验
Training achievement check
—课后问题演练
Problem drill after class
—课后工作模拟
Job sampling after class
—实践行动计划
Implementing action plan
—Q&A
Questions and answers
第二天 The second day
上午Am 上午Pm
模块三：有效沟通(EC)技能
Module3: EC skills
—自我现状测评：我是沟通高手？
Test of one’s present situation: am I a communication expert?
—案例研讨：质量事故谁负责
Case study: who is responsible for quality incident
—什么是有效沟通
what is efficient Communication
—沟通的过程模式
Process mode of communication
—常见的12种沟通障碍及产生的原因
12 kinds of common communication obstacles and its reason
—沟通的编码能力训练（游戏：我来比划，你来猜）
Code capacity training of communication(game: I make hand gestures and you guess
—回馈的作用
Function of feedback
—回馈时需注意的事项
Items requiring to pay attention to in feedback
—我们如何说服对方，进而改变对方的行为
How should we persuade opponents and change their action
—工作沟通与人际沟通技能
Skills of work communication and interpersonal communication
—经验分享：待料事件谁负责？
Sharing experience: who is responsible for material supply
—行为模拟：有效沟通的行为特征
Behavior sampling: action characteristics of effective communication
—实例训练1：200还是2000
Example training 1: 200 or 2000
—角色扮演：客户的品质投诉
Playing roles: quality complain of client
—技能训练2：生产与研发的冲突
Skills training 2: conflict of production, research and development
—总结性考评
Summative evaluation
—课后问题演练
Problem drill after class
—课后工作模拟
Job sampling after class
—实践行动计划
Implementing action plan
—Q&A
Questions and answers 模块四：员工激励管理(EIM)
Module 4: EIM
—案例研讨：80员工的需求
Case study: needs of employees who were born in 1980th
—自我现状测评：我的激励指数
Test of self present situation: My incentive indicator
—正确理解员工激励(Employee Incentives)的意义
Correctly understanding the meaning of employee incentives
—员工需求的理解
Understanding of employees’ need
—员工需求、激励与行为
Employees’ need, incentive and action
—改善员工行为
Improving employees’ action
—经验分享：马斯洛需要理论的应用
Sharing experience: application of Maslow's need hierarchy theory
—员工激励技巧
Skills of incentivizing employees
—视频案例：部属的工作表现每况愈下，如何激励
Video case: how to incentive subordinates when they perform from bad to worse
—什么是负激励
What is negative incentive
—负激励对部属的利弊
Advantage and disadvantage of negative incentive to subordinates
—案例：正激励与负激励
Case: positive incentive and negative incentive
—行为模拟：成为激励高手
Behavior sampling: becoming a incentive expert
—实例训练1：善用负激励
Example training 1: being good at using negative incentive
—案例研讨：工伤事件
Case study: working injury event
—角色扮演：分割领导权
Playing roles: partitioning leadership authority
—技能训练2：工作与激励
Skills training 2: work and encouragement
—训练成果检验
training achievement check
—课后问题演练
Problem drill after class
—课后工作模拟
Job sampling after class
—实践行动计划
Implementing action plan
—Q&A
Questions and answers
第三天The third day
上午 Am 上午 Pm
模块五：团队建设(TB)
Module5: TB
—案例研讨：团队建设与团队精神
Case study: team building and team sprit
—自我现状测评：我具备团队领导的特质吗？
Test of self present situation: do I
possess the characteristics to lead team
—团队的定义
Definition of team
—理想团队建设的原则
Principle of ideal team building
—团队建设的领导误区
Instructing error of team building
—合格的团队领导
Qualified team leader
—管理的十三种误区及对策
13 kinds of errors and countermeasure
—树立共同目标
Setting up common obstacles
—培养相互信任精神
Cultivating mutual trust sprit
—培养团队成员的责任感和信心
Cultivating responsibility and confidence of team members
—促进团队中各种技能的组合，并提高技术水平
Promoting skills combination in team and improving skills level
—搞好与外部人员关系，其中包括为团队的
展清除障碍
Getting along well with external people,
including clearing obstacles for team
development
—为团队中的其他成员创造机会
Creating more opportunities for other team members
—经验分享：创建高效团队
Sharing experience: creating an effective team
—学习成果测试与点评
Test and comment of learning achievement
—行为模拟：成为优秀的团队领导
Behavior sampling: becoming an excellent team leader
—实例训练1：目标与团队
Example training 1: objective and team
—角色扮演：管理与团队建设
Playing roles: management and team building
—技能训练2：建立共同的信念
Skills training 2: setting up common belief
—总结性考评
Summative evaluation
—课后问题演练
Problem drill after class
—课后工作模拟
Job sampling after class
—实践行动计划
Implementing action plan
—Q&A
Questions and answers 模块六：工作文化管理(WCM)
Module 6: WCM
—案例研讨：跨文化管理难题
Case study: problem of cross-culture management
—自我现状测评：我对文化的理解
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
—引导正向的工作文化
Guiding the right work culture
—价值观与行为规范
Values and code of conduct
—小团体文化
Culture of small group
—工作文化养成
Cultivation of work culture
—经验分享：评比第一名
Sharing experience: To select the No.1
—角色扮演：老板文化
Playing roles: boss culture
—学习成果测试与点评
Test and comment of learning achievement
—行为模拟：成为被信任的人
Behavior sampling: becoming a trusted person
—总结性考评
Summative evaluation
—课后问题演练
Problem drill after class
—课后工作模拟
Job sampling after class
—实践行动计划
Implementing action plan
—毕业论坛：当名成功的管理者！
Graduation forum: becoming a successful manager
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