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Excellent team management methods for lean factories: How workshop team leaders in new factories can manage their teams effectively. Lean factory management focuses on the production site as its main focus, studying and analyzing the conditions of people, materials, and spaces, as well as the relationships between them. By organizing, standardizing, and improving the conditions at the production site, it promotes an organic integration of people, machines, raw materials, systems, and the environment. I. Daily, Weekly, and Monthly Tasks of Team Leaders Three key actions per day 1. Focus on preparations before starting work to ensure high machine operation rates ； 2. Focus on quality within the team to ensure a high product qualification rate ； 3. Conduct statistical analysis after shifts to ensure production efficiency. Checked every Friday 1. Check the completion of various indicators by team members ； 2. Check the equipment’s usage and maintenance status ； 3. Inspection of the usage and storage of tools, fixtures, and measuring equipment ； 4. Check the implementation of safety and civilized production regulations ； Hold four meetings each month: 1. Hold a meeting to arrange the production work plan at the beginning of the month ； 2、Hold an analysis meeting on the progress of production work in mid-month ； 3. Hold a production work summary meeting at the end of the month. II. “Three Inspections, Three Verifications” and “One Analysis” in Quality Control Three Inspections, Three Verifications Inspection of the first unit produced, verification against the drawings and manufacturing specifications ； Intermediate inspection to verify dimensional tolerances ； Check each other and verify the measuring tools and gauges. Analysis: In response to quality issues within teams, timely analysis and research are conducted to develop improvement measures and ensure effective quality control. III. Indicators for Carrying Out Technological Innovation Activities One goal: To improve quality, increase efficiency, and reduce costs. 313 Full Collaboration: 1 person proposes an idea, and the entire group works on it ； 2. One person conducts the test, with the whole group providing assistance ； 3. If one person succeeds, it will be promoted across the entire group. Six targets: 1. Targeting the key points of production technology ； 2. Addressing the weak links in production ； 3. Challenges in the processing of new products ； 4. To reduce production costs ； 5. Improving the process ； 6. Regarding the current status of the equipment. Three aspects of openness: To promote technological innovation achievements, it is necessary to: 1. Make the innovative products publicly available ； 2. The operation method is made public ； 3. Relevant data is made public. IV. Standardizing pre-shift, in-shift, and post-shift activities in production Pre-shift “three preparations” 1. Make proper preparations before starting production ； 2. Conduct proper equipment inspection and lubrication ； 3. Make proper preparations in terms of production technology. The “Four Musts” in the class: 1. Abide by work discipline and make effective use of working time ； 2. Implement process discipline to effectively ensure product quality ； 3. Comply with operating procedures to effectively ensure safe production ； 4. Adhere to civilized production to effectively prevent parts from being dented or scratched. Six rules not to leave after shift ends: 1. Do not leave if the planned tasks for the shift cannot be completed ； 2. Do not leave until the equipment and tools are properly cleaned and maintained ； 3. Do not leave until the production area is thoroughly cleaned ； 4. If the workpiece blanks are not arranged neatly, the machine will not operate ； 5. Will not leave until the items in the toolbox are properly arranged ； 6. Shift handover records must be completed before leaving. V. The “Three Must-Helps” in Technical Mutual Assistance 1. Must help team members when they encounter technical difficulties ； 2. Help if team members’ productivity is low ； 3. Team members must assist in processing the key components. VI. The “Five Fixes” for Fixed-Location Management Establish a mechanism: The team forms a leadership group and an assessment team for fixed-location management, which are responsible for exercising comprehensive functions such as supervision, inspection, and evaluation over the team’s work in this area. Formulate an implementation plan for customized management, clarify the contents of such management, improve the relevant systems and operational mechanisms, and establish methods for monitoring and evaluating customized management. It lays the foundation and provides the guarantee for implementing customized management. Fixed locations: Draw tools, fixtures, workstations, product parts, measuring instruments, and processing materials present at the production site on location maps; divide the area into sections, install signs, create \"part trees\", set up tool racks, etc. Ensure that everything depicted on the maps actually exists, that each item has its designated area, that each area is marked with a sign, and that signs indicate the appropriate classification for each item ； Place according to the diagram, store by category, ensuring consistency between the diagram and the items. Set standards: That is, establish standards for each task, clearly defining the storage and use of tools, materials, and workpieces, as well as the processing of parts, and specifying the quantity of items, equipment, and tools to be placed in various areas, so that everything has clear guidelines to follow. Define responsibilities: That is, on the basis of established standards, develop detailed evaluation criteria for the management of each position, clarify roles and responsibilities, assign them to specific individuals, and ensure strict adherence to these responsibilities. Establishing rewards and penalties: This involves integrating customized management with individual performance evaluations and assessments of various activities, carrying out daily checks, weekly evaluations, and monthly assessments, and linking these to salaries and bonuses so that there are both rewards and penalties. Implementing customized management helps to keep the tools and product components on the workstations organized and in order, eliminates the problem of products lying on the floor, reduces safety hazards and the rate of product damage, saves a significant amount of working space and handling time, and improves production efficiency as well as the overall professional image. VII. Four improvements within the team to achieve \"five modernizations\" Four improvements Improve the quality of team leaders, enhance management skills, raise the technical proficiency of team members, and improve their ideological, cultural, and moral qualities. Five Modernizations: Achieving quantification of work content, standardization of work requirements, proceduralization of work steps, data-driven assessment of work performance, and systematization of work management.