如何打造一个优秀的分拣中心团队？
How to create an excellent sorting center team?
第一步：打造团队主动淘汰的能力，最终形成“良币驱逐劣币”
The first step is to create the ability of the team to take the initiative and eliminate the bad money.
最开始打造淘汰能力依靠两部分：第一部分是负责人主动筛选，根据过往经验、结果、团队状态、员工评价进行筛选，筛选出“待淘汰”与“待培养”两部分人员；第二部分是末尾淘汰制，此方法不一定合理，但是重点并不在合理与否而是在团队形成一种“紧迫感”，淘汰制的方法会有很多，任何一个质量指标与运营指标均可使用。
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.
淘汰开始后会得出以下结果：①待淘汰人员名单；②待培养名单；③已经被淘汰人员；除此以外会面临一种尴尬情况：无人可用，结果糟糕！这是淘汰中最艰难的时间，此时需要负责人需要对分拣中心大事小事逐一处理，泡在现场至少12小时以上，梳理现场异常、结果与后续调整思路。此时是跟一线员工打好关系的基础，同时也是了解一线问题及流程改善的时间。此段时间短最需要的是：一，时时刻刻让员工看到你的背影；二，用精益方法找出浪费点，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，如果可以扛过来，基本上可以完成初步的筛选与角色巩固。下一步就是形成内部驱动力，重点在管理人员“分身术”（后续讲）打造与员工的下沉与绩效绑定，让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数据体系
The second step: to create a complete and precipitated data system.
军刺一贯关注分拣中心的数据搭建，正常时纵向横向两个维度（按考《分拣中心运营的十二种基本思维》数据思维与交叉思维）。分拣中心的数据搭建一般分为三个维度：货、操作人、员工薪酬。货的维度：常规维度时效、破损、丢失、客户反馈，再根据不同公司不同时效产品与质量要求进行时效链切割，最完美状态：以票为单位涵盖其全生命周期时效链及异常匹配；操作人的维度：以操作人为最小单位，统计其操作量、时效、丢失、遗漏及成本；员工薪酬角度，是员工每月的薪酬记录、历史对比及其他分拣中心对比，重点在竞争力。
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.
所有按照时效角度的为横向数据，以某时间段截取并进行纵向对比货、操作人或其他维度的为纵向数据。再按照时间段、日、月、年进行数据汇总。除此以外军刺更加重视数据的沉淀，每个数据尽可能少变更格式或板式，按照月度进行积累方便进行整体的对比与趋势分析。
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拣中心忽略的就是：以最小管理层级为单位，建立此层级的数据达成情况描述，也可以作为绩效考核一项，后续此项将成为筛选与建立不同层级结果输出的工具。总之对于数据来讲就是不断下沉、下沉、下沉，最完美状态是形成在员工、管理层、负责人三层数据拆分，这将是驱动力形成的重要组成部分，也承接第一步筛选的重要依据。
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：所有管理人员练就“分身术”
The third step: all managers practice "separation".
所有现场管理人员都应该是负责人的“分身”，如何练就分身？首先，要给与好坏的标准，此处需要应用第二步的数据进行衡量，必须是理性可参考的数据，给管理层级制定可衡量可比对的数据结果输出体系，简单的说可以是KPI。第二，责任、数据、权限下沉下沉下沉，不断下沉的过程难度堪比“让自己闲下来”，这是一个相对来讲需要体系的东西，要把分拣中心的人、管理现场、所有数据甚至员工绩效全线下沉，负责人身上有的考核指标一线管理人员都应该有。第三，要给与赋能，赋能是一个长期的过程，中间关键点在于允许出错、有人修正，没有什么比犯错更能激起人的奋斗精神，同时也没有一种培训比犯错改正的过程更有效果。很多分拣中心失败的原因就在于不敢让管理人员犯错，改正的过程中除了责骂少了陪伴他们改善的过程修正。第四，培训，墨守成规的培训已经不能激起管理人员的兴趣，一方面拿着对负责人的要求进行下一层级的培训，管理人员水平不同，培训的价值就在于给他全新的完全不懂的东西，否则有人接触过甚至有体会则效果全无。另外，逼迫输出，内部给与一线管理人员输出的机会，输出中学习到的东西与效果要远超过听讲。内部建立，高频率的培训机制，重在让管理人员输出，而且一定是高强度的输出。
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.
当下属敢于有理有据的反驳你的观点并能够提更好的解决方案时，分身练就。
Practice when your subordinates dare to argue against your ideas and come up with better solutions.
第四步，团队的延展性与可分裂发展
The fourth step is team extensibility and split development.
从优秀团队的衡量标准就可以看出，军刺对团队的人才输出是持正向态度的。但是其中的内部隐藏要求就是：现在的团队必须可延展可分裂。可延展的意思是：每一个一线的管理者能够随时扩大管理幅度，不仅仅是人数幅度也包含业务模块幅度，即具备同时管理两个以上模块的能力；可分列的意思是：按照“分身术”说明，每个管理者都可以独立出来作为你的分身去管理这个团队或者小的团队。随时可以分裂出来发展。
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.
想要练就这样的团队，除了以上三步必须能够完成外，还要增加一项“分拣中心的模块化管理”，即把分拣中心按照功能、业务进行架构分割，每个单独的管理人员负责的模块功能必须是“相对”独立的，独立的考核、质量数据、甚至员工待遇计算方式。如果有以上的铺垫，切割并不是大问题。此处一定注意，模块化管理的铺垫非常关键，否则就会乱成一锅粥。
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，管理人员的职业发展与一线员工的待遇提升
The fifth step is the career development of managers and the promotion of front-line staff.
分拣中心的团队管理落脚点一定在此处，因为分拣中心的管理方式与管理人员稀缺性存在，注定负责人的发展会受限制，但是对于一线管理者的发展并不一定受此限制。所以，一个优秀的团队最终的落脚点一定是管理人员的能力完整性提升。同时也一定有员工待遇的提升，虽说团队负责人在员工薪酬上并不具备决定性意义，但是，任何一家公司制定的薪酬制度一定是鼓励多劳多得并且是不断迭代的，通过精益管理、人员管理、数据管理不断提升质量对客户负责的同时，提升薪酬也是重中之重，另外就是不断的拥抱薪酬制度的迭代，主动参与，员工得到与自己付出相对平衡才是团队稳定的基石。
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：分拣中心的管理人员永远不要脱离现场
The sixth step: the managers of sorting centers should never leave the scene.
分拣中心可以总结的很多，但是所有的工作内容都来自现场，永远不要脱离现场。不管级别多高，只要管理分拣中心就应该坐在现场，否则你将找不到出路。
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.
分拣中心并不是一个很大的空间，但是不妨碍一花一叶见一世界；如砖砌墙，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.
转自物流沙龙
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