Therefore, it is an urgent need for frontline supervisors to enhance their management awareness, establish correct management cognition, move away from the "firefighter" role in management, more effectively improve the comprehensive ability of the team, and gain recognition and affirmation from both employees and superiors.

This backbone training was targeted at frontline supervisors of Kunpeng (Xuzhou). During the needs research phase, we conducted one-on-one interviews and communications with personnel from procurement, warehousing, assembly, commissioning, quality inspection, and maintenance departments to understand the actual work content of this group, identify key management scenarios, collect management issues, and explore the underlying causes behind these problems. We found that behind each specific problem lies the lack of frontline managers' cognition of the manager's role, ability to formulate management plans, promote plans, control processes, and the logic of continuous management improvement.

In the program design phase, adhering to the Minimum Viable Product (MVP) project concept, we invested the minimum effort to verify the analysis and judgments from the research phase, and quickly adjusted the training content through the repeated cycle of "develop-measure-learn" until the needs were accurately matched with the content.

In the course development phase, instead of developing the entire course from scratch, we selected the mature copyrighted course "Three Core Tools for Backbone Management" and redeveloped it based on the course framework and content combined with actual management scenarios. This ensured the reliability of the content and promoted the implementation of the training at the fastest speed.

This training was carried out in an offline format, consisting of 4 courses, 8 class hours, and lasting 5 days, with a written examination and graduation ceremony on the 5th day. At the training kick-off meeting, we invited the Vice President of Operations, Director of Production, and Director of Quality to clarify the goals and expectations of this training for the supervisors. During the training, we invited the Vice President of Operations to provide guidance and feedback on the in-class exercises of the participants. At the graduation ceremony, in addition to graduation recognition and honorary awards, we also guided each participant to encourage and praise other participants to help them build sufficient confidence to solve the management problems they encountered.

On-site Examination

Group Photo

After the training, we are well aware that a single training cannot fundamentally affect business results. What is more important is the environment creation and continuous follow-up during the period from the end of the training to the behavioral change. To this end, we made the following agreements: 1. Encourage supervisors to actively practice what they have learned in this training during their daily counseling. 2. Organize practice reports and provide feedback and guidance 1 and 2 months after the training.

Finally, we sincerely wish the participants of the first phase of "Three Core Tools for Backbone Management" to make steady progress and achieve great achievements in the long run!