Seeing that the market is in crisis, recruiting a few highly educated and talented people in large enterprises to "manage things", can we improve efficiency and improve management? Many of our companies do not understand this issue. Recruit a few "good leaders" and found that the output may indeed go up, but the cost rises faster!
Because, the real cost of eating is the so-called "leadership"!
Everything is controlled by processes. It depends on processes rather than â€œleadershipâ€ to control your employees and production. There is no other way to go!
In the past, Haier Zhang Ruimin engaged in process reengineering and encountered great resistance in the middle. Everyone disapproved because their power was exploited. This is actually a game and a contest. A few years later, Zhang Ruimin said with deep feelings that I am glad that I have re-engineered the process. Otherwise, my fate is the same as that of Kelon.
Many of our companies just don't understand this issue. When they think about improving efficiency, when they think about increasing production, the idea is to recruit a few good leaders!
As a result, you find that the output is up, but the cost rises faster!
Many of our SMEs have not broken through a bottleneck, that is, they have not figured out whether the leadership is at work or the process is working. The model has not changed, so your business will not be big! Because you are a big one, you need more managers, and you need more "leaders." Remember, it is the â€œleadershipâ€ that really costs you.
Haier Zhang Ruimin once summed up: "I am glad that I have done process reengineering. If I don't do it, I have the same fate as Kelon." When he was engaged in process reengineering, he encountered very great resistance at the middle and high level. Because their power is weakened.
Manage with processes rather than leadership
We must first change the problem of management by leadership! Lean production has a very important ideological principle, that is, leadership management, process management, and employee affairs are not managed by leadership. I went to Toyota and Yamaha to see their production process. All the parts of the process were placed in a basket. There was a card next to the basket. After the process was finished, the contents of the basket were used up. The cards on the basket were handed over. The previous process goes; when the front process sees the card (there are specifications and quantity on it), it is equivalent to receiving the production instruction, and immediately starts to do it, and then moves forward to the previous process. Therefore, in Japanese-style management, the work instructions for each process come from the post-process. He is not the command under the leadership, but the command under the post-process, which is completely managed by the process.
The core of Japan's lean production is here, not by leadership, but by process. It is up to the process to reduce costs. If we rely on leadership to improve efficiency, we must reduce the benefits.
On the contrary, many of our companies do not understand this issue. We want to improve efficiency, we want to recruit a few good leaders, and then you find that the output may go up, but the cost rises faster.
The phenomenon I am talking about is because many of our small and medium-sized factories have not broken through a bottleneck. They have not converted management by leadership into management by process. The model has not changed. Therefore, your business is always big, because a large enterprise, it is necessary to recruit a lot of management personnel, the real cost of eating is the leadership.
Studying Zhang Ruimin's "Process Reengineering"
To achieve simultaneous growth in efficiency and efficiency, one must address a core question, whether the leadership is at work or the process is at work. This is the case with Toyota in Japan, and so is Haier. Haier Zhang Ruimin once summed up: "I am glad that I have done process reengineering. If I don't do it, I have the same fate as Kelon." When he was engaged in process reengineering, he encountered very large resistance at the middle and high level. Everyone disapproved. Because their power is weakened.
Enterprises will not be weakened by these middle and high levels, and the interests of the middle and upper levels will be weakened. This is actually a contest, this beating is not easy! The latter thing is controlled by the process, and it must be completed. There is no other way to go. There are 80 people in Yili, but there are only two managers. Why can it do it? It relies on the process and automatically follows the process. We can't get it in one step, but it's a direction. Therefore, the boss of small and medium-sized enterprises in Guangdong should not hope to find a doctor, find a company that has been done in a big business, to complete your "management."
Therefore, I want to emphasize again that the management must rely on leadership and management depends on the process. Leadership is definitely what you want, but don't rely on leadership. Especially things don't depend on leadership.
Believe in scales, don't believe in the feel
Japanese people have weight restrictions on mailing items, and extra charges are required for more than 5 kg. Once, my friend sent a letter with two stationery, and the person at the post office put it on the scale. My friend said, can't you count the letter with 5 kilograms? The Japanese, no matter how many kilograms you have, the last procedure he wants to go is the scale. He does not believe in his own feelings. He would rather believe that this is a big difference between the Japanese and the Chinese.
The boss of our small and medium-sized enterprises, the more prominent problem in management is that the map is convenient and proud of convenience. The convenience of the map is the common enemy that we want to destroy. Everything to learn from the Japanese is going according to the procedure.
Japanâ€™s spirit of â€œnot afraid of troubleâ€ has made the rework rate of Japanese companiesâ€™ products much lower than ours. If the original project rework rate is 29%, we will reduce the rework rate to 4%, which is equivalent to directly increasing production by 25%. Our factory has a problem. We did it first and changed it, so we said that our normal management system is very poor, but the emergency system is very good. It seems that we are always waiting for the error to appearâ€”like the value of the management staff. It is reflected in the problem that only you can change!
Not afraid of trouble, how to go about what to do, prefer to increase costs in the early stage, which is a big feature of Japanese-style management. For the middle and senior management, the first thing to do is to know how to formulate various regulations and procedures so that employees have no choice but to do so. Even if they are in trouble, they must do so.
It is a big mistake to think that convenience is efficient. Convenience must be inefficient. For example, highways and national roads, ordinary roads, ordinary roads are convenient, highways are faster, but it is not convenient, highways have to be exported for more than ten kilometers, your factory is next to you, you can't go, you walked That exit can not be lost, can only go to the front. You can't have any cars on the high speed, the speed is too fast, not too slow. So, in fact, the efficiency of highways comes from restrictions on our freedom. Efficiency comes from the constraints.
The boss wants to reach a tacit agreement with the "little man"
Chinese management and management must be separated. To be a gentleman, you must learn to be a large and inclusive person. The boss must play this role. However, if the role of the boss is well played, it is necessary to look at the role of the "little man" below. The boss must agree with the "little man". There must be a division of "red face" and "white face".
However, it should be noted that letting the right person do "little man" means letting him care about it. It is a matter of fact and let him focus on things to be "little people." The boss must tell him not to let him be a "little man" to people, and not to offend anyone. Only in this way can the tacit division of labor.
Large enterprises do not need this, but such small and medium-sized enterprises like us have an effect. If they do not do this, what lean production, ISO, ERP, etc. will not work. I have been pondering for so many years, and after many projects have been implemented, many bosses are particularly interested. He said: Professor, you have solved a big problem for me. I told him that this was summed up in practice.
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