Corporate management cadre research experience

In order to improve the cadre of the cadre team and comprehensively promote the management level of the company, in line with the "please come in, go out" idea, the company's leaders organized some party affairs and management cadres to go to Shanghai, Anhui with advanced management experience of enterprise research and study. This training program can be described as well-intentioned, fully reflecting the determination, courage and strengthening management of the decision-making level to start from the perspective of changing the concept of "people".

Judging from the effect of this trip, the impact on the thinking and concept of each member of the research team is obvious, and it is worthwhile.

Digest in learning, innovate in digestion, integrate other people's advanced experience into their own actual situation and finally achieve results - I think this should be the most fundamental purpose of research and study.

In this research study, everyone in the group feels a lot. Below, briefly talk about my personal learning experience:

First, talent is the fundamental guarantee for the development of enterprises

Enterprise competition, in the final analysis, is the competition of talents. Only Gao Sui's employees can truly shoulder the heavy responsibility of development and innovation in the new era, and can maximize the energy contained in the high-level management system. Looking at the several companies surveyed, one of their common characteristics is to put talents at the forefront of the development of the company.

Based on this consensus, each company has its own characteristics. For example, United Electronics encourages advancement on the basis of treating talents as the first resource, respecting knowledge, and respecting talents. They encourage science and technology personnel to develop their own unique ways and develop their individuality. They advocate the pursuit and dedication of employees in their careers. The career success provides the stage. This also gives us some useful inspirations: companies attract talents is not the only way to earn income. It is a wise choice to provide a career stage for talents and create an environment for achieving a sense of accomplishment. Because income is, after all, "this mountain looks at the mountain high", it is always difficult to satisfy.

While introducing these talents, these companies also pay special attention to the training of employees. For example, the three-year training plan of United Electronics, also known as the “Sunrise Project”, will invest several million per year; Shanghai Volkswagen will only be the leader of the project. The training cost for 40 people is nearly 100 million yuan; the annual training cost for each person of Dibergs is 5,000 yuan, that is, more than 5 million yuan is invested every year... The most representative of the guiding ideology of this behavior is the joint Electronics: They believe that while extracting the old knowledge of science and technology personnel, enterprises must constantly input new knowledge so that they can maximize their creativity. Of course, the ultimate goal of training is to improve the quality of employees, depends on their final results. "Please come in", we must ask high-level professionals for training and guidance; "go out", we must go to a first-class enterprise to learn. Let the employees who are trained feel that they are not wasting time, but they do have income, which will stimulate the enthusiasm of employees to learn, because after all, most employees still demand advancement.

One of the difficulties in current corporate reform is the difficulty in changing employees' ideas and the need to do a lot of ideological work. But if the bourgeoisie of the employee is improved, the change in his concept is relatively easy. Because the knowledge structure is also one of the important factors to accept new ideas as soon as possible.

Second, the mutual penetration of corporate culture construction and enterprise development

The development of the enterprise provides the material foundation for the corporate culture, and the construction of the corporate culture can only be more vital if it penetrates and supports the development strategy of the enterprise and adapts to the development of the enterprise.

1. "people oriented"

The most important and most critical element in business management is "people." The spirit of “people-oriented” runs through the process of building corporate culture in several companies surveyed. Whether it is the "Motto" of United Electronics, or every employee of Timberz has set a goal after entering the factory, or the departments of Hechang will make the next month's work points at the end of each month, and the management will work for the next year at the end of each year. The goal is to use people as the entry point for management work, focus on discovering and exerting personal strengths, and try to maximize the capabilities of each individual and ultimately serve the development of the enterprise. This is the commonality of their corporate culture construction. And around this theme, there are different activities:

United Electronics: Establish a core, implement a three-year plan, and carry out five activities.

Timberz: Instill in the staff the concept of “not what the company can give you, but what can you do for the company”, encourage second-line employees to work hard and do more work; emphasize teamwork; On the one hand, there is also a good evaluation system that respects people and evaluates people fairly, so that employees can work comfortably.

Hechang Company: Education, training and training mechanism for the purpose of improving employee ethics; establishing a sense of belonging of employees to enterprises; paying attention to the cultivation of morality, ideology and forward consciousness.

Rongshida Group: The corporate culture construction with "zero defect management" as the core.

2. Imperceptible education for employees

“It’s almost equal to the mistake” This is a slogan hanging on the production line of Hechang Company. It is tantamount to the staff who regard the quality control as a child’s play. A senior executive of Dibergsberg commented on the difference between Americans and Japanese in quality work: when the upper and lower deviations in the process are ±0.05, the Americans do not dry to +0.05, which is -0.05; The Japanese always try to narrow it down to zero. This reflects different work attitudes. Then, do some of our employees always use "almost" as their own work, and do not try their best to excuse themselves, and tolerate their perfunctory behaviors that are "poor" to "tolerance"? "It's almost equal to wrong", "not afraid of finding quality defects, just afraid of letting out quality defects", indeed!

After visiting Rongshida's production line, I first sighed at the neatness, tension and order of the production line. The "employee dressing standards" and "attendance and management system" embedded in the frame on the wall are also very eye-catching, which provides a basis for the employees' behavior. The advantages are clear at a glance, easy to refer to, and can give employees a kind of " Legalization, not the impression of "a gust of wind."

3. Increase publicity to escort enterprise reform

The reform requires the cooperation of all employees, and the employees are limited by the knowledge. If the propaganda is not in place, there will inevitably be a one-sided understanding or misunderstanding of the content and spirit of the reform. Whether it is the implementation of TPM management by Dibergs, or the implementation of 5S and TPM management by Hechang, it attaches great importance to the promotion and education of employees. Let employees know "why, how to be".

Third, the management is carefully crafted

Among the several companies surveyed, UAES, Shanghai Volkswagen, ATG, and Rongshida all have obvious advantages of high starting point and small staff burden, and their management is relatively difficult. Hechang Company is a company that has been merged and restructured after a loss. Its management is difficult, and because of this, its achievements are even more valuable. The flash of their management may have some useful implications for our work.

1. Full workload

To give just one example: ATG managers said that when they introduced the labor intensity of workers, they successfully realized the transition of some employees from the past to see a machine tool to see three or four machine tools on the basis of training employees. Now, the average daily labor intensity of workers is more than seven hours. Moreover, they believe that changing work clothes and washing hands can not take up working hours.

The fullness of the work has greatly reduced the difficulty of management, and there are almost no idle people at the scene of these enterprises. In fact, we are spending a lot of management energy on the labor discipline and ideological work of idle people. How to make good use of effective working hours should have potential to be tapped.

2. 5S and TPM management

Almost all of the companies surveyed are carrying out TPM activities. TPM emphasizes the participation of all employees and gives each employee more responsibilities and obligations to achieve optimal management, maintenance and use of equipment.

The “5S” activities carried out by Hechang Company have indeed achieved good results in improving the quality and labor efficiency of employees and the civilization and cleanliness of the production site. From the combination of "5S" and TPM, it can be seen that it is ubiquitous and deeply rooted in the hearts of the people.

I think that in the initial stage of TPM, at least the stereotype of “the failure of equipment and maintenance is not my business” can be eradicated in the operator's mind, thus mobilizing the enthusiasm of employees to maintain and maintain equipment, on the other hand, it will also reduce The operator's intentional destruction of the machine tool and excuses for some employees to go out for a stroll.

3. Team management identified by "★"

In the production site of UAES, the kanban of each team has the photos, names and responsible contents of the various management personnel and the workers in the work section. Make everyone's responsibilities clear at a glance. Among them, the skills of each position of the operator in the work section are assessed by the “★” level, and the proficiency of each post is differentiated by the number of “★”. This will not only effectively grasp the skills of the operators in this position, but also enable managers at all levels to have a qualitative understanding of the degree of “one job and more energy”, which is convenient for job deployment in urgent need. Although this assessment has not been linked to the bonus, the enthusiasm of each employee for solid work and diligent learning has been fully mobilized.

It can be seen that the effective incentive method is also an effective means to enhance employees' awareness of progress and crisis awareness.

4. No cost to reduce costs

The cost reduction work of Hechang Company can be said to spare no effort. From "saving costs from a screw" to an annual office cost of only 200,000 yuan, its determination and action to reduce costs is worthy of our serious study, and its effect is also significant. of. In the "energy-saving potential tapping", their spirit of pursuing the limit has laid a good management foundation for the sustainable development of the company.

Their way of reducing costs can be described as a series of forests, and they are not limited to one another.

5. Environmental construction

The specialization and socialization of environmental management is a common approach adopted by companies with high starting points such as United Electronics and Shanghai Volkswagen.

The advantages are obvious, such as the management of the lawn: because of its social management, not only high quality, but also low cost.

Make a comparison from the cost alone:

Damage caused by non-specialized cutting equipment and utensils.

The time spent on the lawn of the same area is much higher than that of the full-time staff.

Take high-post salary to do low-post jobs, and sometimes even put down important work first.

Invaluable time due to inconvenience to inspections and management staff wasted by allocating, coordinating, and supervising turf management.

"Time is money", this is the slogan that Shenzhen first proposed at the beginning of reform and opening up. The time of our technicians and managers is valuable.

Our company has also inherited many fine traditions, and has also summed up a lot of valuable experience and achieved remarkable results in the reform. However, it is terrible to make a self-styled and closed-door car. We can still be complacent when we make vertical comparisons with the company. But if you look at the horizontal comparison and look at the outside world, you will feel that our gap is still relatively large, and we need constant efforts to close the gap.

In the whole process of research and study, every time we go to a company, the sense of crisis of each member of our research group is one more point. The more we feel the urgency and importance of our company's efforts to reform and strengthen management. Our reforms can only continue to grow and develop if we continue to overcome difficulties and persevere in order to enable our enterprises to withstand one test after another.

Learning, digesting, and innovating are the only way to achieve every successful leap.

The design of Shanghai “Nanpu Bridge” was inspired by the paintings of a middle school student. I hope that my experience will also be a mirror of some important decisions in the reform process.