Small company employee management system

First look at 2 examples

The first example: I started a small network company with two friends. I didn’t have much money at the beginning. Everyone’s level was different. The company’s business was related to technology. They were all shareholders and they all worked in the company. It is also necessary to make the wages fair and how the salary system is formulated. How is this management of shareholders and employees? It’s really a headache, I hope to give some reference, thank you very much.

Everyone's opinion:

1 From the perspective of a lawyer, I think there is a problem that should be very clearly agreed with the various shareholders:
The dual identity of the parties and the different relationships and interests that result from the dual identity.

Simply put, each shareholder can enjoy the corresponding rights of shareholders according to the capital contribution, which is agreed in the company's articles of association. If the shareholder is also a company employee, depending on his position in the company, there must be a clear payment, the method and standard of receipt of the bonus. This is based on the reasons for its work and has nothing to do with the status of shareholders.

When many small companies start their business, everyone works hard, even without paying. Once there is income, it is easy to produce such disputes. If you don’t get what you deserve, you will feel that everyone is a shareholder. Why do you want more? take? Then the company is miserable, so this issue must be clear at the initial stage. I think it is the most important.

Because it is a lawyer, I have a problem from a legal perspective. If you have related needs in Beijing, you can contact me for assistance. Contact information is available in the information.
Other management aspects are to communicate with your management peers.

The second example: How should small businesses manage my sales in a private small business for many years, the boss asked me to take full responsibility for this year. But because there has been no system in the factory for so many years, the bosses are managed like a grocery store. I also don't have any management experience, so I would like to ask an experienced teacher.

Company Profile: Production of injection products, mainly steering wheel. There are 50 employees, 3 technicians, workshop director and 3 employees. There are 3 production workshops and several warehouses. On the 3rd class.

1. The first workshop processes the steering wheel skeleton. Inside the steering wheel is an iron skeleton. The skeleton consists of a center head, a connecting column, a wiring board, and an outer ring. All of this is processed in this workshop. There are punches, lathes, broaching machines, winding machines, electric welders, etc. The workflow is: the supply of various materials under the punching machine and the final welder. The broaching machine supplies the welder. The entire skeleton is finished by the welder. Question: All in one workshop, there is a need for use, the warehouse is limited, only the finished skeleton is kept in the warehouse, the other is not in the warehouse, and it is too complicated, I do not know how to manage. I don't know how much the class is, but I only calculate the salary by day. I don't know how to do more. Instead, it hurts the enthusiasm of employees.

2. The second workshop is an injection molding workshop. Responsible for the injection molding of the steering wheel, and the processing of various accessory files and other injection molding products. From the first workshop to the skeleton, after processing, part of the storage part is given to the third workshop. Because it is the middle link of the three workshops, I don't know how to connect with other workshops. Question: How do the two workshop directors manage the collar skeleton, the skeleton, and the problem? How to deal with the product of the third workshop, how to hold the producer's responsibility.

3. The assembly workshop of the third workshop is responsible for assembling the steering wheel and other assembly parts. Problem: The assembly plan has changed a lot, there are too many parts required, and the materials are difficult to manage. The staff is too big to transfer.
Everyone's opinion:

1 In most small businesses is ubiquitous. Our company is also. I don't think I can answer your question well. But I can give you a few suggestions:

Regarding the formulation of individual production. A labor skill competition can be held. The quota of the employee is specified according to the output of the last excellent worker. Of course, it must be made reasonable, not too low, or too high.

In fact, this is a big problem. First, it directly affects the company's image. Second, it is easy to cause misuse of parts and cause production accidents. Secondly, employees in such an environment are prone to negative work conditions, and waste of raw materials. In fact, on-site management is a big problem. You can learn about the 5s on-site management method in Japan.

It is best to go to the workshop to find out the problem, and then find a solution, and you can listen to the old staff master or what you think is reasonable.

When you are working on the semi-finished products of the finished parts, you can design a simple card. When the previous process flows into the next process, the next process inspection product is really no problem, then sign and use it. If you find a problem, indicate According to the circumstances, refused or partially used.

In fact, many of the rules and regulations are summed up from the actual work. I believe that you will do well through practical work.