Go deep into the scene to find the reason, Embrace change and seek improvement

At the general manager's office meeting on April 21, 2020, Mr. Wang, the general manager, stated that management cadre should solve the problem in-depth to understand the situation and have the spirit of exploration and innovation.

First, go to the site to find the reason

Recently, at the general manager's office meeting, Mr. Wang asked every time about the implementation of the “get it done by today" project, we found that the daily output of some production departments did not meet the standards, especially the output achievement rate of plastic painting workshop was still 5%-10% from the target every day. Since the weekly meeting of managers on July 23, 2018, the resolution requires all production managers to send the “daily work report” to WeChat group before knocking off every day. It seems that the company has been carrying out the project of “get it done by today” for nearly two years, why can't our daily output targeted be achieved? Why can’t the work be done every day? I think it is because of our management cadres’ determination and work style to implement the project. Our management cadres are always accustomed to floating on the surface in daily work, accustomed to listening to others’ excuses, accustomed to listening to reports from their subordinates, and did not delved into the production line to understand the actual situation. Because “the heart didn’t arrive” so “the feet didn’t arrive”. In the process of enterprise internal management, if a problem exists for a long time and cannot be solved, there must be a problem. If a management cadre determines to completely solve the problem, he will definitely go to the scene to understand the situation, analyze the real cause for the failure to achieve the target output, and comprehensively analyze the five elements of man, machine, material, methods and environment: is it a machine problem? Is it a material problem? Is it an environmental issue? Is it because of improper methods? Or is it because of improper management that employees fail to realize their potential? If you don’t understand the status quo, you can’t play the leadership role of managers in planning, organization, command, control, coordination; the premise of "request" is based on your understanding of the current work status of subordinates; if you are unfamiliar with the business to which you belong, it is difficult for you to give the correct instructions. Only if you know the situation of your department well, the goals you set for your subordinates will be logical, the improvement measures you put forward will be targeted, and your evaluation of subordinates will respect objective facts. Therefore, if you want to solve the problem completely, you must go deep into the scene and step on your foot. If you step on it, you will always bring out mud and you will always find the problem. Only when the foot is reached can the root cause of the problem be found and the medicine can be cured. Otherwise, you might be run by the subordinates by holding their noses and become the subordinate's microphone. Their work must also be floating on the surface.

Second, compare the benchmark to find the gap.

In most cases, it is difficult for us to find an entry point when solving problems. In fact, by using factory standards as our reference, it is simple to find your own shortcomings. Just like a network expression: There is no harm without comparison”. If we don’t learn from this industry or other industries, and don’t pick up new ideas, new technologies, and new methods of other companies, we will become a frog at the bottom of the well, “I always feel that I have done a good job, and it is already good enough.” Take plastic mold processing as an example, why does our mold manufacturing cycle take 20 days or longer? If we find industry standards or standards for mold manufacturing companies, it is not difficult to find that we still have a lot of improvement space. Our management cadres or technicians often confuse the concepts of manufacturing cycle and load cycle, and the waste of time caused by factors such as downtime, improper processing, and mold rework are also included in the manufacturing cycle. In order to avoid our team's lack of motivation for reform and blind action without goals, we can take the industry or benchmarking companies' standards as our pursuit or surpassing direction, or as our ladder goal. 

Third, embrace change and seek improvement

Our corporate values are "embracing and driving change." In today's fierce competitive environment, we need to be vigilant in peace time. Instead of making no progress, we need to drive change actively. We can make analysis of which process affects our output or efficiency and according to the analysis results, we can propose to improve. Just like peeling an onion, we need to find the root of the problem and make it right. In terms of strategy, we should consider the overall situation, and in terms of specific improvement, we should focus on one specific area. This is the value of "small improvement brings big change" advocated by our company.

In short, in the process of development, it is impossible for an enterprise to be plain sailing. There will always be some problems, but as long as we are down-to-earth, more in-depth site, and keep positive and innovative, we will be able to broaden the width of our lives.