Go deep among the masses is the basis of reform

At the regular meeting on May 25, 2020, the general manager Mr. Wang expounds the hands-on management and go deep among the masses is the basis of the reform.  And focus on any reform should do a good job of homework, to obtain real information from the crowd, the initial reform should also draw the grassroots wisdom, the starting point of the reform should be the concern of the masses, and the crowd have no resources to solve the problem.

One, research work should hands-on management

The purpose of the research work is to go and see to thoroughly understand the situation, to obtain first-hand information from it, and to come up with a good solution to solve the problem.  As far as we promote the 6S management, as an intervention department to promote reform, we should go to the production line to know the rope of situation. For example, we need to fully investigate the following:  Excess materials, products to be repaired, scrapped products. And we should know which kind of machinery equipment in the finished product workshop, jigs, and measuring tools. And which can be removed from the site, production machines, tools, and materials. Which can be stored on site for a short time; Which things of placement is not standardized, Which materials are not marked, Which containers for storing materials should be redesigned, etc. At the same time, we should have to know the specifications of each type of items in the workshop.  Only if you have a detailed understanding of this status quo, you can plan the storage location for the site and each type of items on the site. They are arranged neatly and the signs are clearly defined.

Second, research work must go deep among the masses

In addition to looking at the work, we should ask more.  To ask more is to go deep among the masses, understand the actual situation from the department manager and team leader with the attitude of modesty and empty cup, and learn from the frontline employees with an open mind. If the leader of the reform pushes forward the reform with the mentality of experts, it will turn to the principle; If we do not acquainted with the actual needs of the employees, it will lead to the theory cannot be connected with the practice. For example, the project of quality promotion in plastic spray booths, the leader should have to know more about the following from employees: What are the bad spray painting products?  Is it pitting, color difference, or peeling?  If it is above the pit, what type of product has a higher percentage of unqualified products?  Is it monochromatic, bicolor, or multicolor?  What are the factors that affect quality?  Is it a raw material, man-made operation, or environmental problem?  If it is an environmental problem, what are the factors?  Is temperature, humidity, or air dust content cannot meet the air purification standards?  If the main cause is air dust, which channel can bring dust particles into the spray booths?  Was it brought in by personnel, materials, or was there a problem with the air inlet purification device?  Our project leader should know the detailed information from employees, to obtain first-hand information, and then verify them one by one based on the information they provide, so as to find the source of the problem.  Only in this way we can suit the remedy to the case.  And let managers, employees participate in the preparation of the progress of rectification.  When the rectification measures condensed the strength and wisdom of the grassroots, the sense of participation of employees increased, the awareness of implementation will be strengthened, and the project leaders will have a mass foundation during the reform process.

Third, reform should start from solving pain points

Why in the process of promoting reform, sometimes the progress is slow, and sometimes there is insufficient motivation for grassroots reform?  I think it is because of the project of leader did not have mass base. The foundation of the masses does not come from administrative orders, nor does it depend on how deep your theoretical knowledge is. It just depends on what you have done for the grassroots, how much convenience you can provide to them during their work. And how many problems you can help them to solve.  Because, the grassroots cadres have limited knowledge, information and resources.  At this time, our project leader should start with problems that cannot be solved at the grass-roots level, think about what they think, and worry about what they need, and integrate resources to help them solve the problem, and eliminate difficult problems for them.  Only if you solve the actual problem, and solve the pain points and difficulties for them, the grassroots employees will trust you, support you.  In this way, cooperation, enthusiasm and initiative of employee will also increase in the process of promoting reform.

Any reform to promote, we should do a good job in the preliminary research work. Research is the basis for planning and the way to get things done. Research work is not to take the form or cope with the task, but to go deep into the reality and go down to the grassroots level.  Only in this way can you hear the truth, review the facts and receive substantial results. In promoting reform, we should solve the pain point and difficulty for grassroots. Only in this way will you have the mass base and the progress of reform will be smooth.