Executive power is not a slogan, but the result of a series of logic

On July 20, 2020, at the operation analysis meeting, Mr. Wang Fenghua, general manager, elaborated the logic of implementation, that is, proper planning, in place training, comprehensive supervision, accurate analysis and continuous improvement.

In the past two years, "logic" is the key word of Ouhai. What is logic? Logic is the law and rule of things. It reflects the order, causality and foothold of things. The company does not advocate the management to read the books of the master of success, nor does it advocate participating in the training of success study. These masters' chicken soup may bring heat to the trainees for a month or two, but as time goes on, the enthusiasm and motivation of the trainees will return to zero after two or three months. Because everything has its own logic. If you want to rely on the "Chicken Soup for the soul" of a few classes to have an immediate effect, it is lazy thinking. Improving executive power is a systematic project, just as farmers need sowing, seedling raising, transplanting, weeding, fertilization and other links in order to harvest the fruits.

Proper planning

Any project implementation is inseparable from the preliminary planning, scientific planning is to start with practical problems, pay attention to investigation and research, and use systematic theoretical methods to realize the systematic integration of various links and elements of the target, so as to achieve the final effect of project planning. Take our performance appraisal indicators as an example, we found that the pass rate of performance appraisal indicators of quality management posts has reached 100% for several consecutive months, which is obviously not in line with the objective reality. Through investigation, it is found that there is no basic data of defective rate in ERP system, that is to say, there is no objective basis for the assessment of quality control department such as quality manager and QA, which also violates the principle of "quantifiable" performance evaluation. This case shows that the planners of our performance appraisal did not conduct preliminary research based on seeking truth from facts, did not integrate theory with practice, and did not verify the planned indicators and objectives before the implementation of the performance evaluation system. The final result is that our performance appraisal mechanism can not play an incentive role, and has become a disguised way of giving benefits to employees. The implementation of other projects is also the same. If the planning is not scientific and appropriate, then the implementation results will be in the opposite direction, and the implementation effect and purpose will not be achieved.

Training should be in place

After making the preliminary planning, we have to solve the problem that the executor and the supervisor do not know. If the executor doesn't know why to do it, how to do it and how to do it; if the supervisor doesn't know how to check and control and verify from what key points, then the result of execution is not satisfactory. Therefore, training is the key to improve the execution. Recently, we found that the management cadres can't operate some functions of ERP system, many processes have little knowledge, many data can't be searched, and many management reports can't be used reasonably. I think it's because our training work is not in place. As early as 2010, the company established the Standards Office. At that time, the company defined the responsibilities of the standard office as drafting, filling and benchmarking. To put it more popularly, the standard office should do a good job in drafting standards and systems, training standards and systems, and supervise the implementation of systems and standards in various departments. Since the standardization construction is combined with it intelligence, the process of ERP system is prior to the documents, and the training work lags behind the actual control time of ERP system, and even the system follows the process. Therefore, in July this year, the company integrated the work of the standards office with that of the information department, so as to facilitate the effective development of standardization construction.

Supervision should be comprehensive

In addition to proper planning and training, in order to improve the executive power, the whole process supervision and comprehensive supervision should be carried out in the implementation process of the system and standard. The purpose of supervision is not because of distrust, but to prevent employees from taking detours or deviating from the track in the implementation process, and correct the wrong behaviors of employees in a timely manner. In the daily management process, most employees will not do what the boss expects, only do what the boss checks. If you emphasize something, you should check what; if you don't check, you don't pay attention to it. Through supervision and inspection to improve the executive power, so that the system, standards and requirements take root

Analysis needs to reach the point

When there is deviation in the execution process or the execution result does not reach the expected effect, we should analyze the problem to the point. When the process or system is found to be inapplicable, illogical or defective in the implementation process, the executor or supervisor should timely feed back the problems, because the system is used for implementation, and any advanced or perfect system should be grounded to facilitate the implementation of the executor. If there is no practical application of the executor, no matter how good the system is, it is just a castle in the air. As a planner or standard drafter, should go to the scene to understand the situation, analyze the problem to the point, is the system unreasonable? Or incomplete implementation? Or does the executor not really understand the connotation of the standard? Only when the analysis reaches the point, can we grasp the crux of the problem, can we prescribe the right medicine, and truly solve the problem.

Continuous improvement

With the development and expansion of enterprises, the introduction of fine management and the increasing degree of informatization, we can not stick to the rules and adhere to the original standards, but should keep pace with the times and constantly optimize the system, process and standard. In particular, the ERP system control process, to achieve background programming, the front desk operation is simple. It is impossible to avoid problems in enterprise management activities. As long as there is a continuous improvement motivation within the team and good improvement habits are formed, such as confirming the quality of work every day, reflecting on the gains and losses of work, and paying attention to the growth and change of employees every day, I believe that the problems in the enterprise will be less and less, and the executive power will be stronger and stronger

Improving executive power is a systematic project and a closed cycle of continuous improvement. From planning and training, to implementation and supervision, to analysis and improvement, every link is indispensable, and we need to do a solid job in every link. Only in this way, the company's executive power will rise to a new level.