Enterprises should avoid the effect of involution

On November 14, 2020, at the general manager's office meeting, Mr. Wang Fenghua, general manager, focused on the need to avoid internal involution effect in enterprises.

A few days ago, Zeng Mei, the management of metal finished products, found that the foot cover of a metal frame of a080 customer had wavy lines, and the interface between foot cover and metal foot wire was wrapped. According to the investigation, the reasons for the above abnormal quality are as follows: the dispatcher does not make the guidelines into round needles in the drawing; there is no record of the time in and out of the vibrator; there is no tool for measuring the time of the vibrator; and the inspection process has gone through the field. From this case, it can be seen that in order to ensure the product quality, the company has set up a series of control processes, such as three checking (i.e. drawing, sample rack, order), first inspection confirmation, process inspection, final inspection, etc. because the executors did not operate in strict accordance with the requirements, these processes and key control points did not play a role. Such behavior which does not produce results is, in essence, the concrete manifestation of the involution effect of internal management. The so-called involution effect refers to the behavior of engaging in the same work and keeping it at a certain level for a long time without any change, change or result. The consequence of involution effect is self slack and self consumption. So, how to avoid the internal involution effect?

First, Let employees do work easy, and do work perfect.

With the continuous development of the enterprise, in order to standardize the internal management of the enterprise, ensure the effective operation of the daily work of the enterprise, and make the employees' behavior have rules to follow and evidence to follow, the company has established corresponding management mechanism and relevant system, process, standard, etc., which are combined with it. However, in the actual operation process of the enterprise, we found that some procedures in ERP system are relatively cumbersome to operate, which makes it difficult for employees to do things; some functions blur the responsibilities of the surrounding departments, and increase the workload of workshop management; some processes and systems no longer meet the needs of the current development of enterprises. Therefore, in terms of standardization construction, we should constantly optimize the process, simplify the complexity of system operation, make the background program complex (complexity refers to careful planning, clear logic, etc.), and simplify the front-end operation. If the system operation is too cumbersome, the early planning can not do "the most smooth process, the simplest process, the shortest distance", it will cause internal management of the enterprise. At the same time, within the enterprise, we should create a working atmosphere with simplified relations. There should be a spirit of cooperation between departments and between employees. We should not engage in mountain top doctrine and small groups. Only in the interpersonal relationship, process setting, system operation and other aspects to achieve good things for employees (that is to do things right at one time), to avoid internal friction and involution effect.

Second, Put the right people in the right positions

A qualified person in charge of a department should do a good job in three aspects, that is, setting up a team, building a system and setting standards. "Team building" is the primary task of a department head. If the team is not set up properly, it may lead to the role dislocation. Under normal circumstances, the grass-roots cadres are the executive level, the middle-level cadres are the error correction layer, and the high-level cadres are the improvement and promotion level. In recent years, the company mainly focuses on internal training in terms of employment, and also recruits some college graduates as reserve cadres. Due to the rapid growth of business in the past few years, the company has put some students in the position of management or direct customer service. Due to the uneven comprehensive quality of the reserve cadres, some of them are not mature enough in mind, some are lack of business or learning ability, and their mental immaturity is manifested in their lack of responsibility, pressure and grievance. Objectively speaking, there is a phenomenon of "Little Devil in charge" in the company. Due to the "Little Devil in charge", it seems that all positions in the company are fully staffed, but the work has not yielded results and the performance has not improved. If the incompetent personnel are placed in a certain position, the higher authorities will be doing the lower level's work, and the senior cadres will carry many monkeys on their shoulders. Once the monkey recites too much, the boss will be entangled with trivial matters due to making up for the insufficiency of subordinates' ability every day. The boss will have to spend a lot of time and energy to correct, train and supervise the subordinates. As a result, the senior management will not have enough time to think, plan and implement the work related to improvement and promotion. Since 2018, the company has introduced the qualification certification mechanism, which is to ensure that the comprehensive quality of the employed personnel can meet the post requirements. If a person on a post fails to meet the requirements of the post, he will be like a giant baby, looking like a big man, but his mind, quality and skills are like a baby. In order to avoid these giant babies from making mistakes, their superiors and companies have to wrap their babies with diapers one after another, just as their mothers do to prevent their babies from wetting their beds at night. Objectively speaking, even if these giant infants with poor substrate are basically competent for the work after a period of training, they will also lengthen the training cycle and increase the direct cost and risk coefficient caused by mistakes in the work process.

With the growing of enterprises, the benchmarking enterprises of the company are also changing to large international or domestic enterprises. For example, many talents recruited by multinational optical enterprises like Huahong have worked in famous and advanced enterprises such as electronics, automobile, logistics and semiconductor. These talents in different industries will surely bring advanced ideas, knowledge, skills and experience to the enterprise and the glasses industry Test. If we still hold the idea that "it is better to have someone than no one, and make do with it", we will only widen the gap with benchmarking enterprises. Therefore, we should conscientiously implement the qualification certification mechanism, put qualified and excellent talents in appropriate positions, and employ management personnel and technical backbones who dare to take on responsibilities, are skilled in business and have excellent skills. To avoid the enterprise involution effect caused by the poor use of personnel. At the same time, in the planning and formulation of systems, processes and standards, Let employees do work easy, and do work perfect.