The management work should grasp from the foundation, start from the detail

On January 9, 2021, in the morning meeting of all management cadres, Mr. Wang Fenghua, the general manager, cited the laboratory's lax lead-free test on wine glasses, double buds and hinges as the topic, and explained that the management work should focus on the foundation and start from the details.

Lead-free from laboratory test case, you can see that our management cadre work style is not rigorous, company rules "laboratory all test reports to supervisor or manager to review and sign", but in the actual operation process, our staff is not according to the requirements of the company to carry out, but for testers to be both a player, and when the referee. Such excessive delegation of power and failure to supervise the work of subordinates will lead to mistakes in the work and bring bad influence to the company. How to reduce the mistakes of the work, let the foundation work to do a solid? I think in the future work we should adjust from the following aspects：

First, the training work starts from the foundation.

In the past few years, the company focused on ideology and theoretical knowledge in training work, and organized few training activities in practice or practical operation. When QiHang College formulated the annual training plan, it did not conduct in-depth investigation in all departments, which led to some grass-roots training work deviating from the general direction of strengthening the management foundation of the company. That is to say, the training work did not play a corresponding role in supporting the company's strategy and could not meet the actual needs of all departments. This leads to the loss of talents in some departments such as production line management, QA, Tester, QC and other grassroots management or technical positions, and it is difficult to select personnel who have both theoretical knowledge and practical ability inside the enterprise. In order to solve the problem of insufficient talent reserve at the grassroots level, the company will adjust the direction of grassroots training work in 2021. 1、the training work to the grassroots, to the site. For some skills, non-general knowledge or local improvement training courses, the way of teaching should be transferred from the training room to the work or production site. 2、do a good job of transmission, help, belt. In the future work, we should put into practice the training mechanism of "One Help One" and the tutorial system. The human resources department should define the people to be helped or assisted, the specific content of the help, the responsibilities and obligations of the helpers or mentors, and formulate corresponding incentive measures. We should not let the "one group one" activities and the mentoring system stay in the oral or theoretical, but through planning a series of activities, let it systematically find a foothold. 3、Do a good job in cross-department talent transfer. For some technical positions, we will carry out cross-department training. For example, we can train the machine adjuster in the workshop in the engineering department to give play to the function of the technical personnel transfer center of the engineering department. For the QA and QC of the production line, we can have CQE from the quality assurance department as a tutor for one-to-one assistance. Of course, there are many ways of basic training work, which requires QiHang College and human resources department to explore and plan more carefully. In a word, the training work in 2021 should be based on the actual needs of enterprises and follow the general direction of consolidating grass-roots work. Only when the grass-roots work is consolidated will the foundation of enterprise management be firm.

Second, do a good job in the supervision of subordinates.

From the case that the laboratory test report is not reviewed by the head of the quality assurance department and the unqualified report is regarded as a qualified report, it can be seen that our management cadres have excessive authorization in the management process. Failure to assess subordinates' skill levels and competencies prior to delegating. After the authorization didn’t do a good job in the supervision work, leading to some work often occur some low-level mistakes. This is actually a concrete manifestation of poor leadership, improper management and ineffective supervision. Managers should follow the following three principles when delegating: The first is the principle of objective: in order to achieve a certain purpose, a certain degree of authorization under a certain procedure. The second is the principle of responsibility, that is, the responsibility of subordinates should be clarified while delegating, that is, delegating with responsibility. The third is the controllable principle, that is, the authorization should not only moderate, but also controllable. The third one is very important. A manager has a very important responsibility to supervise his subordinates to do as required and do good deeds. Doing good deeds means doing the right thing. Authorization is based on delegated control. If the delegated control or supervision is not in place, the subordinates will not report their knowledge or even act willfully, which will ultimately affect the service quality of customers and the interests or reputation of the enterprise.

Three, management work from the details.

These days, in the general manager's office meeting, I heard the feedback from the person in charge of logistics or production department: due to the lack of engraving personnel, lens film drop, laser welding capacity shortage and other reasons, there are insufficient orders for some production lines, affecting the actual output of the production workshop. These processes reported above are auxiliary processes in the whole production process, but the overall output is affected because these auxiliary processes are not well planned. These phenomena reflect that the logistics department only focuses on the main process in the early planning, and ignores some key auxiliary processes. In essence, this is also improper scheduling, because the MPS did not do a good job of preventing bottlenecks in the planning stage. With the diversification of customer demand, "more style, less quantity and faster speed" will also become the inevitable trend of customer demand. In order to adapt to today's competitive environment and meet customer demand, we must build a flexible supply chain and pay attention to every detail in the planning process. If you don't pay attention to the details of your work, customer service will be compromised or large numbers of employees will suffer. For example, if PE does not pay attention to details, in the planning of the cross screw into a word screw, it may lead to the production workshop dozens, or even hundreds of people to do useless work, will lead to them because of screw mistake need to rework and overtime or Sunday can’t rest normally.

Management is a systematic project, which consists of many branches and small elements. If we do not grasp from the foundation and start from the details, there will be a weak foundation. In order to consolidate the foundation work, we should not only do a good job in the training of the grassroots, but also do a good job in the supervision of subordinates, and really pay attention to every detail. Only in this way, can we make the management foundation more solid, can we adapt to the current fierce competition environment and meet the ever-changing needs of customers.