Looking high, looking far and looking deep

On March 10, 2021, in the Freemasonry, Mr. Wang Fenghua, the general manager, proposed that the middle and senior management cadres should have a big pattern, and elaborated in detail from three aspects: looking high, looking far and looking deep.

Big pattern people have big dreams and big goals. In the process of realizing the ideal and goal, I can see the inner connection of things and see the essence through the problems. He will not worry and hesitate because of the difficult situation, nor will he be bothered and depressed by some immediate problems. He will face the problems with correct thoughts, optimistic attitude and positive actions no matter what the situation is. What are the specific expressions and thinking patterns of people with large patterns?

First, looking high

Looking high means aiming high and demanding high. In the process of achieving the goal, identify the benchmark, learn from the benchmark, regard the benchmark as their own goals, so as to stimulate their own momentum. If you don't look high, there will be no high requirements. If you don't choose a good benchmark, you will bring laziness to yourself. For example, the qualified rate of plastic spray paint always lingers at a relatively low value, and every time when it comes to the improvement of the qualified rate of spray paint this topic, the plastic spray paint team will put "most of the Wenzhou glasses industry is this level" as the reason for Tang Saito. This phenomenon mentioned above should not be unique in our team. Most of the time, our management cadres often take the management level of some small processing plants or workshops as a reference, in order to seek psychological comfort, or to find a seemingly reasonable excuse for their laziness. As the team of Ouhai, we should set a higher target, so that the pattern is bigger. If the Wenzhou area can’t find the industry benchmark to the country to find; If you can't find a benchmarking company at home, look around the world; If you can't find a benchmark in your industry, look a little further afield and look elsewhere. For example, logistics management can learn from Jingdong and Amazon to study how they manage supply chain, material storage and transportation. Processing and manufacturing to learn the management model of Toyota; Product quality should be six sigma "zero defect" as the goal. When we get the benchmark, will formulate the corresponding step target and action plan, after target is reached on a ladder should be put forward the new target, only by constantly set new goals and make a new plan, and down-to-earth walk every step, we can shorten the gap with benchmarking enterprise, to continuous growth progress. Of course, in the pursuit of your ideals and goals, you should avoid either looking down on the horizon or looking down on the horizon. As I said in the 2009 session of the dry storage forum to all dry precepts "to aim high, mentality to zero".

Second, looking far

Only looking far, recognize the general direction, encounter problems or difficulties to bear the pressure, suffered grievance. In the process of daily work, it is inevitable to encounter such or other problems, and it is inevitable that there will be disagreements or even frictions between colleagues. Individual management cadres in the work encountered difficulties on the cowering, by a little grievance on the mood, play temper, and colleagues have a quarrel on the cry, and even make resignation, etc. These are not the attitudes of a mature and well-organized management cadre to look at problems and do things. Life can’t be plain sailing, work can’t be without setbacks. When we encounter difficulties, we can’t blame ourselves and choose to escape; It should be like the positive attitude expressed by Fan ZhongYan in " Notes of the Yueyang Tower ". In all things, we should look at the big picture and see the big picture. We should not be discouraged by immediate problems or intimidated by current difficulties. Because your problems won't diminish because you feel sorry for yourself, and your problems won't disappear because you run away from them. Only when we face the problem bravely can we overcome difficulties and get rid of difficulties.

Thirdly, looking deep

Looking deep is to see through the essence of the problem, to dig deep behind the story and root cause of the problem. Why is the return rate of plastic product employees low in terms of employees returning to the factory since the new spring? Why metal welding excellent spot welding technology workers do not stay? In many cases, when our management cadres talk about the low return rate of employees and the inability to retain excellent employees, their first reaction is the low salary. Even some people from other factories say that the salary of Ouhai is low. However, few management cadres carefully analyze the real reasons for the low return rate of employees. These two days, through data analysis and investigation: the average salary of our company is 6%-10% higher than the average salary of the same industry. Since the overall salary of the company is higher than that of the same industry, why do some people say that the salary of Ouhai is low? Which jobs pay less? Through further analysis of the system data, we found that it is the unreasonable salary distribution in the production workshop that leads to the low actual income of some technical positions in the spot welding workshop, while the income of general workers is relatively high in positions that can be done such as laser welding. At the same time, it is also found that the income of QC with a longer training cycle is lower than that of the packaging staff who are easy to learn. Since the implementation of the collective performance pay system, the production department has dominated the salary distribution of workshop employees, while the finance department has only macro-controlled the overall labor cost, and the human resources department has not participated in the salary distribution of workshop employees. That is to say, our embedded management model does not play a positive role in compensation distribution. As the leading department of compensation management - human resources department to make clear the company to pay so much labor costs in the end to which positions up? Are factory workers paid fairly and reasonably? These problems, the human resources department by workshop director in charge, but should be around "management for distribution service" strategic project requirements, make each post salary planning and make the distribution coefficient between each position, and to guide the workshop supervisor salary allocation according to the standards and requirements, at the same time do a good job salary before the audit. Human resources department can not only recruit people, but not pay attention to retain people. Scientific salary management is also one of the effective ways to retain people. From the above cases, a management cadre with a large pattern can not only see the surface of the problem, but should understand the cause and effect of the matter, dig out the essence of the problem, and fundamentally solve the problem.

A large pattern of management cadres, to have high goals and high requirements, and down-to-earth toward the goal; A large pattern of management cadres, will see far, focus on the overall situation, will not be the plight of the present and self-pity, both can withstand the pressure, also can be wronged; A management cadre with a large pattern, not confused by the appearance of things, can see through the fog to see the essence, and fundamentally to solve the problem.