Work pragmatically

On June 10, 2021, at the general manager's office meeting, Mr. Wang Fenghua, the general manager, elaborated that management work should be pragmatic

Pragmatism is the management work to seek truth from facts, dare to face the problem, actively to solve the problem, really make the work to be implemented, so that the tasks can be completed, so that the goals can be achieved. So how to be realistic, I think should start from the following two aspects.

First, Dare to face problems

From the beginning of spring to now, in the general manager's office meeting every day, the person in charge of the production unit has mentioned that the personnel cannot meet the production demand, and the production capacity is limited due to the lack of technical personnel in some key positions. As for the planning of personnel, the annual budget for 2021 has been determined according to the company's strategic plan and operating budget as early as the establishment. The company still has a gap of 100 to 200 people, and the number of new hires each week is not as good as expected. These problems are practical existence, as the recruitment department - human resources must face the reality. If the personnel cannot meet the production demand, we will face an increasingly heavy load. When the load seriously exceeds the capacity, the consequences will be delayed delivery, customer complaints and freight compensation, order cancellation, customer claims, and even affect the future cooperation space between the company and customers. As a human resources department, we should clarify our work responsibilities, enhance our sense of responsibility, try our best to expand recruitment channels and collect talent information, instead of waiting for nothing to happen. We can't just let the local labor environment be tight and let it get to us. Better to move than to wait for death to go out there is always some chance and hope.

For another example, the production control personnel in the logistics department often trigger the five-level early warning due to their lack of professional skills or lack of implementation awareness. QA does not track the exception handling properly, resulting in a long exception handling cycle... These are the quality of personnel can't meet the requirements of the problem. The company's employment policy is "people-oriented, educating people first". For these "bad assets", we can either change and nurture them, or we can eliminate them. In terms of personnel, we can't compromise, as a result, the senior management is carrying a lot of monkeys, many problems can only be solved by the senior leadership, which leads to some problems can't be dealt with quickly and efficiently. As a logistics or quality team leader, one cannot remain indifferent to these problems. Dare to face the problem, is the correct attitude to solve the problem; Avoiding the problem will only make it more complex or worse. A philosopher once said: your mind is your master; With a positive and optimistic attitude, face up, the difficulty is the road; If you are afraid and hold back, it is a mountain.

Second, solve the problem actively

Dare to face problems is only to change cognition and attitude in consciousness, actively looking for ways to solve problems is the attitude into action, is also an important step to solve problems and achieve goals. Before solving a problem, we should learn to analyze it and find out the essence of the problem. When some management cadres look at the problem, they only see the appearance of the problem and do not go to analyze and think about the root cause of the problem. The welding shop, for example, is also staffed this year, but the labor efficiency is lower than it was this time of year. Why does this happen? Most of the management cadres just think from the surface that the low hourly wage of our unit leads to the resignation of skilled employees. From a deep perspective, it is the unreasonable secondary salary distribution mechanism within the welding department that leads to the loss of fast and efficient employees. For example, in an assembly line, the erector was originally a high-efficiency and fast-moving employee, but the newly recruited erector was not as fast as the original employee, resulting in a short board effect in the erector process. On the other hand, the assembly line production mode emphasizes balanced production, because the shortcoming of the scaffolding staff leads to the high efficiency staff working overtime with the low efficiency staff, or helping the low efficiency staff to fill the gap. In addition, our pay distribution is linked to the actual working hours of employees. This results in less productive workers being paid the same or more than their more productive counterparts. This has formed the loss of surplus and make up for deficiency, and the company's advocacy of "loss of deficiency and make up for surplus". The idea is to pay more to capable, efficient people. As a management cadre to learn to analyze the problem, through the problem to see the essence. When we find the root cause of the problem, we need to find a way to start solving it. Learn to dismantle problems before you solve them. By unbundling, we can take a big problem and break it down into smaller ones. The advantage of this is that it will be easier to figure out how to solve the problem. It will also be easier to identify people to blame and assign tasks.

Whether it is the correct attitude, dare to face the problem, or through analysis to find a solution to the problem, the ultimate goal is to integrate resources to achieve results, if there is no result of the action is useless, as Shakespeare said, "all not to get married for the purpose of love is a hooligan."