Standardization and differentiation

On June 26, 2021, at the general manager's office meeting, Mr. Wang Fenghua, the general manager, stated that the management work should not only promote standardization, but also recognize differentiation, and achieve lean on the basis of standardization.

First, Standardization

Since the first stage of original capital accumulation, in order to develop and expand the enterprise, the company has actively promoted the standardization construction around the eight dimensions of operation (namely international management, marketization of competition, informationization of operation, clarity of responsibility, simplification of relationship, transparency of information, clarity of process and standardization of products). The function of standardization construction is to let all employees dance on the uniform rules, so that ordinary employees can do things well and ordinary people can make extraordinary achievements. At the same time, standardization is also the cornerstone of ensuring the continuity and permanence of work. Zhu Yuanzhang, the first emperor of the Ming Dynasty, was a great rule-builder. As early as 1367, when the Ming Dynasty was not yet established, Zhu Yuanzhang ordered Li Shanchang and others to make laws. He said, "The most important thing in legislation is to be simple, to make the words straight and clear, to make everyone easy to understand, and to be moderate, so as to eliminate the problems." The Law of the Great Ming Dynasty was formally promulgated in 1397. Zhu Yuanzhang believed that "the law is not good and there is no way to punish it", Therefore, Dahao was compiled in 1385. The following year, Dahao Continuation and Three Compilation were issued, and more than 10,000 cases were compiled, requiring one copy for each household. Students of prefectures, prefectures, counties and social schools also took Dahao as a compulsory course, thus promoting the popularization of law. In terms of law enforcement, Zhu Yuanzhang was also rare among the feudal emperors in ancient China. When Zhu Yuanzhang's son-in-law Ouyang Lun was on a diplomatic mission, he illegally sold private tea and was executed according to law. Zhu Yuanzhang strictly enforced the law and played an important role in the implementation of the rule of law in the Ming Dynasty. Except for Chengzu of the Ming Dynasty, none of Zhu Yuanzhang's descendants were outstanding talents, and some of them even had the strange appearance that Zhu Yijun spent more than 20 years in government affairs in the late period of his reign. However, it was Zhu Yuanzhang's forward-looking system construction that made the Ming Dynasty survive for more than 270 years. The same is true for the internal management of enterprises. Only by standardizing the systems, systems and processes can the functions and synergies of various organizations be brought into play. Only by defining the process and product standards can employees know what is good and how to make good things. Only by making the daily code of conduct clear, can employees know what to do, what not to do, and how to do is a qualified Ouhai person.

Second, differentiation

Ouhai's standard enterprise is Luxottica Dongguan Huahong Glasses Co., Ltd. Through comparative analysis with Huahong, the advantages of Huahong include: 1, relatively single customer and quality level; 2. A large number of high-quality talents have been networked across industries, making its surrounding departments such as R&D, logistics and quality very strong; 3. The brand position of Luxottica in the eyewear industry also makes it choose the best quality accessory manufacturers in the industry, and the cooperation degree of suppliers is unmatched by other eyewear enterprises. Ouhai's disadvantages include: 1. There are many types of customers, such as one type, two type and three type. 2, the product quality level is different, there are European standard, American standard, national standard and so on (our company is divided into A+, A, B, C four grades); 3, the product delivery cycle has 45 days, 60 days, 75 days, 90 days, etc.; 4. There is a large gap between the talent team and Huahong. Through the merits and demerits comparison with Hua Hong is not difficult to see, want to Hua Hong this benchmark enterprise close, objectively speaking, our management is much more difficult than it. Since the introduction of the streamlined production model, the management cadres in the production department have lost their initiative and creativity under the cover of standardization. Instead of becoming more and more excellent, they become more and more mediocre. Before the reform of the assembly line production mode, the orders produced by each branch were basically distributed according to customer grades and quality requirements. Production managers dominated the production work, and relatively speaking, customers of different grades or categories did well. In assembly line production mode, due to the quality requirements of different production line and level of qualification is not defined clearly, and different quality requirement of order no production line arranged in single row, plus various sectional management workshop, no longer from the semi-finished material online until finished product storage is responsible by the production manager, production manager to allocate resources is relatively limited, The ability to link information and integrate resources has also been reduced. That is to say, we fail to differentiate ourselves in terms of product quality and customer service. As a result, the company is now in an awkward situation, that is, the quality of high-end customers cannot be achieved, and the cost of low-end customers cannot be met.

So how to do, can break the game?

First, we need to recognize the fact that there are differences in customer types, quality levels, employee skills, etc. The management work is a complex systematic engineering, we can’t treat people, things, things with a template to apply all the management activities, no matter how good the model can’t be achieved once and for all. Secondly, on the basis of standardization to achieve lean. On the way of reforming assembly-line production mode, collective performance pay system, MPS and so on, there are still many shortcomings in refinement. In the future work, the company will focus on the main line of A+, A, B, C quality levels to optimize the operation process and production layout. 1. Define which suppliers and production lines can make what kind of orders according to customer category, quality level, brand positioning, product quotation, etc., and conduct systematic qualification certification for suppliers, production lines and personnel, etc. 2. Distinguish the wage base of different production lines. That is, according to the production line and employee efficiency to define the employee salary base, the implementation of assembly line single line performance pay system, follow the distribution principle of "more work, more gain", avoid eating a big pot of rice. 3. Play the role of the production command center of the logistics department. For example, according to the production line level, delivery cycle, machine capacity, human efficiency, material supply and demand and other comprehensive factors to determine the production plan, the production department head to cooperate with the production line production controller to make weekly planning and daily scheduling. The logistics department should not only ensure the smooth flow of logistics, information flow and data flow, but also ensure the matching of resources needed for production. At the same time, it should also supervise the production department to do a good job of "three hundred". 4. Establish the early warning system for each section and process. Even if we can't do the pre-prevention with foresight, we should also intervene in the initial stage of the occurrence of the problem, so as not to let the problem expand and affect the customer service.

Standardization is to let all employees dance on the same rules, so that ordinary employees can do things well and ordinary people can make extraordinary achievements. Differentiation means that we should recognize the fact, innovate and break through on the basis of standardization, and realize lean development. Only in this way, we can achieve the maximum efficiency and the maximum output, to provide the best service to customers, in order to achieve management to create benefits.