promotes problem solve skills

On June 30, 2021, Mr. Wang Fenghua, the general manager, elaborated that management cadres should improve the ability to solve problems at the managers' reading meeting.

It is impossible for any enterprise to grow smoothly. Even international giants such as Huawei, Microsoft, Google and IBM grow and grow in the process of constantly solving problems. Therefore, the ability to solve problems determines the competitiveness of an enterprise.

First, define the problem

Some management cadres have insufficient understanding of the problems, and their information sources rely on subordinates' reports and customer complaints. Customer refers to all of your service clients, including customers, supervisors, colleagues, employees, etc. In the absence of the corresponding report and customer complaints, some management cadres are not good at finding problems in the daily work, in the work also naturally can’t find the direction of improvement. So how do you define the problem? First, Comparison with benchmarks. We should fully understand the industry information, including the most advanced equipment, the latest technology, the most popular products and benchmarking enterprise management level, etc. For example, the benchmark company's manufacturing cycle is 75 days, while our manufacturing cycle is 90 days, so the difference between 90 days and 75 days is a problem. Second, the problem is not constant. We know that the problem changes with the environment, it's not a constant value. For example, the same type of glasses has the same quality, which was acceptable to customers ten years ago, but today, customers may reject the glasses with higher and higher quality requirements. This is one reason why many customers revise their acceptance criteria every year. In contrast, the welding department had been the company's "three good units" as early as two years ago, but in 2021 its capacity will be much slower to recover than other production lines.

Second, Paving the way for the team

When problems are clearly defined, middle and senior management cadres should clearly know which problems should be solved by themselves and which should be done by subordinate teams. For their own problems should be solved, we should go deep into the site to do investigation and analysis, develop the corresponding solutions, and go all out to implement improvement measures. As a team leader, I should pave the way for what the subordinate team should do. Alleged paving the way is from mechanism and system go up for subordinate to do a good job system, flow and action steps and other aspects of the program. Faced with the problem, we should not only let the subordinates realize the seriousness of the problem, but also let the subordinate team be familiar with the methods and steps to solve the problem, and more importantly, we should guide the subordinate to follow the system, process and standard to do things, so as to reduce the probability of the subordinate team making mistakes. If the road is not paved well, the subordinate will not be able to do things well. It is just like letting the subordinate drive a car on the muddy and bumpy dirt road. It is not fast, nor safe, and there is a risk of scratching the chassis or blowing out the tire. What is said above is also the specific requirements of the company's management cadre "set up a team, build a system and grasp the implementation" of the three responsibilities.

Third, the integration of resources

1. Capability boundaries. For their own should solve the problem, the management cadre should learn to integrate resources to solve the problem. Some management cadres are always helpless when facing problems, accustomed to the problem in the hands of the department, rotten in the hand, do not know how to raise their hands, also do not know to seek resources, resulting in some problems have rotten orange effect. Every management cadre should have a clear understanding of their own knowledge, ability and resources that can be deployed. As the saying goes, "There is a short ruler, and there is a strong point." We should know what admit that you know what you know, and admit what you don't know. We should work hard but not reluctantly.

2. Seek resources. At work, we always encounter some problems beyond our ability boundaries. We should seek help from our brother departments, seek resources from our superiors, and even consult our peers with the attitude to solve the problems. Especially can't have the mentality of waiting for death, waiting for death is "mountain poor water back suspected no way", a fight may be "another village of bright flowers". Individual management cadres think that sitting in this position if to ask others for advice is a loss of face, this is a typical buttocks decide the mind at work. At work, we need to build a culture of candor and ask for feedback and help when problems are beyond our control, otherwise we may miss the best time to solve them.

3. Result-oriented. There are two ways to solve problems, one is fire fighting, that is, to solve the problem in front of you. The other is to solve the problem mechanically. For similar or high-frequency problems, we should optimize the process and system, change the process and technology, and improve the prevention and control measures to fundamentally solve the problem. And to judge whether the problem has been completely solved, not by feeling, not by impression, let alone by telling a story, but should be the real analysis of data. For example, whether the internal mechanism of logistics is running normally, we can judge by the customer's signing and checking delivery rate, customer complaints, material matching rate and equilibrium productivity data. If the analysis data is not ideal, it indicates that there is a problem in the logic, mechanism or implementation process of logistics management. And to evaluate the management of a department, we should look at the achievement of the key indicators. In the annual strategy meeting, the company has made clear the key indicators and budget goals of each business division, each department, each team, and the integration of resources to achieve the goals is the value of every management cadre. If we don't have a rational view of the real performance and the achievement of the instructions, we will drift, and do not know ourselves.

To improve the ability to solve problems, one must first learn to define the problem by comparing with benchmarking enterprises and customer needs, and recognize that the problem is a variable. Second is to learn to pave the way for the subordinate team, that is, logic and build a system, to let the subordinate make fewer mistakes, good work. The third is to integrate resources to solve the problem, when the problem is beyond the power to know how to use external force to complete the task, and from the mechanism to do a good job of prevention and control. To determine whether a problem is completely solved, key indicators should be used to measure and objective data should be used to analyze.