Three Around

At the morning meeting of all management cadres in the multi-function hall of the new plant on March 5, 2022. Mr. Wang introduced the customer complaint cases such as A001 and A035, and expounded that the management cadres should carry out organization construction around the “goal”, team construction around the “result”, and focus on strategy, improvement and promotion around “competitiveness”.

Since the start of the Spring Festival, we have received complaints from A035 customers about the quality of samples, A001 customers about the wrong color of mass production and A009 customers about the project delay. Through the analysis of customers' complaints, we find that the root cause of customers' complaints is that our management team does not have a strong sense of objectives, and there are still deficiencies in process construction, system construction and system construction. Team members are not result oriented, and do not improve the competitiveness of the enterprise through strategy, improvement and promotion. So how can management cadres correctly understand their roles (especially middle and senior cadres) and carry out management work around objectives, results and competitiveness?

Carry organization construction around the “goal”

The goal is the subjective assumption of the expected results of the activity. It is a subjective ideology formed in the mind. It is also the expected purpose of the activity and points out the direction for the activity. It plays a central role in maintaining the relationship between all aspects of the organization and constituting the direction of systematic organization. If a person has no goal, he will do nothing, and if an enterprise has no goal, it will lose its direction. The goals range from the vision and mission of the enterprise to the hourly work tasks of each employee unit. Our company's goal is to become “one of the best optical manufacturing enterprises in China”. When the goal is clear and the direction is clear, we should adjust the organizational structure, optimize the operation process, improve the management system and formulate rules and regulations to achieve the organizational goal. For example, in order to explore the market and implement the strategic project of “becoming one of the best suppliers for customers”, the company adjusted the organizational structure of the business department, divided the business department into sales dept 1, sales dept 2, sales dept 3 and sales dept 4, and redefined the service objects and performance objectives of sales dept 1 to sales dept 4. For example, the sales dept 1 mainly serves class I customers, and the sales dept 3 mainly serves class III customers. T5 team members are equipped according to the development, quality and delivery requirements of the customer base. At the same time, according to the characteristics and needs of different customers, the development process, quality grade, inspection standard and delivery model are re combed.

Team construction around the “result”

No matter how perfect the process is, it is futile if it cannot produce results. Whether the quality, delivery date and cost are well controlled depends not on what you do, but on the results. How to ensure good results? That is to strengthen team building, because no matter how perfect the process, system and standard are, it is difficult to achieve the results without a professional and strong execution team. From the investigation results of A001 customer complaint case, the QA and OBA inspectors of the new commercial department failed to complete the inspection activities of product warehousing according to the inspection process, inspection content and inspection standards specified by the company, resulting in the flow of products with wrong color into the hands of customers. A001 the result of this case of customer complaint reflects that our quality team has a weak sense of implementation, there are problems in the team construction of the quality department, or it is not a team for results. In our team, some people fail to achieve their goals and work without results. Instead of finding methods and resources, they are used to telling stories and reasons. If the subordinate team has no sense of results, can’t achieve the mission, and can’t give the boss a sense of trust, it will lead to the boss worrying about gain and loss. He worries every day and doesn't know what strange accidents will happen next. As middle and high-level cadres, we should do a good job in team building and build a team that can give results. At the same time, we should supervise and check the process. If we don't pay attention to the process, we can't get results.

Focus on strategy, improvement and promotion around “competitiveness”.

Improving the competitiveness of enterprises is to enhance the competitive advantage of enterprises. Enterprise competitiveness refers to the comprehensive ability of enterprises to achieve their own value on the basis of creating value for customers by cultivating their own resources and capabilities, obtaining external searchable resources and making comprehensive use of them. How to enhance the competitiveness of enterprises? Generally speaking, it is to grasp strategy, improvement and promotion.

Focus on strategy.

According to the needs of enterprise development, the company has defined some strategic projects. Some strategic projects are continuously maintained, and some strategic projects are continuously improved and improved as needed. For example, “count among the best” as the company's long-term strategic project has always remained unchanged, “sustained performance growth” is the main theme of enterprise development. There are also strategic projects such as “whole industry chain planning”, “focusing on advantages”, “borderless management”, “focusing on surrounding areas and strengthening production” that need our middle and high-level teams to continue to grasp. At the same time, we take the investigation and analysis, guidelines, task list, implementation plan and feedback mechanism as the foothold of our strategy and objectives, in order to achieve the strategic goal of “establishing competitive advantage and winning customers”. These strategic projects are not only the core content of our strategy, but also the goal that should be achieved in the process of enterprise development.

Focus on improvement.

Focus on improvement is the process of correcting or adjusting things or actions in a good direction through “means selection” or “method change” in order to achieve work objectives faster, better and more succinctly. Improving is also an important means and method to listen to the voice of customers, solve the problems reflected by service objects, and improve customer service level. For customers, if the problems such as delivery date, quality and development fed back by customers are not solved for a long time, some development projects and cooperation opportunities will be lost or customers will be disappointed, which will eventually reduce the willingness of customers to cooperate with us. For employees, if the salary, welfare, development opportunities and other issues concerned by employees are not satisfied and the feedback of employees is not echoed, it will reduce employees' satisfaction and cause brain drain.

Focus on the promotion.

Focus on the promotion is to carry out work around “faster speed, higher efficiency, lower cost and better quality”. As middle and high-level cadres, we should implement three requirements. First, there have requirements for ourselves. That is, management cadres should not pursue or stand still. They should broaden their horizons and constantly put forward requirements for themselves and their subordinates. Second, have demands on yourself or others. Meeting requirements is to know the context, know why, know how to do, and clarify the logic of things. Third, dare to ask. That is, management cadres should be principled. In order to enhance the competitive advantage of enterprises, corresponding training and requirements should be made for subordinates.

Carry organization construction around the “goal” is to adjust the organizational structure, optimize the process system, improve the rules and regulations, standardize the operation behavior, etc. Focus on results and team building is to ask for results from the subordinate team, let the subordinates know what to do, talk less about reasons, and ensure that the subordinate team can give results. Focus on strategy, improvement and promotion around “competitiveness” is to continue to focus on the company's strategic projects and focus on “faster speed, higher efficiency, better quality and lower cost”.