A well-trained enterprise

At the morning meeting of all management cadres on June 24th, 2022, Mr. Wang elaborated on how to build a well-trained enterprise from the aspects of work continuity and the establishment of a long-term mechanism.

Last Saturday, IPO counseling teams from securities companies, accounting firms, law firms and others came to the company for a meeting. In the afternoon, the general manager Mr. Zhou the head of the accounting firm, and members of his team will attend a meeting at a company to be listed on Ruian. After the company sent the driver Wei Xiaoyong to deliver the guests to the destination, the person in charge of the accounting firm praised our company's drivers for being well-trained in terms of clothing (wearing white shirts, dark blue pants, brown leather shoes), pick-up etiquette, and answering the phone (wearing earplugs to answer the phone). I remember a customer in 2007 told me that the salesperson of the company was very qualified, because the salesperson took the initiative to say hello to the customer on weekends. I still remember that in 2007, Wenzhou factory director and manager talent company organized a group of middle and high-level leaders from 17 enterprises represented by Yiming Food Co., Ltd. and Zhejiang aimeigao Shoes Co., Ltd. to visit, exchange and learn about corporate culture construction and 6S on-site management. In the process of communication, most of the representatives of the enterprises praised the corporate culture of our company and the quality of our employees. However, a representative of an enterprise reported that when he came to the door of our company, the security guard had a very bad attitude towards him. He questioned him like a prisoner, which was a minus item in his heart. In 2019, I visited Huawei, ZTE and other enterprises with Wenzhou local enterprise executives organized by Wenzhou telecom company. We saw that Huawei's drivers have high quality in dress and etiquette. Drivers, security guards and front desk are the external image windows of the company. Any bad subtle action of them will reduce the score of the enterprise and discount the image of the company. As Han Feizi said, "see through the micro", that is, to see the essence through the micro phenomenon.

Last year, before vice president Yang of QiHang college was transferred to the sales department, QIHANG college formulated a set of working standards for receiving customers and outsiders, and watched the security guards, drivers, cleaners and receptionists every day as required. The driver is one of the employees whose customers have contacted Ouhai more often, and their image represents Ouhai's image. The security guard is the window to receive outsiders, and their words and deeds show the overall quality of the enterprise. The cleaners' handling of sanitary details also reflects the internal management requirements of the company, and the overall quality of the personnel in these positions is not high. Therefore, we must train and educate them well and develop good working habits. Through observation during this period, we found that some drivers, security guards, cleaners and other employees did not do things as required or the personnel did not meet the job requirements, which showed that our work was not continuous and uncontrolled. More than a decade ago, when various festivals and holidays came, the workers' Federation planned some social activities, such as tree planting activities organized on tree planting day, visiting disabled children in orphanages on International Children's Day, visiting orphans and widows in nursing homes on double ninth day, etc. these social activities were not adhered to and passed down, indicating that our work was not sustainable. It was often carefully planned when it was first organized, but later it became more and more featureless.

Uncontrolled work and lack of continuity is a problem that our team must face and think about, because it affects execution and the sustainable development of the enterprise. For this reason, the company's senior management reemphasized that the work of each module should be sustainable, and the starting point should not be the high point. For daily work, guerrilla warfare and mobile warfare should not be carried out, positional warfare and protracted warfare should be fought, and the work should be changed from 1 to 2 to 3. The work of each module should be able to revolve and rotate without external intervention. At the same time, we should pay attention to the off track behavior of employees in their daily work, correct the deviation in time, and avoid the window breaking effect from quantitative change to qualitative change and then to fission. So, how to establish a continuous and controlled effective mechanism?

Prepare the operation manual.

Before the implementation of ERP system, the company required the general manager's office to compile the operation manual and cultural manual, and the quality assurance department to prepare the technical manual. Its purpose is to let the new management cadres understand Ouhai's culture and operation mode, and let the new employees be familiar with the knowledge of glasses products. With the improvement of ERP system, many systems and processes are directly embedded into the system after changes, and the updates of systems, standards and processes on documents do not keep up with the pace of system changes. Although the company asked the Standards Office to redraft the operation manual in 2018, this work did not continue. The current situation is the process of change or implementation in the system, which may not be well understood by users, resulting in the system pushing people, and employees passively accept the control of the system in the management process. To this end, the company requires the Standards Office to convert the processes and rules implemented in the system into processes and standards in the next 2-3 months; Compile the systems, processes and standards of each module into an operation manual. Just like the "Zizhi Tongjian" and "twenty four histories" written by the ancients, it can be used for reference by later generations to avoid detours.

Implement standard implementation.

With the operation manual, we should organize the corresponding standard implementation work. In the past few years, why did managers passively accept the projects, operation requirements and control measures implemented by the company? On the one hand, our operation process changes quickly through the system with the development of the enterprise. On the other hand, our training work is not in place. In the implementation of standardization, we must first solve the know-it-all problem, can’t let the staff do while asking, or even rely on their own to explore. To this end, the company requires the Standards Office to make the contents of the operation manual into teaching materials and train the implementation department and supervision department. The staff of each module should be familiar with their own work content and operation specifications. It is required that all management cadres above the section level must pass the internal auditor qualification certification organized by the Standards Office and pass the system mandatory control. New management cadres should pass the training and examination of the operation manual, otherwise they cannot become regular. Of course, the training work is not only the work of QiHang college and the Standards Office. For the training work at the grass-roots level, we should give full play to the role of activities such as one help one, self-management circle and tutorial system, and instill various systems, processes, standards and operation guidelines into the blood of every employee.

Internal Audit of Organization

We have formulated standards and implemented standards for internal audit, and we also need to organize internal audit. For this reason, the company requires that the general manager's office take the lead and the internal auditors of all departments implement it concretely. Referring to the audit process and requirements of the integration of three standards, the company organizes cross internal audits on the operation of each module quarterly or monthly. For nonconformities, we should put forward rectification opinions, and the audited department should implement improvement measures and ensure that they rectify in place. At the same time, we will optimize the treatment of inapplicable standards or cumbersome processes based on the principle of seeking truth from facts.

A well-trained enterprise is composed of a well-trained culture, trained people and well-trained behavior. Every subtle bad behavior of employees will reduce the score of the enterprise and discount the image of the company. Senior management cadres demand that the work of each module should be sustained, that the starting point should not be the high point, that guerrilla and mobile warfare should not be carried out in daily work, and that positional and protracted warfare should be fought. The company plans to recompile the operation manual, implement standards implementation and organize internal audit. Through these management activities, the internal operation of the enterprise can be carried out orderly and continuously, laying a solid foundation for Ouhai's long-term development.