Goal awareness, result orientation

At the morning meeting of all management cadres on July 8th, 2022, Mr. Wang shared three cases in the daily management of the enterprise, and explained the goal awareness and result orientation based on this topic.

Today I would like to share with you three cases. The first case is that the customer's delivery time complaint was caused by the production unit's lack of awareness of the functions of the department. The second case is that the sample has no concept of time in the development process, and a single process is stagnant for a long time, resulting in the delay of the sample. The third case is about the return on investment of sample development. These three cases illustrate that our management team was working without a sense of time, a sense of purpose and a result-oriented mindset.

 Result-oriented, proactively solve problems.

On Wednesday, I received complaint from A059 customer: the order confirmed in January this year has not been shipped yet. Through investigation, we found that because abnormal engraved temple model and dyeing were not resolved for a long time and repeated making spare parts, the manufacturing cycle was more than 5 months. From this case, on the one hand, we need to reflect on the company's selection and employment mechanism, the phrase I often say "we want to recruit adults", that is, to hire people with professional skills and meet the job requirements, especially the core technical positions.

On the other hand, as a production unit, it is necessary to recognize its own responsibilities, have a result-oriented thinking, and find ways to solve problems quickly. The company requires that when the production department encounters technical problems that cannot be solved in the production process, it can seek help from PE or let PE solve the problem through the establishment of a project. However, after analyzing the structure of this frame, I don’t think it’s a new process or technology. As early as ten years ago, we solved this kind of color-wearing problem by using the tee-clamp method. Most of the company's grass-roots cadres and production technicians have worked in Ouhai for more than ten years. If they ponder or learn from previous methods, the problem will not be difficult to solve. The reason why it has not been resolved for a long time shows that our management team has no customer service awareness, lack of awareness of responsibilities, and failed to take the initiative to solve the problem. Instead, they choose to set up the project to PE and put the responsibility on others. I remember that in the 1990s, my classmates and I often went to Wuma Street to buy tapes. There were few public toilets on the way to and from the city, and the slogan "No defecation anywhere" can be seen everywhere. And the current municipal planning is very scientific and humanized. For example, on the way to ride on Yandang Mountain last Sunday, we saw that many public toilets were planned along the road. People have three urgencies. When there were no public toilets in early urban planning, we couldn't let people suffocate their urine to death. For another example, a farmer is working in the field, and when three emergencies come, it is impossible to run back and forth for dozens of minutes to go home and go to the toilet. The purpose of these analogies is to illustrate a truth: as a production team, when encountering technical problems, we should have a strong sense of purpose and customer service in our hearts. First, we must find a way to solve the problem, instead of blindly setting up a project for PE or waiting for PE to solve the problem as soon as we encounter a problem. After all, the company's PE's technology is not comprehensive enough, and the technology in making temples may not be as good as Wang Zhiyong and Chen Zeng.

Result-oriented, fast handling of problems.

On Thursday, salesman  shared a day of customer service experience when feedback: A010 customer samples in the laser finishing process due to the dispatcher leave, delayed for three or four days. This case reflects that our production and development teams have no sense of time when dealing with problems. In management by objectives, there is a principle called the Smart principle, where T stands for time bound, which is the deadline. For management by objectives, if there are no deadlines, goals are equivalent to ineffective goals. If a parent has no sense of time when picking up their child to kindergarten, does not know when to send their child to kindergarten, does not go to kindergarten to pick up their child on time, and asks the teacher to call to remind each time, then he or she is not qualified parents. In this case, as the entrusting party (engineering department), you must have a sense of time, know when to ship the goods, and know when to take back the frames that have been hit, and if you can't take them back on time, you should remind, give feedback or report in time. As the entrusted party (production unit), you should also have a concept of time. You must understand that the products entrusted to you to process have time requirements. If the resources of the department are insufficient, you should seek external resources for assistance. Otherwise, how can we practice the corporate values of "grouping together"? Customers have expectations when they place an order for us. Customers expect us to deliver on time, with better product quality and better service. At the same time, companies have expectations for every employee they recruit. The company hopes that employees can do their jobs well every day, generate value and bring benefits.

Result-oriented, focus on return on investment.

In the past few weeks, I have often received five-level warnings about sample replenishment. After careful analysis of the sample replenishment list, we found that there were 41 pcs of one sample in storage, 16 pcs were sent to customers, and finally the system showed that the inventory data was only 6 pcs . So where did the other 19 pieces go? When such a problem occurs, on the one hand, we need to strengthen the management of samples in and out of the warehouse, so that the storage positions of accounts, objects and cards are consistent. On the other hand we should focus on the return on investment of sample development. In terms of sample supplementation, we must clarify why we supplemented, and analyze and solve problems from the root cause, and we cannot blindly place supplementary orders. We must know the cost of developing a new sample, whether we can receive orders, and how many orders we receive, and we must not be confused. The annual ratio of research and development expenses invested by the company to the output value is as high as 4%. If we do not analyze the return on investment and pay attention to whether these research and development investments have created benefits, it will cause huge waste. Remember that when dining with T003 customers, the customer should write down how many people and who they were on the reimbursement form. This rigorous financial management method of T003 clients is worth learning from. The company requires the basic logic of managed finance to achieve the following three points: first, where is the money spent; second, whether the money is wasted; third is whether the investment has a return, that is, whether the investment in each project is profitable and meaningful.

When encountering problems, we must have customers in our hearts, have goal awareness and result-oriented thinking, actively find ways to solve problems, and not let people suffocate. When solving problems, we must follow the Smart principle and have the concept of time. Both the entrusting party and the entrusting party should do their own work within the specified time limit, because customers and enterprises have expectations of us. At the same time, we should pay attention to the return on investment of the development project. We must know the cost of developing a new sample, whether we can receive orders, and how many orders we receive, and we must not be confused. The company requires the basic logic of managed finance to achieve the following three points: first, where is the money spent; second, whether the money is wasted; third, whether the investment has a return.