Progressive system of work

At the morning meeting of all management cadres on July 22, 2022, Mr. Wang explained how to form a progressive system of work from the aspects of being reasonable, working progressively and establishing a reliable working relationship.

On Wednesday, I received an e-mail from Huang Fusheng, a grass-roots management cadre. He reported in the e-mail that due to the uneven process parameters such as composite molds and planing materials in the ERP system, he had to wait or urge the engineering department to improve the basic data when cutting materials. , to a certain extent, the process cycle of opening material is lengthened. I remember that Huang Fusheng has served in the company for more than ten years, and has been rated as an excellent cadre or an excellent team for many times. Why is a once excellent grass-roots cadre frequently complained by other departments in the recent period? Even senior management criticism? On the one hand, he should find reasons from himself. On the other hand, it also objectively reflects that the basic work of some functional departments in the company has not been done solidly, resulting in more complementary affairs, that is to say, our work has not been done progressively.

 Existence is rationality.

Hegel believed that "existence is rationality". Everything has a cause and an effect, and an effect has a cause. For example, a management cadre in the company had suffered from kidney stones. Through analysis, we found that he had several characteristics in his life before he suffered from kidney stones: first, he didn't like to drink water; second, he was sedentary and didn't exercise well; third, he liked to eat scrambled eggs with tomatoes or tomato and egg soup when he was studying in college. Due to the management cadre's dietary preference and lack of exercise, the "cause" led to the "effect" of suffering from kidney stones. At the end of June, the company organized an inventory and found that there was a large amount of junk data in the ERP system. Why is there a lot of junk data in the system? From the philosophical perspective of "existence is rationality", there must be some logic problems in the ERP system, or some control points are set unreasonably. Therefore, the company's executives have repeatedly emphasized: we need to reorganize the system logic, and do a good job of preventing and repairing leaks. For another example, why are there a large number of mantissas that are not cleaned up in time? The reason for this must be that there is a problem with our closing logic or the working habits of our staff. Therefore, no matter whether the result of the work is good or bad, existence is rationality, because everything has its own laws of operation. We must find the reasons from the results, and correct the bad work results to the good ones by sorting out the logic and correcting the bad work habits. Just like preventing kidney stones, we should develop good living habits, formulate a scientific diet or exercise plan, such as specifying how many milliliters of water we must drink every day, formulate a weekly exercise plan, and eat less food that is easy to induce stone disease in our lives.

Develop a progressive system of work.

Inside the enterprise, Huang Fusheng, a grass-roots cadre, reported many similar problems. For example, incomplete material trial calculation data affected the purchase order, and the lack of information such as sealing plates and drawings affected the daily production plan. The salesman reported that some parameters on the drawings were not marked. These engineering data problems have affected the work of other departments and cannot proceed as planned and quickly, indicating that our work has not been done progressively. If the work cannot be formed into a progressive system, it will cause the following adverse consequences: 1.The subsequent work is not smooth because the previous work is not done well. 2. The work efficiency is low and time is wasted. 3. Increased communication costs. 4. Affecting the work of others or other departments, creating a vicious circle, etc. The work of each person (or each functional department) is roughly divided into what to do, what to assist, and what to make up for others' faults. What you should do is what you must do in your own job, and make sure you do it right; what you assist is what you need to do to help others (or other departments) while doing your job well; what to do to make up for the mistakes of others, To put it horribly, it's about helping other people (or other departments) wipe their butts. In the day-to-day operation of the enterprise, we need to reduce the need to make up for mistakes. To make up for mistakes is to deal with exceptions. No matter how well exceptions are handled, it is an impairment behavior, not a value-added activity. When the work of the subordinate team is not done well, the boss should play the role of the embedded management mechanism, actively intervene in the treatment, and avoid the problem from spilling over or causing trouble to other departments. Therefore, the company will implement three-level joint and several liabilities for some daily management work such as backflow, attendance discipline, 6S activities, etc., if the auditors find non-conforming items. As middle-level and grass-roots cadres, you should not rely on the auditors to find problems, and you should not wait for the feedback of the auditors to solve problems passively. Instead, you should give full play to the subjective initiative of the work, because the audit has a cost. Work is a process of continuous addition. If the work does not form a progressive system, the work results are not continuously accumulated, and 1+1≥2 is not achieved, then it will cause internal friction and affect the competitiveness of the enterprise.

Build trustworthy working relationships.

Trust = trust + dependability. A trustworthy relationship should be established between superiors and subordinates, as well as between sibling departments. Since the establishment of the five-level early-warning mechanism, I have received five-level early warnings every day on delivery delays, production and production over-cycles, final clearance, and sample supplementation. Some time ago, the logistics department reported that the handover data from the cutting room to the secondary supporting warehouse did not match the actual product. Welding workshops, commissioned warehouses and electroplating factories are often in constant competition for quality due to data handover issues. The above problems reflect the failure to establish a trustworthy working relationship between departments. If the data handover is unclear, the frequency of additional points will be increased, and even third-party financial personnel will be required to intervene, which not only affects work efficiency, but also increases labor costs. If the grassroots cadres do not pay attention to the first-level and second-level early warnings, and do not take the initiative to find the reasons and methods, it will increase the workload of the middle-level cadres. If the middle-level cadres do not seriously deal with the third-level and fourth-level warnings, a fifth-level warning will be generated, disrupting the work rhythm of the senior management, and even the failure to establish a reliable working relationship between the superior and the subordinate will cause the senior management to worry about gains and losses, or, in order to make the work of the subordinates in place, the senior management has to increase the audit force. In order to establish a reliable working relationship, it is necessary for each functional department and each position to do the right thing within the specified time, so that the boss can feel that "you do things, I am at ease", rather than everything should be forewarned, everything should be urged, and everything should be supervised.

No matter whether the result of the work is good or bad, existence is rationality, because everything has its own laws of operation. We must find the reasons from the results, and correct the bad work results to the good ones by sorting out the logic and correcting the bad work habits. In daily operations, we must do more of what we should do, and less to do to make up for the faults of others, so that the work can form a progressive system, and the results of the work can continue to accumulate, so that 1+1≥2. At the same time, we must also establish a reliable working relationship, so that each functional department and each position personnel can do the right thing within the specified time, and the boss can feel that "you do things, I am at ease", rather than everything should be forewarned, everything should be urged, and everything should be supervised.