Continuity of work

At the morning meeting of all management cadres on Sept 30, 2022, Mr. Wang explained the continuity of work from three aspects: based on the underlying logic, from individuals to teams, and selecting the right people.

This week, I led the company's senior executives to Dongguan to meet a strategic customer, mainly to exchange problems and solutions encountered in the process of cooperation with the customer's new project. A strategic customer has cooperated with us for many times. The planning, quality standards and delivery time requirements in the early stage of the project have not changed much. Ouhai's internal management team is also very stable. In principle, we are also familiar with the customer's development, quality and delivery time requirements, but why do we still have problems in the process of cooperation with the customer's new projects? This shows that our work has no accumulation and continuity. To make the work sustainable, I think we should strengthen our internal management from the following aspects: based on the underlying logic, from individuals to teams, and selecting the right people.

Based on underlying logic

If we want to make our work sustainable, we should first find the root cause from the underlying logic. For example, PMC is responsible for arranging the mold production plan every day. However, let's objectively analyze, does the current PMC understand the manufacturing process of each type of mold? Do you know how many processes the mold needs to process? Do you know the actual processing time of each process? If we do not understand these basic knowledge and the underlying logic of scheduling, our mold production plan cannot be made scientifically and reasonably. In many cases, managers do not follow the logic when dealing with problems. To sum up, there are three processing methods that do not conform to the underlying logic. First, the time limit given by us to formulate the processing cycle of an operation or deal with an exception is usually a relatively broad time. This broad requirement is often easy for the executor or improvement personnel to achieve, and the inspector does not need to spend energy to track down, and can close the case in the system when time come. For example, in the past, the quality control department had put the exception on file in the system for the production department to handle in more than 4 days, even if dozens of frames were returned, there would be a 4-day processing cycle. When the executors fail to improve within the specified time limit, we do not analyze specific problems, but force them to solve problems through point deduction, notification or high pressure from the senior. Third, the result of work is based on the personal ability of a manager. For example, if the former head of the Parts Department had a better mind and logical thinking, the Parts Department would do a better job. If a manager with poor ability was replaced, the parts department could not be sorted out smoothly and became a bottleneck. To make the work sustainable, as a manager, you must first understand the significance and purpose of doing this work. Secondly, as a senior manager or planner, we should "walk" through all the processes of this module once. Whether go along the flow or against the flow, you can deal with things smoothly. Only by ensuring that the process you plan is scientific and rigorous, and paving the way for your subordinates, can your subordinate teams do things according to the rules and do things well. As an excellent management cadre, you should often go to the grassroots, understand the grassroots and go deep into the grassroots. This is the role that lean management gives managers. Only by clearing the underlying logic can we achieve the continuity of work.

From individual to team

If we want to work continuously, we also need a strong and powerful management team. In daily work, we often hear that the person in charge of each module says that I will handle this matter, I am responsible for this project, and I will track this exception. On the one hand, the occurrence of such phenomena shows that our middle and senior management are responsible. But from another point of view, we lack team. A normal enterprise, in its daily management activities, should be calm, rather than constantly warning, and let the middle and senior managers act as first aiders or fire leaders. As for Ouhai lack of teams, some customers have fed back to me. In fact, in the planning stage of a new project of a strategic customer, the company's middle and senior managers in charge of engineering, quality and delivery were all present at the meeting, but the new project was still stumbled. Our team has a feeling that their memory is not as good as before. After receiving a major project from a customer, they sometimes worry about gain and loss, and they are not confident when the enterprise is small. The main reason is that the scale of the enterprise has become larger, and the number of affairs to be handled has become more and more complex, while one's energy is limited. In addition, it is difficult to achieve great things if individuals still fight alone, and the enterprise has no foundation to become bigger and stronger. Therefore, as early as 2013, the company proposed to build a professional, quality and professional team. At the 2019 strategic meeting, the company proposed to strengthen the competitiveness of the enterprise around the "six veins of magic sword" (i.e. business ability, logistics ability, engineering ability, quality control ability, manufacturing ability, team ability).

Choose the right person

It is also very important to choose the right person if you want to work continuously. With the development and expansion of enterprises, the important role of human resources strategy in the development of Ouhai has become increasingly prominent. For example, when meeting a strategic customer in Dongguan this time, the customer mentioned that our QC skill test could not meet the customer's inspection requirements before the training, and some customers in the domestic market said that our QA professional skills were insufficient. With the transformation and upgrading of the enterprise, we have transformed the original image of a class of customers into a class of customers for development. First class customers are the top customers in the global eyewear industry. To serve these customers well, we must improve people's comprehensive quality. If the right person cannot be selected, no matter how strict the logic, no matter how many systems, no matter how perfect the system, it is difficult to find a foothold. For example, some time ago, the individual staff of the BOM Department did not understand the basic knowledge of glasses and the processing technology of glasses. They filled in the basic data randomly when building the BOM, which not only increased the workload of the reviewers, but also brought a lot of trouble to the later product development and production. The competition of enterprises in the future is not equipment, materials or scale, but people with specialization and quality. No matter how good the process or tool is, if the right person cannot be selected, it will not produce good results. To this end, the company has required the Human Resources Department and the Standards Office to do a good job of qualification certification since 2018, not only to ensure that the recruited personnel are adults, but also to ensure that the right people are used to the right positions, and make full use of their talents.

If we want to make our work sustainable, we should look for the root cause from the underlying logic. As a senior manager or planner, we should "walk" through all the processes of this module once. Whether go along the flow or against the flow, you can deal with things smoothly. Only by ensuring that the process you plan is scientific and rigorous, and paving the way for your subordinates, can your subordinate teams do things according to the rules and do things well. In order to work continuously, we also need a strong and powerful management team. Build a professional, quality-oriented and professional team around the "Six Meridians Magic Sword" proposed by the company (i.e. business ability, logistics ability, engineering ability, quality control ability, manufacturing ability, team ability). It is also very important to choose the right person if you want to work continuously. We should do a good job in qualification certification. We should not only ensure that the recruited personnel are adults, but also ensure that the right people are used to the right positions, and make full use of their talents.