Should do, Need to do, Intend to do, and Difficult to do

At the morning meeting of all management cadres on Dec 10, 2022, Mr. Wang elaborated on the management requirements of "should do", "need to do", "intend to do" and "difficult to do".

According to the development needs of the enterprise, the organizational structure of the company is constantly improving, the functions of each department are constantly adjusted with the organizational change, and the responsibilities of each position are increasingly clear. However, in the actual operation process, some management cadres and employees do not have a good understanding of what they should do and what they need to do. They do not have the will to improve and promote their work, and they do not have the spirit of bright sword to open roads in mountains and build bridges in rivers when encountering difficulties. Next, I will explain the management requirements of the company from four aspects: should do, need to do, intend to do, and difficult to do.

Should do

"Crossing the river by feeling the stones" was put forward by Deng Xiaoping at the early stage of reform and opening up. It is a working method that starts from reality, encourages bold trials, bold breakthroughs, and explores and summarizes at the same time. With the development of the enterprise, there will be a process from 0 to 1 for some work. The company will set up some new departments or adjust the functions of some departments to meet the needs of customer service and business expansion. The company's organizational structure will also make some changes accordingly. For some newly established departments, on the one hand, the Human Resources Department should clearly define why the department is established, what its purpose is, what functions the department should play, and standardize the work requirements of each position, based on the company's overall strategy and standing at the company level. On the other hand, as the head of the newly established department, we should clearly know what we should do in the early investigation or exploration stage, which direction we should lead the team to develop, and which performance we should achieve. We should not muddle along. In order to deeply cultivate existing customers and develop new markets, the company adjusted the main person in charge of the Marketing Department in December, and appointed Manager He Wei as the manager of the Marketing Department. Manager He did a good job. He started to collect information as soon as he took office and sent me a pile of information about the Marketing Department within a few days, including its positioning and functions, future development direction and work plan.

Need to do

After going from 0 to 1, we should change what we should do from 1 to 2, that is, we should ensure the continuity of our work. Or when the role of a department is relatively stable, we should clearly define the functions of the department and what all members of the department should do. The tasks to be done include the implementation of plans, daily affairs and tasks assigned by superiors. For daily affairs, the HR Department and the Standards Office should sort out a detailed work list. The implementation plan is the annual implementation plan of each department formulated by the department head according to the company's overall plan every year. The annual implementation plan is broken down into monthly plan, weekly plan and daily plan according to the time nodes. "Need to do" is divided into two levels. The first level is that since it is necessary to do something, you must do it. It is not allowed to do it or stop doing it, because the process is an important support to ensure the results. I often use the analogy of farmers' farming. If there is no tillage and sowing in spring, and weeding and fertilization in summer, there will be no harvest in autumn. For example, the implementation plan of the Business Department in 2022 will be stopped in many aspects, which is one of the main reasons why the Business Department failed to achieve its goal of receiving orders. The second level is that you must make results for what you need to do. The process without results is all futile. Management activities are not fun, not acting. For the things to be done, we should implement every measure and step around the organizational goals, and adjust our work plans and methods according to the actual achievements or achievements of each stage.

Want to do 

We can only pass the exam if we do what we should do and what we need to do. We need to work from 1 to 2, even to infinity. When the basic skills are solid, we can talk about lean management. Maybe some people think that our company has many rules and requirements, and employees cannot "freely do themselves" or advocate "folk creativity". It is not that the company does not advocate the improvement of internal proposals, but that our basic skills are not solid enough at this stage, which is one of the reasons why the company requires everyone to "enforce, respect rules and observe discipline". In order to stimulate the management team's willingness to improve and enhance, the company organized the senior management team to study in benchmark enterprises, visit brother companies, and go to suppliers' factories to learn. The purpose is to let our management team see the gap, learn from others' strengths, and find their own direction for improvement. In addition, the company organizes the activity of responsible consultation, making progress of 1% every day, and saving one yuan every day. The purpose is to enable employees to participate in the improvement and promotion activities. For example, the logistics team should consider how to improve the delivery service while meeting the customer delivery time. If we shorten the period by 3-4 weeks, we can win the competitive advantage of the enterprise. The company requires that the person in charge of each module should not be satisfied with the status quo, but should have a positive spirit and lead the team to improve their self -requirements from the four aspects of "better quality, shorter delivery time, lower cost and higher efficiency".

Difficult to do

When dealing with problems, carrying out a task or implementing a reform, some management cadres do not think about whether to do it, rather than whether it is difficult to do it. When encountering difficulties, we should have the spirit of opening roads in mountains and building bridges in rivers, instead of stopping or giving up halfway when encountering difficulties. At the manager's regular meeting on December 5, the company asked the management cadres to "be relentless, talk less and act quickly". "Relentless person" means that management cadres should be courageous, able to stand up and dare to show their swords. If A009, A080, A001 and other customers are not well served, and the competition is not good enough for competitors or foreign trade companies, what are we talking about specialization and development? In terms of "relentless person", the company encourages management cadres at all levels to learn from Manager He Xu of Tuoshi Plastics. When Manager He just took over the finished acetate products, the abnormal losses for several months exceeded the standard. He asked Engineer Zhang for relief, but Engineer Zhan did not agree. Manager He said to himself, "We must control the abnormalities below the target and never ask the company for relief." In the past two or three years, his team has hardly applied to the company for relief. At the end of the month, some department managers ran up and down in order to relief. They only knew how to reflect every day and guarantee every month, but they couldn't get any results. "Less talk" requires management cadres to talk less about reasons, less wrangling, more methods and more countermeasures. You should know that parrots and hens that can bark can't fly high. It also advocates that all management cadres should learn from Kou Jikui, He Xu, He Defu, Li Youliang and other management cadres, so as to talk less, do more and speak more with results. "Fast action" means that the management cadres are required to make quick action on the company's requirements, such as the on-site improvement of the accumulation, tail cleaning and tail closing on the assembly line. We do not need to pick the auspicious day for daily improvement.

What should be done is that as the head of the newly established department, we should clearly know what we should do in the early investigation or exploration stage, which direction we should lead the team to develop, and which performance we should achieve. We should go from 0 to 1, not muddle along. The implementation of plans, daily affairs and the tasks assigned by the superior must be done. It is not allowed to do it or stop doing it, because the process is an important support to ensure the results. In addition, we must make results for what we need to do. We should implement every measure and step around the organizational goals, and adjust our work plans and methods according to the actual achievements or results of each stage. The company requires that the person in charge of each module should not be satisfied with the status quo, should have a positive spirit, should work from 1 to 2, or even infinite, and should lead the team to improve their self-requirements from the four aspects of "better quality, shorter delivery time, lower cost, and higher efficiency". When dealing with problems, implementing a task or implementing a reform, we first think about whether to do it, rather than whether it is difficult to do it. When encountering difficulties, we should have the spirit of opening roads in mountains and building bridges in rivers, instead of stopping or giving up halfway, or can’t do things from 1 to 0 when encountering difficulties. The company requires management cadres to "be relentless, talk less and act quickly". "Relentless person" means that management cadres should be courageous, able to stand up and dare to show their swords. "Less talk" requires management cadres to talk less about reasons, less wrangling, more methods and more countermeasures. "Fast action" means that the management cadres are required to make quick action on the company's requirements, such as the on-site improvement of the accumulation, tail cleaning and tail closing on the assembly line. We do not need to pick the auspicious day for daily improvement.