Use advanced management methods to quickly improve management efficiency

Use advanced management methods to quickly improve management efficiency

1. "Don't talk about you, just talk about us" and effectively change the concept

We have been promoting "I Lord, start with me,” but I don’t know where to start. In the continuous improvement work, it starts from "not talking about you, just talking about us", starting from us analyzing and finding problems together, starting from us taking the initiative to solve problems, starting from us taking responsibility together. "Not talking about you" means no prevarication or wrangling; "only talking about us" means active participation and proactive action. By hanging the slogan "Don't talk about you, just talk about us" and implementing the concept of taking initiative and doing it right away, Company A's procrastination and wrangling has been significantly improved.

The P404 pump is a key equipment that affects the operation of the entire production system of Company A. It has frequent unplanned shutdowns due to various reasons. To improve efficiency and achieve stable, long-term and optimal operation, the operating time of the P404 pump must be extended. To this end, the production department and maintenance department established a special maintenance team to conduct equipment contracting on a pilot basis. By analyzing the equipment heat map, clarifying the responsibilities of the participants, and formulating reward and punishment plans, the interests of the participants were "bundled" together, and under the goal of "ensuring the long-term operation of the P404 pump", we achieved the goal of "not talking about you, just talking about you" "We" have changed the internal friction phenomena such as buck-passing and wrangling in the past. The operators make careful adjustments and inspections, and the maintenance personnel check the operation of the equipment every day. Currently, the P404 pump has been running continuously for 120 days, and the ammonia system has been running continuously for 117 days (a record high).

2. Stick to the end and not be afraid of any difficulties

In the past work, when solving problems and advancing work, we often stopped at the beginning and decided to start and end the work based on feeling or experience. , it’s almost enough, there is no scientific evaluation system. In the continuous improvement work, once the rectification points or work goals are determined, TIPS must be formulated including important information such as the rectification content, time progress, and person in charge. Morning and evening meetings will be held every day to track the progress of the rectification. If delays occur, a written A3 report must be made to ensure that the problem We will never give up if the problem is not resolved and the project is not advanced as scheduled. Only in this way can we ensure that the work is timely and controllable.

Unit B’s output and consumption have not met standards for three consecutive months. Relevant personnel believe that the main reasons are weak market demand and insufficient production capacity. The continuous improvement specialist believes that this judgment is too subjective and one-sided, and does not use advanced tools and methods for analysis. Under the persistence and leadership of the continuous improvement specialist, relevant personnel conducted a comprehensive analysis of the current situation using tools such as full value flow charts, problem trees, and two-dimensional matrix diagrams, and found the key points affecting output and consumption - insufficient leadership, Employee motivation is not high enough, performance appraisal fails to play a motivating role, product market development is insufficient, and the range of operating indicators is too large, resulting in large system fluctuations. During this process, we encountered difficulties such as uncooperative personnel, a huge workload in collecting and analyzing original data, and a long implementation process. In response to these problems, we took measures such as changing the person in charge, adjusting management personnel, and refining the key points of operations, and followed up on the implementation. . One month later, Device B achieved a profit of 100,000 yuan and passed the performance appraisal, which greatly improved the mental outlook and work attitude of the employees.

3. Systematize management, track the entire process of continuous improvement, and implement closed-loop management

3.1 Active participation of senior leaders of the company

Continuous improvement requires leaders to take the lead Only through emotional investment and the joint efforts of all employees can we achieve practical results. Company A has made it clear that the general manager is fully responsible for continuous improvement work, and a deputy general manager is responsible for daily work. Four members of the company's leadership team responsible for production and operation attended the monthly meeting, listened to reports, made decisions on difficult projects, and put forward requirements for the focus of the next stage of work.

3.2 All employees participate in training and work

The company clearly requires that cadres at department level and above must take the initiative to learn advanced management courses and participate in quick-win projects; all second-level units and divisions must carry out Quick-win project, proficient in eight-step method, A3 report and other tools; organized nearly 6,000 people to learn the advanced management company course (video), and 749 people directly participated in the course teaching; continuous improvement specialists and internal trainers actively trained professional Technical personnel, including the five-step method of operational transformation, effective communication, eight-step method, PPT format and content standards, how to carry out operational projects, etc., totaling 425 people; more than 800 front-line employees were trained.

3.3 Carry out quick-win projects from point to point

First pilot and then comprehensive, first production and operation and then auxiliary departments, actively find improvement points, and carry out quick-win projects according to methods and steps.

Continuously improve the operation transformation project of the second-level unit managed by the commissioner. Go to key assistance units to carry out work every day; take turns to attend morning and evening meetings at the units in charge every day; take turns to attend weekly meetings at the units in charge every week. The director of the company's continuous improvement office participated in the project kick-off meeting and project closing meeting of the secondary unit.

Quick-win projects are divided into five stages: preparation, diagnosis, design and planning, implementation, solidification and improvement. Only after completing one stage can you enter the next stage, which are interlocking and cyclical.

In the preparation stage, it is necessary to form a team (including determining the location, team name, members, office facility configuration, etc.), communicate and interview with relevant personnel, collect original data, plan actions, etc. At this stage, it is necessary to avoid phenomena such as lack of psychological preparation and planning for the challenges faced and the rhythm of each stage.

In the diagnosis stage, it is necessary to diagnose each element of the operating system, organizational structure, philosophy and capabilities to find the key factors affecting performance. At this stage, it is necessary to avoid phenomena such as being too conservative in searching for potential and setting goals that are out of touch with production reality.

In the design and planning stage, it is necessary to make a tactical implementation plan, determine required resources and identify risks, design a management structure to support the new operating system, and determine corresponding concepts and behaviors to strengthen the new way of working. At this stage, it is necessary to avoid phenomena such as empty slogans, unclear rights and responsibilities, and zero asset investment when setting measures. During the implementation phase, it is necessary to achieve full participation, overall planning, tracking progress every day, and coordinating problem solving. At this stage, it is necessary to avoid turning operational transformation into management’s wishful thinking and neglecting the participation of all employees.

In the solidification stage, the new process should be improved and standardized to ensure the transition to continuous improvement. At this stage, we must be particularly careful not to regard operational transformation as a gust of wind movement, and then return to the original state after the wind passes.

During the project development process, the continuous improvement specialist is responsible for progress tracking, method guidance, performance appraisal, etc., to ensure that the project progress and quality are controlled; the director of the continuous improvement office of the secondary unit is responsible for the organization of daily meetings, Analysis and solution of difficult problems, personnel training and assessment, benefit accounting, etc., to ensure the smooth progress of the project; the liaison officer is responsible for ensuring the quality and submitting various statistical data on time, and serves as a link between the superiors and subordinates; the project manager Responsible for project establishment, personnel mobilization and organization, general problem analysis and resolution, benefit calculation, reward application and issuance, etc. to ensure efficient advancement of the project.

4. Implement information management and grasp work progress in real time

4.1 Design and develop a continuous improvement work information platform

Including organizational structure, rules and regulations, publicity With five major functions including reporting, project approval, and project completion review, every user can master all information on continuous improvement work after logging in. Through this platform, tasks such as automatic recording, automatic assignment of tasks, automatic feedback, and automatic assessment can also be realized, which greatly reduces manual work and improves accuracy and work efficiency.

4.2 Barrier-free email communication

Use the corporate intranet to achieve real-time email communication and feedback. Real-time communication and communication can be achieved through email, and traces of communication are always left, which is conducive to data preservation.

5. Use systems to standardize all aspects of continuous improvement work to ensure consistent actions

5.1 Establish and implement 11 systems

Since the continuous improvement work was launched, according to the work As needed, the "Continuous Improvement Work Management Regulations", "Continuous Improvement Work Evaluation and Assessment Rules", "Operation Transformation Project Assessment and Management Regulations", "Operation Transformation Project Implementation Assessment and Management Regulations", "Operation Transformation Quick Win Project Incentives" have been formulated and implemented successively. Plan", "Measures for the Management of Continuous Improvement of In-house Trainers", "Standard Process for Declaration and Issuance of Quick Win Project Rewards", "Standard Process for Reporting Quick Win Project Information", "Working System of the Operation Transformation Project Review Team", "Operation Transformation Improvement" 11 systems, including the "Daily and Weekly Meeting System for Projects" and "Detailed Evaluation Rules for Continuous Improvement Personnel", comprehensively regulate all steps of continuous improvement work, so that all work has a system to follow and must be followed when there is a system.

5.2 Standardize processes, methods, and tools (data formats, meetings), and achieve standardization

Continuous improvement work involves many units and personnel. Without unified standards, collecting and summarizing data will be cumbersome. A complex and inefficient job that does not meet the requirements of modern management. Therefore, the company's Office of Continuous Improvement developed a series of standards.

5.2.1 Clarify the process and standardize actions

In order to ensure program optimization and smooth process, continuous improvement work follows the following process.

(1) Project application process.

The project team applied for the project (controller: project manager) - review by the secondary unit's change office (controller: director of the continuous improvement office, liaison person) - review by the company's change office (controller: Director of the Continuous Improvement Office) - Review by the project review team (Controller: Head of each department) - Project establishment by the company's Reform Office (Controller: Director of the Reform Office)

(2) Project review process .

The project team applied for the project (controller: project manager) - review by the secondary unit's change office (controller: director of the continuous improvement office, liaison person) - review by the company's change office (controller: Director of the Continuous Improvement Office) - review by the project review team (controller: head of each department).

(3) Award application process.

Project team application for rewards (controller: project manager) - review by the secondary unit's change office (controller: director of the continuous improvement office, liaison person) - review by the company's change office (controller: Director of the Continuous Improvement Office) - Review by the Production Department and Finance Department (Controller: Heads of each department) - Based on the approved benefits and rewards, the company's Continuous Improvement Office applies for rewards (Controller: Director of the Continuous Improvement Office) - II The review of the continuous improvement office of the level unit (controller: Director of the Continuous Improvement Office, Liaison Person) - summarize the information and submit it to the Human Resources Department, and issue rewards (Controller: Director of the Human Resources Department, Director of the Continuous Improvement Office).

5.2.2 Develop and abide by meeting standards to achieve efficient meetings

Time standards - the second-level unit holds a weekly meeting every Thursday to summarize the work of the week and plan the content for the next week; the company The Continuous Improvement Office evaluates and assesses each operation transformation project every two weeks (usually on Thursdays every two weeks); the company holds a monthly operational transformation report meeting every month (usually on the first Thursday of each month).

Sign-in standards: All meetings and trainings must be signed in. The sign-in form is divided into columns such as those who should be present, those who are actually present, substitutes, and lateness time to ensure the participation rate.

Content standards - "Code for Efficient Meetings" will be played before the meeting; meeting content will be made into PPT, with unified layout, color, font and font size.

5.2.3 Unify data standards to achieve efficient office

When a quick-win project is approved, the eight-step problem analysis, project implementation TIPS, benefit calculation, and reward distribution plan must be submitted. standard information.

Each quick-win project will submit the continuous improvement office log and KPI indicators every Monday to Thursday; weekly summaries will be submitted every Friday.

Send a summary table of first-level KPIs for implementation projects to company leaders every Friday, allowing leaders to understand project progress in real time.

6. Innovative management methods

6.1 Performance appraisal reform

(1) Sort out the various indicators of the company’s assessment of each secondary unit and determine 3-5 Key indicators affecting the performance of secondary units. Break down the key indicators of the second-level units into devices, teams, and positions, and set 3-5 assessment indicators respectively, so that everyone has indicators and everyone has a clear direction of efforts. Different positions have different assessment coefficients based on work content and difficulty, and monthly bonuses are distributed based on the total amount, fully embodying the principle that the more you do, the more you get, and whether you do well or poorly.

(2) Prepare a reform to continuously improve the performance of commissioners, cancel the existing monthly bonus; refine the monthly work content, adopt a scoring system, and compare the monthly bonus with the completion of the work content, the quality of completion, and the implementation of quick-win projects in charge Bag income and other indicators related.

6.2 Achievements solidification

(1) According to the "Operation Transformation Quick-Win Project Incentive Plan", use the KPI indicators before the implementation of quick-win projects as the baseline to set short-term goals and challenge goals. After the quick win project is implemented, the financial benefits generated by the improvement in the actual performance value compared with the baseline will be distributed proportionally: if the indicator exceeds the baseline and does not reach the short-term goal, a bonus of 5 will be raised; if the indicator exceeds the short-term goal and does not reach the challenge goal, the reward will be increased by 5 The portion that exceeds the challenge target is extracted at a rate of 10, and the incremental portion where the indicator exceeds the challenge target is extracted at a rate of 15. The rewards are accumulated upwards according to the level of goal achievement. The rewards extracted by the second-level units will be distributed according to the predetermined reward plan (including reward scope and personnel coefficient).

(2) Evaluation first and selection of the best: Change the recommendation method to a scoring method, formulate assessment standards for different types of personnel, sort them by scores every month, and select commended personnel according to their scores. In this way, advanced standards can be quantified, and the best will be awarded first, while the selection process will be scientific and fair.

(3) Distribution of quick-win project rewards: Since the continuous improvement work was launched, based on the economic benefits achieved, a total of 641,900 yuan in rewards have been withdrawn and distributed, and 3,560 employees have been rewarded.

7. Focus of work in the next stage

7.1 The concept of continuous improvement of company leaders and department heads needs to continue to change

All employees intentionally or unintentionally form two In one circle, there are employees who participated in quick-win projects, who have changed their concepts quickly, mastered certain methods, and created benefits; in one circle, there are employees who have not participated in quick-win projects, who have no understanding of continuous improvement work and do not want to understand it. , completely distinguish continuous improvement work from your own work.

The concepts of company leaders and department heads also need to be further changed. At present, there are fewer quick-win projects reported and led by agencies and departments, and the quality of the projects implemented is poor. The methods and tools used are not standardized, which does not serve as a demonstration and is not conducive to the application of advanced management methods in daily work.

7.2 The company’s continuous improvement team capabilities need to be further improved

At present, the continuous improvement team can independently carry out production and operation transformation projects, but other professional transformations such as workflow optimization, performance appraisal reform, etc. , not yet capable. Therefore, further learning and training are needed to adapt to the needs of continuous improvement work.

7.3 The company’s middle-level and above cadres need to further improve their abilities

It is necessary to further carry out continuous improvement ability training for the company’s middle-level and above cadres. The key contents include initiative awareness, service awareness, communication skills, tools and Methods etc.

Continuous improvement is not only a job, but also a concept. All employees of the enterprise should actively learn methods, quickly change their concepts, insist on full participation, and make continuous improvements at all times. Only in this way can enterprises maintain their vitality and remain invincible in the cruel market competition.