10 Rational Suggestions for Cost Reduction and Efficiency Increase: 100 Rational Suggestions for Team Teams

Recommendations for rationalization of cost reduction and efficiency improvement (1): 1. Updating concepts and changing management models are the fundamental guarantees for achieving cost reduction and efficiency improvement for all employees. "Everyone is responsible for the rise and fall of an enterprise." Comprehensively strengthen all employees to establish cost management concepts and conservation awareness, require all employees to carry forward the spirit of ownership, act with heart, start from now, start from me, strengthen learning process, master operating skills, and save water, electricity, and materials , put an end to all extravagance and waste, especially the phenomenon of "long running water, always bright lights, long running gas", eliminate "running, popping, dripping and leaking", and use the "six savings" to reduce consumption and increase efficiency. Try to use natural light in the office during working hours. When lighting conditions permit, indoor lighting equipment is not allowed to be turned on. The use of natural lighting is encouraged in office building corridors, toilets and other public places. Lights are generally not turned on during the day, and the time and number of lights turned on at night should be minimized. Develop good energy-saving habits. When office workers leave the office, turn off the main switch on the power strip or unplug the power plug, so that "lights go out when people leave, and lights turn off when people leave."

2. Creating "high-quality projects" is an effective way to reduce costs and increase efficiency for all employees. In response to the severe situation faced by production and operations this year, we have always adhered to the business philosophy of "survive by quality and develop by service" Concept, strictly strengthen quality management, build "quality projects", implement job quality responsibilities, implement quality tracking management, and strictly implement the process quality standards of each class. If quality problems occur, those responsible will be directly investigated and punished according to the quality reward and punishment system. , the close connection between strict quality management and its own efficiency prompts every team and every employee to firmly establish the awareness of "guaranteing quality and quantity". During construction, while doing a good job in on-site basic work, every road in the construction well Process quality is divided into several quality management points for division of labor and unified acceptance.

3. Strengthen strict management and conduct benchmarking activities throughout the entire production process. Production is a dynamic process that is constantly changing and cyclical. Only by carefully organizing the production process and searching for the best indicators , all elements of continuous production are operating in the best condition, and the various production elements invested by the enterprise are organically combined with the best indicators, so that the product can have the shortest journey, the most time, and the least occupation and consumption during the production process. In this way, greater production results and economic benefits can be achieved. Therefore, supervision should be strengthened in actual production, construction should be carried out in strict accordance with operating procedures, and regular circulation of the working surface should be ensured.

Rational recommendations for cost reduction and efficiency improvement (2): 1. Implement OA system to improve office efficiency and reduce office costs

Through the concept of paperless office, reduce the quality assurance department’s The paper requirements for inspection sheets, report sheets, and abnormal report sheets can reduce the use of printing equipment and printing supplies, and also solve the problems of difficult storage and troublesome transportation of paper documents. On the other hand, the use of this system reduces manpower consumption, reduces the transfer time of wasteful processes (for example, the inspector needs to find someone to sign the report according to the process), and improves work efficiency.

2. Quickly respond to on-site quality abnormalities and reduce downtime losses

Based on the "Three Presents" principle and the "PDCA" concept, implement a rapid feedback mechanism on the production site and implement QRQC quality management. During the product processing process, we use "self-inspection and inspection" control methods to promptly curb the production of defective products, implement and promote on-site improvement and improvement plans, adopt process control methods that relax or terminate, and clarify and control rework or rejection. The cost of materials is reduced to ensure the normal progress of the next process, thereby reducing the loss of internal quality failures.

3. Improve the efficiency of final inspection, avoid defective products from leaving the factory, and reduce external complaints and quality losses. Clarify the quality characteristics of the product, focus on the key points of inspection and control, and eliminate the occurrence of quality faulty parts by quantifying the final inspection items and using special inspection tools to strictly or 100% control the key quality characteristics inspection links of the product. outflow to ensure 100% qualification rate of external products, thereby reducing external quality feedback and complaints and reducing external processing costs.

4. Implement effective management of on-site inspection tools to improve the usage rate and life of measuring tools

Adopt the concept of "lean production" and do a good job in statistics and production of special measuring tools at the production site. Cataloging and management ensure that on-site quantities and inspection tools can be found, recorded, inspected, maintained and managed in a unified manner, and the status of each piece of measuring and inspection tools is clearly defined.

Put an end to the three chaotic phenomena of "displacement, random handling, and misuse" of measuring tools, thereby reducing the risk of wear and loss of measuring tools, extending their validity period, and reducing the cost of purchasing and remanufacturing measuring tools.

Rational recommendations for cost reduction and efficiency improvement (3):

Since January 20XX, the mechanical and electrical team of the 330/340 workshop of the Pudong Route Department of China Eastern Airlines Co., Ltd. Engineering Technology Company has been working closely Focusing on the current central work of "containing losses, reducing costs and increasing efficiency" and combining the actual working conditions of the electromechanical group, we carefully formulated the implementation details of "reducing costs and increasing efficiency" and strictly implemented them.

The electromechanical team of the 330/340 workshop of China Eastern Airlines Pudong Route Department has taken specific measures to promote savings and efficiency and optimize the working hours of each working group. We have strengthened training for each maintenance personnel and the technical capabilities of each personnel, and optimized and reorganized the staffing of each working group. In particular, new employees follow senior masters with rich maintenance experience. We diligently insist on reducing costs and increasing efficiency in maintenance work, saving every aviation material and consumable part. From large components to small fuses, we never waste anything and make efforts to control maintenance costs.

Here, our 330/340 workshop electromechanical team puts forward some rational recommendations for cost reduction and efficiency improvement:

1. Make full use of remaining oil. In daily route maintenance work, we often add lubricating oil and hydraulic oil to the aircraft, and aircraft-specific lubricating oil and hydraulic oil are very expensive. We often refuel aircraft, and after completing the work, there may be half or more than half a barrel of fuel left. We recommend that in future work, if there is any remaining lubricating oil, take it to the tool room and pour it into the IDG refueling can;

If there is any remaining hydraulic oil, take it to the tool room and pour the hydraulic oil into it. In the car. In this way, the fuel can be fully utilized, which plays a role in reducing route maintenance costs.

2. In line maintenance work, the application for consumable parts requires line maintenance personnel to receive as much as they use. During our flight maintenance work, we often need to replace old fluorescent tubes, sesame lamps, etc.;

When replacing aircraft wheels, we need various consumable parts such as cotter pins. The consumable parts used on various aircraft are also relatively expensive. In order to avoid applying for more consumable parts than the actual ones used, resulting in a waste of consumable parts, we recommend that in future route maintenance work, apply for consumable parts. Get as much as you use. If the quantity of consumable parts applied for is low, don’t be afraid of trouble and apply for consumable parts again. If you apply for multiple consumable parts, fill in the available parts return form and return the consumable parts that are intact and can be used next time to the aviation material warehouse. This can prevent excessive waste of consumable parts and truly reduce the cost of consumable parts.

3. During the course of line maintenance, we often encounter situations where the replaced components may only have partial problems. In most cases, the relevant parts maintenance department can continue to use them through simple renovations or even just repairs. For example, we often replace the fluorescent lamp components in the cabin, removing the failed fluorescent lamp components and replacing them with new ones. In the past, old fluorescent lamp components were thrown into the trash. In fact, the reason for the lamp holder and lamp holder in the old component may be that the circuit in the old fluorescent lamp component is aging and the circuit is broken. It may be that the contact is not good, or it may be that Transformer failed. Through simple renovation and repair by the relevant parts maintenance department, the fluorescent lamp assembly can continue to be used, thus saving one new fluorescent lamp assembly. There are countless situations in which aviation materials can continue to be used by simply repairing them. This requires our maintenance personnel to be frugal. Many things that only require a little effort can save the use of aviation materials and consumable parts.

As long as we adhere to the idea of ??cost reduction and efficiency improvement, and truly implement cost reduction and efficiency improvement into daily line maintenance work, I believe that our line maintenance maintenance staff must be able to create a new life and reorganize China Eastern Airlines into a new one. situation.

Reasonable recommendations for cost reduction and efficiency improvement (4):

When it comes to cost reduction and efficiency improvement, many people talk about turning off lights when people leave, turning air conditioners on late and turning them off early, saving water, etc. Saving paper, etc., are all measures to reduce costs, but the author believes that to truly reduce costs and increase efficiency, we must seize key links such as human resources, processes, and systems. Put people first to reduce costs and increase efficiency. The biggest waste is the waste of talent. Only by increasing the efficiency of talents can we truly increase efficiency.

The main types of talent waste are as follows:

First, talents are idle. Excellent talents are not assigned challenging tasks, or the workload is not full. It is necessary to tap the potential of talents, maximize the potential of talents, and realize that everyone can make the best use of their talents.

The second is improper allocation. Human resources are not allocated according to the requirements of the right person for the right position. A was assigned to position B, which is a bit pretentious. This requires the employing department and the human resources department to jointly strengthen the dynamic management of talents, truly understand and record the talents of employees, assign positions according to talents, and realize the right talents for the right positions.

Third, the improvement of personnel quality is slow. With the advancement of science and technology, if the potential is not improved, talents will slowly become mediocre. Only through continuous training, testing, and assessment, the building of learning ability should be regarded as the main focus of building corporate competitiveness, and knowledge management should be regarded as an aspect of corporate management. In important aspects, only by taking learning ability, application ability, innovation ability and knowledge as the basic assessment points for promotion and appointment can we effectively improve the quality of talents. The fourth is the internal friction of personnel functions. This is mainly due to the reasons of system and process. Talents are allowed to do things like detours, running errands, and gossiping, which constitutes a waste of talents. Only by regularly and irregularly adjusting, modifying, and optimizing various processes and systems can we truly solve the functional waste of talents.

Fifth, the staff's work awareness is not in place. This is mainly caused by the culture, atmosphere, and habits, which is the difference between "I want to work" and "I want to work." Through the publicity and exaggeration of corporate culture, an atmosphere of "wanting to do things, being able to do things, doing things successfully, and doing great things" should be created. Most people can complete the work according to job responsibilities or leadership arrangements, but employees who really want to do things and can do things can be called talents. They can expand and expand while doing a good job. This is the subjective initiative and enthusiasm of employees. . Sixth, external brain waste. To do work is not to do all the work by oneself, nor to work only relying on one's own experience, but to make full use of external brains and external forces, through "borrowing" and innovation, and achieving transcendence on imitation, in order to do a good job. Personality is a challenging job that you have never encountered before. You can't do it behind closed doors, but you have to boldly borrow your brain.

Improve the system to promote cost reduction and efficiency improvement. Institutions are a key factor in enterprise development. To reduce costs and increase efficiency, we must first solve problems from the institutional perspective, avoid waste and deficiencies in the system, and use systems to promote and ensure cost reduction and efficiency improvement.

First, regularly sort out and clean up the various rules and regulations of the enterprise, abolish, modify, improve and supplement the outdated systems that cannot meet the current and future management and development requirements, so that the system can become a promotion It is a catalyst for corporate management, development and cost reduction, rather than a stumbling block that hinders corporate development and consumes human, material and financial resources.

The second is to formulate and improve the system to promote the enterprise's cost reduction and efficiency improvement, especially the assessment and reward system for cost reduction and efficiency improvement, so that cost reduction and efficiency improvement become the primary thinking condition for employees' thinking and work, and ensure that cost reduction and efficiency improvement are carried out. The source of this efficiency enhancement.

The third is to formulate a management system and clarify the system management in documents. The key points of this system are the establishment and modification process of the system and the clarification of authority and department responsibilities. Anyone can issue a document and formulate a system, and it will be chaos. At the same time, system management is a matter of constant innovation and long-term effect. We must resolutely put an end to the idea of ????once and for all, and regularly organize, modify, and publish regularly.

Optimizing processes supports cost reduction and efficiency improvement. After BPR, China Telecom's various processes have been sorted out and optimized to varying degrees, which has promoted the improvement of China Telecom's management level. But the world is developing, and change is normal. At this moment, many process specifications are no longer able to meet current needs, and have even hindered the development of enterprises, wasting and consuming a lot of human, material and financial resources of enterprises. To adapt to the enterprise's internal and external environment and development needs, it is necessary to continuously optimize and innovate the enterprise's operational processes, financial processes, personnel processes, and customer processes, and improve various processes with customer orientation, efficiency orientation, and profit orientation (cost orientation) , strengthen the control and assessment of process nodes, so that the previous node serves the next node, and the next node supervises and assesses the previous node, forming a working mentality and atmosphere among employees that does not affect the smooth flow of the next node and the entire process because of their own nodes. , adapt the process to the needs of competition and development.

Rational recommendations for reducing costs and increasing efficiency (5): Scientific development to reduce costs and increase efficiency

Currently, the financial crisis triggered by the subprime mortgage crisis in Europe and the United States has had a serious impact on the international financial market. Economic growth has slowed down significantly, with negative growth occurring in some areas. Unstable factors in the international economic environment have increased significantly, and the impact on our country's economy has gradually emerged. In the economically developed southern coastal areas of my country, some large-scale enterprises have closed down and stopped production.

Reducing costs and increasing efficiency starts with me

"Reducing costs and increasing efficiency" is the theme of the group company's management work this year. Since the first quarter, various departments have implemented various measures according to the requirements of the group company. The actual situation put forward respective cost reduction projects and measures, and took careful measures to implement them. Some projects have already achieved initial results, which shows that under the promotion of the company's leaders, cost reduction and efficiency improvement have been deeply integrated into the company's operating activities as a management project. Reducing costs and increasing efficiency in detail does not mean negating our existing working methods. The premise must be to ensure the normal development of enterprise production and operations. Therefore, the implementation of cost reduction and efficiency improvement should have a systematic process. In this regard, The experience of Handan Iron and Steel Co., Ltd. is particularly worth learning from. They divide the cost reduction process into four links: "sweeping", "picking up", "digging" and "development". Each link requires starting from a small place and spending time on details. , pay attention to all cost factors, and gradually challenge the cost limit. "Sweeping" means standardizing daily costs and expenditures, controlling utilization and consumption through refinement, optimization, and strengthening daily management, plugging loopholes, and achieving the goal of cost reduction. Such as material consumption limits, quota control of office expenses, blocking leaks of water, electricity, coal, steam, etc. These methods can be achieved only by sound control measures of the relevant responsible management departments.

"Scavenging" mainly focuses on repairing old materials and recycling them, saving energy and reducing consumption. By making a fuss about existing resources and waste

materials, we can improve their utilization efficiency. For example, through the replacement of old materials and spare parts, repair and recycling, and selection and sorting, the overall consumption of material spare parts can be controlled;

By improving operating methods, work efficiency can be improved and ineffective consumption can be reduced.

The "digging" stage is reflected in small reforms, technology and management innovation. Through transformation, reform and innovation, the potential of human resources, equipment, capital, information and other resources is tapped. For example, improving equipment efficiency and reducing consumption through the transformation of key components of equipment;

By implementing management reforms to reduce human resource costs, etc.

The "development" stage is the highest level of cost reduction and efficiency improvement. It means comprehensively considering all the resources of the enterprise, and upgrading from frugal cost reduction to development cost reduction through adjustment, planning, integration, etc. , improve the comprehensive economic benefits of enterprise resources. Such as changing the production process, optimizing the operation mode, rebuilding the process structure, etc.

It can be seen from the above four links that reducing costs and increasing efficiency is actually a process from easy to difficult, from "sweeping away floating wealth" and "picking up money" to "deeply tapping potential". Maybe in our daily work we are "sweeping", "picking up", "digging", and sometimes even trying to "develop", but if every department and everyone can carry out their work systematically from the above links , starting from a small place and paying attention to details, our "cost reduction and efficiency improvement" project will create a new situation.

People-oriented approach to reducing costs and increasing efficiency

The benefits of an enterprise are created by its employees, so reducing costs and increasing efficiency must be based on people-oriented thinking. Starting from the actual production and life of employees, through education, we improve the ideological consciousness of each employee of the enterprise, establish the ideological outlook of the masses who suffer all losses, and prosper the masses, and carefully make suggestions for reducing costs and increasing efficiency. A good commander is the key to our victory. Leaders must not only have high quality and talent, but also have cohesion. Leaders must also be good at mobilizing the enthusiasm of each employee. Reduce costs by reforming the company's internal system, and create new efficiency points by planning the company's development direction.

All employees of Ningbo Conch Cement Company fully combine their own characteristics and actively carry out cost reduction and efficiency improvement, contributing to the development of the enterprise.

First, carry out ideological education carefully.

Through education, our ideological consciousness has been further improved. On the one hand, we insist on starting from the little things around us at work, and carefully correct the problems that are not inspected at work, such as: shutting down the computer printer in time when not in use;

< p> When printing non-important documents, try to use waste paper and double-sided printing;

Try to turn on the lights as late as possible or not turn on the lights, so that every penny saved is worth a penny, and a little adds up to a lot. On the other hand, the debugging department carried out a series of activities such as "technical competition" and "internal rolling training". Through learning, we have enriched our knowledge reserves, corrected our work attitudes, and improved our work efficiency and enthusiasm for work.

The second is to achieve the goal of cost saving and efficiency improvement through a series of reform plans in decision-making. First of all, by compressing business trip time, work efficiency is improved and work costs are saved;

Secondly, the work process is standardized. Standardization work is one of the important measures for the company's refined, scientific, professional, and standardized management. It has very important benefits for the company to sort out professional technologies, standardize operating procedures, and improve production efficiency. By carrying out standardization work, the work time has been shortened to a great extent and the systematicness and accuracy of the work have been improved;

Finally, the development process has been clarified by improving the internal structure reorganization and dividing the work scope. Zhang Xiang has expanded his business scope and strengthened his company's core competitiveness. If we further develop the weighing market, we will gradually expand from professional platform weighing to the private market. Grasping the individual is equivalent to grasping the whole at a macro level. Conch people insist on people-oriented, unite as one, start from a young age, step by step, and work together to build our harmonious family.

Technology to reduce costs and increase efficiency is the core

"Science and technology are the primary productive forces." Reducing costs and increasing efficiency starts with innovation, carefully developing new technologies, saving labor costs, and improving the efficiency of enterprises. The scientific and technological content and R&D strength of independent intellectual property rights enhance the competitiveness of enterprises. At Conch, technological innovation and challenging the limits are the goals we constantly pursue and the driving force for our continuous development and growth.