14 rational suggestions for enterprises to reduce costs and increase efficiency

1. Use familiar slogans to solidify the concept of cost (for example: put an end to long running water, long-lasting lights, and long-running gas. Eliminate running, popping, dripping, and leaking)

2. Enterprise investment, etc. For major decisions, the overall impact of costs plays a decisive role

3. Use special activities to rectify cost problems (for example: forging "high-quality project special activities" linkage and targeting)

4. Popularize online Work in a timely manner and maximize the value of every bit of time.

5. Respond quickly to resolve anomalies among front-line staff and feedback customer information immediately

6. Use lean management to do preventive management (the best ones stand out in fire-fighting competitions, and those who prevent minor mistakes will Things, but few people pay attention to them, this should be the focus of the enterprise's cost reduction and efficiency improvement management)

7. Systems serve as a guarantee for cost reduction and efficiency improvement

Regularly review the company's various rules and regulations Sort out and clean up, abolish the outdated systems that cannot meet the current and future management development requirements, modify and improve them, and make the system a catalyst for promoting the development of enterprise management and reducing costs;

Formulate and improve the promotion The enterprise's cost reduction and efficiency improvement system clearly defines the assessment and reward mechanism for cost reduction and efficiency improvement, making cost reduction and efficiency improvement the primary examination condition for employees' ideological work, and controlling the source of cost reduction and efficiency improvement;

Develop a management system and clarify the system management documents.

8. Good processes are the universal key to reducing costs and increasing efficiency. Hamo’s high-level processes and Chandler’s low-level processes (organizations are static responsibility structures, while processes are dynamic responsibility structures) , able to easily define each role and each job)

Process stakeholders are the core issue behind the process. When optimizing the process, enterprises must clarify the demands of the four types of people on the process.

Grassroots employees are the key to execution;

Middle managers are process leaders;

Corporate executives are the acquirers and allocators of resources;

Corporate shareholders focus on long-term interests

9. People-oriented cost reduction and efficiency improvement; talent waste mainly includes the following types

Talents are idle and outstanding talents are not assigned challenging tasks Or the workload is not saturated.

It is necessary to tap talents to maximize their potential and realize that people can make the best use of their talents.

Improper allocation and failure to truly follow the requirements of suitable trial positions. Resource allocation

It is necessary for the employing department and the human resources department to jointly strengthen the dynamic management of talents and truly understand and record the characteristics of employees, so that they can assign the right people to the right positions according to their talents

Improve the quality of personnel Slowly, science and technology are advancing, and if potential is not improved, talents will slowly become mediocre

Through continuous training, testing, and examinations, learning ability building should be regarded as the main focus of building corporate competitiveness. Knowledge management is an important aspect of enterprise management. 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 internal friction of personnel functions is mainly due to the system Because of the process, talents are forced to make detours, run errands, and talk nonsense, resulting in a waste of talents

Only by regularly and irregularly adjusting, modifying, and optimizing various process systems can we truly solve the problem of talent problems. Functional waste

The staff's work awareness is not in place. This is mainly caused by the atmosphere and habits, that is, the difference between drug work and what I want to do. It must be through the publicity and exaggeration of corporate culture to form a desire to be a director. An atmosphere of being able to do great things, doing great things, and doing great things

Only employees who really want to do great things, do great things, and are capable of doing things can be called talents. They do good work and expand at the same time. This is the subjective view of employees. Initiative and motivation

External brain is a waste. To do work is not to do all the work by oneself, nor to work only relying on one's own experience.

It is to make full use of external brain and external forces to gain experience. Laihe innovation is imitating. This is to achieve transcendence so that we can do a better job instead of working behind closed doors

10. Pay attention to the cost of human behavior

All costs of an enterprise are Cost control is brought about by behavior. In the final analysis, cost control is behavioral cost control (for example: employees’ choice of transportation)

Under the same conditions, how can employees actively choose low-cost travel and solidify it? This choice preference is an essential issue of cost reduction and efficiency improvement, and it is also a value-oriented issue at the corporate culture level

Developing standardized work procedures is important for enterprises to sort out professional technologies, standardize operating procedures, and improve production efficiency. A very important role

Clarifying the internal structure, reorganization and division of work scope among talents can expand the business scope and strengthen the core competitiveness of the enterprise

11. Optimization Organizational structure integrates resources

Regularly hold job exchanges among managers, use reasonable time to organize various training projects, revise and improve the organizational manual, rights and responsibilities manual, job description, economic responsibility system and performance evaluation system.

Adjust the bonus distribution method, configure the distribution form of competition and professional promotion, tilt the bonus to front-line employees, tilt it to key positions, and exert a leverage and incentive effect on units and individuals who have made contributions.

To promote standardization work, the concept of standardization must be integrated into all management work, standardize all regulations, and through the revision of management technology, operation and maintenance and other job standards, all management requirements, technology Indicators and other elements are included in the standards.

12. Use data to deepen cost reduction and efficiency improvement projects (after the initial cost efficiency data appears, retention and condition analysis must be done, which will have a huge impact on subsequent improvement standards and cost management) < /p>

13. A strong and effective supervision mechanism is needed (the supervision mechanism is like playing the role of the black-faced Bao Gong in a drama. This type of person needs to be good at gaming. And the power of bottom-line supervision can be given to an independent department. , such as the audit or supervision department, or it can be an independent function of a certain department)

14. Predict and avoid risks, convert unpredictable costs into controllable costs

Necessary to avoid market risks Cost (many companies attach great importance to sales but ignore the collection of market information, leaving behind products)

Costs required for innovation (product innovation, market innovation, organizational innovation, etc.)

The cost of avoiding risks in the business process (one part is depreciation, and the other part is the use of various financial instruments to avoid risks)

Cost reduction and efficiency improvement are not just about focusing on costs, but actually focusing on profits. To obtain, you must lead, motivate and encourage employees to develop creative products and marketing strategies, ensure that technology and R&D are industry-leading, and be able to provide customers with high-quality and efficient products or services.