Rational suggestions for reducing costs, improving quality and efficiency

Rational Suggestions for Reducing Costs, Improving Quality and Efficiency

Rational Suggestions for Reducing Costs, Improving Quality and Efficiency. Reducing costs has always been a problem that many companies have been solving, but if you want to reduce costs, it is It is difficult, so many companies can only improve product quality. Let me briefly introduce to you some rational suggestions for reducing costs, improving quality and increasing efficiency. Rational suggestions for reducing costs, improving quality and increasing efficiency 1

1. Updating concepts and transforming management models are the fundamental guarantees for reducing costs and increasing efficiency for all employees. "Everyone has something to do with the rise and fall of an enterprise." responsibility". 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 "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 each 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, each 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 order to achieve greater production results and economic benefits, it is necessary to increase supervision in actual production, strictly follow the construction procedures, and ensure the regular circulation of the working surface. Reasonable Suggestions for Reducing Costs, Improving Quality and Efficiency 2

When it comes to reducing costs and increasing efficiency, many people talk about turning off lights when people leave, turning air conditioners on late and turning them off early, saving water, saving paper, etc. These are all It is a measure to reduce costs, but the author believes that in order 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. There are mainly the following types of waste of talents: 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 the functional waste of talents be truly solved.

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. The first is to regularly sort out and clean up the various rules and regulations of the enterprise, and abolish, modify, improve, and supplement those that are expired and cannot meet the current and future management and development requirements, so that the system can promote enterprise management and development to a higher level. It is a catalyst for cost reduction, rather than a stumbling block that hinders the development of enterprises and consumes manpower, material and financial resources. The second is to formulate and improve the system that promotes enterprise 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 the source of cost reduction and efficiency improvement is properly controlled. . 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.