The goal of Dongci: China first, the world first.
Dongci tenet: quality first, customer first.
East magnetic spirit: unity, truth-seeking, pioneering and hard work.
East Magnetic Oath: Pursuit! Never reach the finish line
Dongci's staff style: love and dedication, the pursuit of Excellence.
Dongci employees pursue: tomorrow will be better.
The working attitude of Dongci employees: concentric, loving, confident, dedicated and persistent.
Dongci's quality policy: endless pursuit of quality perfection, meticulously meet customer needs.
Dongci's management policy: quality strives for development, reputation expands the market, new products seek efficiency, and innovation builds magnetic capital.
Dongci's factory policy: pay close attention to production, strictly manage, actively manage, rationally arrange and care about life.
Dongci's development strategy: more tripod columns and high-level base construction
The development direction of Dongci: enterprise scale, product level and management level.
Dongci's principle: guarantee quality, reputation, cost, relationship and leadership.
Dongci's code of conduct: tell the truth, do practical things, keep reputation and respect customers.
Dongci's requirements for employees: wholeheartedly start a business and make persistent efforts.
The relationship between Dongci and employees: I get rich by Dongci, and Dongci develops its core values-"equality, respect, trust and affection" by me.
Values dominate personal behavior, and employees' loyalty to the enterprise is closely related to their recognition of corporate values. Dongci advocates "equality, respect, trust and affection", adheres to the concept of "people-oriented", changes the thinking inertia of looking up and attaching, strives to create a harmonious, fair and free atmosphere in the whole company, enhances the sense of cooperation with others, and thus creates greater social wealth.
equality
The identification of enterprise strategic objectives and the clarity of each step of strategy implementation are inseparable from internal communication. Some closed managers of enterprises have no right to know, do not know much about the daily affairs of enterprises, and do not know the direction of the whole enterprise. The growth of enterprises needs the disclosure of information. If employees are disgusted at work because of the lack of a working atmosphere of mutual equality, mutual respect, mutual trust and lack of affection, it will be unfavorable to the working atmosphere of employees in the enterprise and the long-term development of the enterprise.
Equal communication can stimulate employees' creativity and cultivate their sense of belonging, but equal communication is not naturally formed, nor can it be solved by an administrative order. Managers are first of all active advocates of equal communication and actively communicate with employees. In Dongci, the position is not high or low, but represents work. All employees only need to do their jobs and do their jobs within the scope of their duties. In addition to asking the direct supervisor for general work, if employees have different opinions or requirements, they can go beyond the level and report, and the leader cannot retaliate against the reported employees. Dong Ci's "equality" is also reflected in his works. Colleagues "don't call their titles, call them by their first names", only have job responsibilities, but no ranks.
respect
According to Maslow's theory of human needs, above human value is the realization of personal self-worth, that is, the desire for fame and respect, which requires efforts to create a culture of respecting people in enterprises. We advocate the values of mutual respect in Dongci. Respect means appreciating others' work, respecting others and giving more praise. Fame and respect not only belong to the leadership of the enterprise, anyone who performs well in their respective posts enjoys the respect of others. In Dongci, star employees will appear in any position. Whether it is an obscure technical expert or an outstanding marketer, as long as the company has made achievements, it will be fully affirmed and recognized.
In order to commend outstanding employees, Dongci will select advanced collectives and individuals of the year every year, and commend advanced enterprises, innovative individuals and advanced individuals recommended by TQM. Let every excellent employee fully feel the pride of being a East Magnetist.
trust
As a legal person, an enterprise is composed of natural persons and surpasses them. Dongci advocates mutual trust between employees and between superiors and subordinates. For the assigned tasks, leaders should fully trust and authorize their subordinates, regardless of the process, and only pay attention to the perfection of the work results. Good work performance means good work, and there is no reason for bad work performance. The workflow is solved, designed and planned by employees themselves, which is the responsibility of employees. If the result is not good, blame others and give reasons. This is not a good leader or a good employee.
Emotional bond
Family culture is the adhesive to enhance the cohesion of enterprises and the lubricant to the external relations of enterprises. Dongci put forward family culture, aiming at not only having a competitive atmosphere, but also forming a soft culture in the whole company. Dongci's oath is "Dongci is my home, and I love my colleagues like brothers." Dongci employees are all brothers and sisters, and * * * enjoys family ties. The employees of Dongci have difficulties, and the company gives the greatest help and care. According to statistics, in 2004, Dongci raised a total of140,000 yuan for poor households, and since the beginning of 2005, * * * visited the families of work-related injuries 17 times. On holidays, company leaders will also take time to visit poor households and retired employees.
Values dominate personal behavior, and employees' loyalty to the enterprise is closely related to their recognition of corporate values. Dongci advocates "equality, respect, trust and affection", adheres to the concept of "people-oriented", changes the thinking inertia of looking up and attaching, strives to create a harmonious, fair and free atmosphere in the whole company, enhances the sense of cooperation with others, and thus creates greater social wealth. Dongci's new management thinking-"beyond the scope, active service and active management"
"Mountains change with the times, water changes with the times, and people change with ideas". What kind of thinking will lead to what kind of behavior. Management thinking and company values are the foundation of management. In order to promote its own development, Dongci put forward a new management concept of "beyond the scope, active service and active management"
out of range
Dongci believes that all cadres, employees, units and departments in the company have the same purpose and only one result. In order to pursue the perfection of this kind of work result, they can go beyond the scope of personnel rights in the process of work.
In today's most enterprises, especially those in China, there is a behavior habit of taking personnel rights as the boundary in the management of various departments, that is, I don't care about this matter or this person, so I don't care. However, the workload of enterprises is often relatively large, especially involving some important work, which will not be limited to their own jurisdiction.
Dongci's management has long felt this problem. In order to make all departments cooperate closely and improve the execution of the enterprise, the management of the company headed by general manager Jin proposed to set up a management beyond authority and scope within the company.
For example, is it only the business department's business to deliver products safely, timely, with good quality and quantity to customers? Of course not, it also involves all aspects of production, quality, transportation and service. Many people will be involved in the work (including those who are not within the jurisdiction of the department). It cannot be said that one of them is not within the jurisdiction, so it will be left alone, resulting in problems in the work results. In the East Magnetic Company, the correct way is that the management minister should gather all the relevant personnel involved in the work (including those who are not under the jurisdiction of the personnel department) to explain, train and assign tasks, and track and manage them in the work in order to achieve the best results.
Dongci will never allow the concept of a manager to be bound by power and scope, because the reason why the company hired you as a manager is to use your business thinking and management methods to coordinate the relationship with various departments and make full use of the company's various resources to complete business work. If you don't have this ability, you are not qualified to stay in management positions.
active military service
Dongci requires everyone to have the spirit of active service. This kind of active service covers a wide range, including active management, active guidance and active help. In a word, in Dongci, everyone should take the initiative to do the work. As long as other people's work meets their own work goals, they have the responsibility to "serve" him actively. In terms of active management, for example, the average sales of salesmen in the soft magnetic department of the company is about 20 million/year, and the sales of salesmen who help sell soft magnetic products in the permanent magnetic department are 50 million/year. The expenses, wages and travel expenses of salesmen are reimbursed by the permanent magnet department. In this way, the salesmen of the soft magnetic department and the salesmen of the permanent magnetic department who help the soft magnetic sales, as the management ministers of the soft magnetic department, will certainly like the salesmen of the permanent magnetic department. Since you like the salesman in the permanent magnet department, the manager of the soft magnet department should take the initiative to care about the salesman and understand the customer situation and sales situation of the permanent magnet salesman. In fact, "care is management", and the minister of management actively cares about salesmen, which is the consciousness of active management and an aspect of active service.
Active management
Dongci implements active management. When did General Manager Jin ask all cadres in the company to dissect books and things in training during their study, and not to copy them mechanically? Active management is to combine the company's practice and then summarize the management that can promote the progress of enterprises.
Active management is the most valuable and competitive management, and it is also the management that employees listen to most. If the management blindly copies other people's things, it will make you confused and confused.
Dongci believes that management should be combined with the actual situation of enterprises, with simplicity and efficiency as the first priority. For example, Dongci has carried out efficiency management, made several tables accordingly, trained employees to understand, analyze and improve, and then planned training (such as counting daily non-working hours, analyzing the reasons for non-working hours, improving ideas and increasing output), and then selected training assessment indicators (assessing output value or tonnage). 36 Management-6S Management
1. Tidy up: Tidy up the articles within the scope of work every day to make them clean, clear and comfortable.
2. Rectification: rectify the work area every day, place all kinds of articles for semi-finished products and finished products, ensure the cleanliness of the production site and warehouse, and place work instructions as required.
3. Cleaning: Clean the working area every day and continuously improve the quality of the working environment.
4. Cleanliness: Keep the working area clean and sanitary, and constantly improve the quality of the working environment.
5. Safety: ensure the personal safety of the company's property and employees and prevent safety accidents.
6. Literacy: improve personal literacy, abide by company rules and regulations, abide by national laws and regulations, and strive to be civilized employees.
Three-six management-six-horse management
Suitable horse management is process capability management, that is, the control of the deviation between the process distribution center of factory product processing and the center of tolerance zone (specification zone). The correct implementation of six-horse management will greatly promote the transformation of factory management theory and management thought, from ex post control to ex ante prevention, and promote prevention work, which will play an obvious role in reducing quality cost and quality loss. The implementation of Six Sigma Management requires the factory to manage the distribution center of product quality characteristics in process processing around how to approach the center of tolerance zone (specification zone) all the time, and strive for corresponding improvement measures to control the process capability index on this basis.
36 management-managing six things
Implement six things management: that is, every cadre must think out six things to do the next day in advance every day and record them in his notebook. Six things management emphasizes preparation in advance. Only by making preparations in advance can we actively and effectively advance the work. Therefore, six things should be written first, not done first. These six things do not require more or less writing, but must be written six times a day (except Sunday and holidays).
36 management σ3S management
1, training professionals
2. Pay attention to waste (defect) management.
3. Improve the ability of error correction and establish software.
1, 2, 3, 4 plan management method
1, 2, 3, 4 planning management method is to clarify the working procedures and working ideas before developing new products and materials, and turn all vague things into clear procedures. Specifically, you need to do four steps: 1, 2, 3 and 4:
1. Digestion and absorption: it is a written document that confirms and analyzes the test conditions, test methods, instruments, meters, fixtures, etc. of samples provided by customers, and describes them in detail. If the company does not have the same testing equipment as the customer, it should work out the corresponding testing method according to the samples provided by the customer, and then provide the testing method, testing conditions and testing equipment used by the company to the user for confirmation by email or fax, and provide samples for confirmation if necessary;
2. Conversion control: the characteristic values of samples provided by customers are converted into technical parameters that can be controlled by our company;
3. Process formulation: It is to formulate corresponding quality control standards and production process standards according to the requirements of technical parameters.
4. Training and implementation: It means to fully publicize the above items 1, 2 and 3 to all relevant staff so that everyone can know and fully understand them.
TQM management
TQM management refers to taking quality as the center, advocating all employees to participate in putting forward rationalization proposals, and stipulating that employees will be rewarded separately regardless of whether their rationalization proposals are adopted or not. If it produces economic benefits, it will be rewarded according to the proportion of economic benefits. This will improve employees' sense of ownership.
Source management
Source management is to grasp the root of the problem. In other words, to solve the problem, we must first find its root, and then solve its source according to this root. Only by grasping the source can we solve the root of the problem.