What does production include?
You must manufacture and deliver products according to customers' needs, according to the scheduled time, acceptable quality and the lowest possible cost. 1. Find out the "limiting steps" that determine the whole production process, and establish the production process on this basis, and draw up the process plan around the most critical steps. 2. The most time-consuming, expensive, sensitive and difficult step or project is the limiting step in the whole process. 3. Process planning should focus on the most critical steps. The best solution is to achieve the ideal delivery speed and quality at the lowest cost. Whenever possible, online inspection (process control) should be used to avoid sacrificing product testing methods. 6. Raw materials will become more and more valuable in the production process, so we must adhere to the principle of "early detection and early solution".
Not only production, such as personnel recruitment, article forming, process design, etc. , all the same. The more energy, time and money are invested, the higher its value and the higher the cost of discarding, so it needs to be found and solved as soon as possible. Similarly, if you find a risk point (mistake) in the marketing process, you must correct it at the first time, otherwise the cost will be higher and higher in the future.
production control
1. Each indicator must be evaluated according to different business objectives, so that the whole set of indicators can play a role. 2. The core is aimed at different goals. You must check the key indicators every day to ensure that the problem is solved before it becomes too bad. 4. Avoid overreaction by "exponential matching", because then you can know the possible side effects while reacting.
The first principle of indicators: something is better than nothing. An effective indicator should be to evaluate the output, not the production activities before the output. Evaluating the performance of a business person focuses on how many orders (outputs) he grabbed, not how many phone calls (activities) he made.
The second principle of indicators: good indicators should be used to measure concrete and computable things. Because the indicators here emphasize quantity, the indicators paired with it should be tempered.
Indicator type
1. Leading indicator. Leading indicators guide you to pay attention to the problems in the black box by letting you know the general situation in the future. Because early reaction can put an end to future troubles. 2. Linear indicator. It can be understood as a process indicator, and linear indicators are convenient for early warning, so that we can know whether the goal can be achieved. 3. Trend indicators. Measure output according to time or other set standards. 4. Repeat the confirmation form. It is used to forecast the output in the next few months. Every month, we will update the information and re-forecast.
Setting standards and predicting the workload of each employee will definitely help to improve and maintain productivity. Set a minimum checkpoint.
1. Customs: Check at different levels, but leave it alone.
2. Monitoring: random inspection, frequency or probability of meeting suspension.
3. Sampling inspection: Set the sampling inspection frequency according to the number of recent problems.
An inspection plan must be made and the inspection shall be carried out as planned.
Leverage ratio
Simplify work and increase leverage ratio;
Making production flow chart;
Question the reason why every step exists.
Manage leverage ratio
Distinguish between activities and outputs; Activity is what you really do every day; Output is our achievement; Focus on the activities that can best promote the output of the whole organization at that time, that is, know which activities have the highest leverage ratio.
"Facts" that Professional Managers Need to Know
The most important information often comes from short and informal conversations; Employees or customers complain and hope things can improve. Pay attention to complaints and get very effective information. Written report is used to express a person's self-discipline, far better than its function of transmitting information; Walking around the company often is a very effective way to collect information. A manager must tell his subordinates his goals, priorities and ways of doing things. Meetings provide managers with opportunities to engage in management activities, but meetings themselves are not activities, they are just a medium. Delaying decision-making is often equivalent to making a wrong decision.
approve
The relationship between the authorized person and the authorized person has a necessary condition: when carrying out work and solving problems, they must have the same information base and a set of mutually agreed methods.
Authorization standard
Without the authorization of a complete supervision plan, it is tantamount to dereliction of duty. Supervision is not interference, but inspection from time to time to ensure that activities are carried out as expected. Supervise when the product value is the lowest. Tell a subordinate to write a report, and you should read it after his draft is finished. . Set the inspection frequency. Depending on the employee's familiarity with the authorized project, the manager should know the details from time to time, but the frequency should not be "not disturbing the people".
Improve the speed of management activities
Find out the limiting steps: activities that managers must do. Do similar work together. Arrange the schedule. After arranging what must be done at a certain time, put something important but flexible in time into the gap. You must say no to things that exceed your workload. Establish indicators. Inventory method. Inventory refers to projects that you are not in a hurry to complete, such as projects to improve the long-term productivity of the department. Standardization.
The number of people brought by a manager is 6-8.
Meeting: Meeting is a necessary medium for management.
Process-oriented meetings-usually routine meetings about the exchange of knowledge, skills and information.
One-on-one meeting-the most important way to maintain the subordinate relationship between the two parties; Frequency is related to the familiarity of subordinates with their work; It takes at least one hour; It is recommended to be in the subordinate office; Ask subordinates to prepare the meeting outline (the subject can be informed in advance according to the situation); The meeting can start with some performance figures or subordinate indicators; The problematic indicators need special emphasis; The meeting should also cover any important events that happened after the last meeting, and subordinates should be responsible for raising potential problems; Other effective tricks; Ask another question; Take notes in the meeting and track the progress through notes; Before the end of each meeting, the time of the next meeting should be planned.
Departmental meetings-involving more than two subordinates, should be the topic of discussion at the meeting; Participants should know in advance what to discuss; The most important role of the manager in the meeting is the negotiator, who is responsible for controlling the progress of the meeting and resolving disputes.
Task-oriented meetings-Task-oriented meetings must produce decisions; Whoever cares most about the outcome of the meeting is the chairman of this meeting; If more than six or seven meetings are held to make decisions, it will be a bit confusing, and there must be no more than eight; The timeliness of sending meeting minutes is very important, and the earlier the better.
decision-making
The formulation and implementation of decisions should be entrusted to the lowest level. When a group of people with similar positions have a meeting, there is always a person with a higher position to attend. He may not be the most capable or knowledgeable, but he can control the meeting. Six questions that should be fully understood before making a decision-
Decision content; Decision-making time limit; Decision maker; Who should be consulted before making a decision; Who will stick to this decision, or can completely deny it; Who should I tell after making a decision?
plan
Before planning an action plan, you must remember to ask yourself: What can I do today to make tomorrow better, or at least not worse? Forecast the external environmental demand; Understand your customers' expectations and whether they are satisfied with your performance, focusing on the difference between the current external environment and the next year's needs.
Two extreme types of organizations
Task-oriented: the head office is completely decentralized, and all business departments are responsible for completing tasks, but the correlation between these departments is extremely low and completely decentralized. Functional orientation: the head office is highly centralized, and each department is responsible for different functional areas of each branch. Most organizations are mixed.
Matrix management system
Basic idea: professional managers of external manufacturers may be as important as managers in the company. Matrix management enables mixed organizations to operate effectively. In order for mixed-race organizations to operate effectively, the key is to find ways to make functional departments meet the resource needs of task-based departments.
Work behavior is influenced by three main factors: free market factor: completely rational economic man; Contractual obligation: according to the rules and the requirements of cultural values: group interests precede individual interests.
Moderate control mode of enterprises: whether individuals care about groups or personal interests; The complexity of the working environment of personal life.
Four-quadrant model: personal concern orientation is vertical axis and environmental complexity is horizontal axis.
When individuals care about their own interests and the environmental complexity is low, free market factors dominate; When individuals care about group interests and the environmental complexity is low, contractual obligations dominate. This model can be used for new employees. New employees are more concerned about their own interests and should be given a clear working framework to reduce complexity and uncertainty. What product managers really compete for is the limited resources of business people-time.
Management is a team activity. No matter how strong the coach is, it still depends on the efforts of the players.
In order to be effective, incentives must come from the hearts of the parties. What managers can do is to create a suitable environment for the motivated people and let them perform well. A person fails to do it, either fails to do it or fails to do it. The solution is training and motivation.
Motivation: His attitude should be regarded as an indicator.
Maloney's demand theory: basic physiological needs, sense of security, sense of belonging and identity, status and respect, self-realization. Different levels of demand need different incentive models. Basic physiological needs, sense of security, sense of belonging and identity inspire us to work, while status, respect and self-realization inspire us to pursue Excellence in our work. When individuals lose the motivation to challenge themselves, managers must use their brains to create an environment to keep this motivation flowing. In order for employees to improve the level of self-realization needs, we must first create an output-oriented environment. Once a person's motivation has reached the level of self-realization, he needs some standards to measure his progress. The most important measure is the feedback on his work performance.
compete
The first step for managers is to train subordinates, and the second step is to upgrade the demand level. Turning the office into an arena can make subordinates have the spirit of athletes: to win but not afraid of losing, and to challenge their limits at any time.
Work maturity
When the work maturity is low, the most effective management method is to provide clear and detailed instructions (telling subordinates what to do, when to finish and how to start). With the maturity of subordinates' work, the most effective way of leadership has also changed from organization to communication, emotional support and encouragement.
Performance assignment
The fundamental purpose of performance evaluation is to improve the performance of subordinates. Usually, performance evaluation has two purposes: to examine the skill level of subordinates; Strengthen incentives to enable people with appropriate skills to create higher performance.
Evaluate the performance of subordinates
Supervisors should be clear about their expectations of subordinates; Output evaluation and process evaluation, what kind of balance the supervisor must make between these two variables; Factors that individuals and departments should consider when evaluating; Evaluate performance rather than the potential of subordinates; Evaluation should be based on the performance of other departments, and never make an evaluation higher than the performance of other departments.
Inform the evaluation results
Three principles must be kept in mind: honesty, listening and forgetting. Honesty makes people trust, listen to each other and understand what they mean, forget to control their emotions, and avoid the sacred task of evaluating and improving the performance of subordinates. Both sides should make statements, listing the advantages and disadvantages and information of subordinates as much as possible. Classification of similar projects. The fact that relevant support is implemented. Check whether subordinates can remember (can't remember, delete parts). If there are conflicting evaluations, please pay attention to the manager: we mainly pursue performance at work, not comfort. When evaluating your performance, don't pretend that you are equal. Give a written evaluation report to your subordinates before face-to-face discussion.
Payment of remuneration
Pay should clearly reflect performance. The distribution of performance must be as close as possible to the completion of the work, so that employees will remember why they were rewarded. If you want to use salary to motivate the performance of subordinates, ranking is absolutely necessary.
Be transferred and promoted
Employee promotion is an important form for organizations to convey values to employees.
cultivate
To make the training course effective, its content must be closely combined with the way of doing things in the organization. In order to make training effective, we should pay attention to its continuity. The training content must conform to the company's pragmatism. Trainers should be managers within the company. Instructors must be particularly credible and authoritative.
24 lessons to think about
Try to divide the operation in the work into three steps: process planning, assembly and testing. 10.
According to the plan at hand, find out the limiting steps and design the workflow accordingly. 10.
Find out the most suitable places for inspection, online inspection and final inspection in your work, decide whether these inspections should be conducted by "customs" or "monitoring", and then consider when to upgrade to "sampling inspection" with a score of 10.
Find out at least six new output indicators, which should be able to measure the quality and quantity of output, with a score of 10.
Turn these indicators into routine matters at work and review 20 points at departmental meetings regularly.
What is the most important strategy (action plan) you are looking for now? Describe the environmental needs you are facing and the progress of your plan. If the plan can be successfully implemented, can it make you or your company reach the ideal state? 20 points.
Simplify your most trivial and time-consuming work, and at least reduce the original steps by 30% 10.
Find out what your real output is. What are the output elements of management departments and influential departments? Ranked by importance 10 score
Actually walk around the company, and then list the matters related to you in this "outing" 10.
Make some excuses so that you can visit the company once a month. 10.
Describe how you will supervise your subordinates next time. What will you take as the standard? How come? What is the frequency of supervision? 10 point
Make a list of items that you can use in your spare time. 10.
List the schedule of "one-on-one meeting" with each subordinate. (explain the purpose of the meeting to them before the meeting and let them prepare) 20 points.
Find out your schedule last week, divide the activities into three categories: high, medium and low, and do as many high-leverage activities as possible (which activities should be reduced or not done at all? ) 10 score
Predict what will divide your time next week, and how much time will you spend in the meeting? How many are process meetings? How many are task-based meetings? If the latter takes up more than 25% of the time, how to try to cut 10?
List the three most important goals of your organization in the next three months, and check the results all the way for 20 points.
After fully discussing the above goals with subordinates, ask them to "draw a gourd ladle"-set goals and accept 20 points throughout.
Write down the "unresolved" matters that need to be decided, find out three of them, and try to make decisions with the framework of decision-making process and the method of "six-point problem" 10.
Evaluate your own demand level according to Maslow's demand theory and find out your own demand level for subordinates. 10.
Sketch their runways for subordinates and find out everyone's performance index of 20 points.
List the relevant feedback you give to your subordinates in various forms of work. Can they measure their progress through these feedbacks? 10.
Divide the subordinates' job maturity into three levels: low, medium and high, choose the management style that is most suitable for individuals, and then compare your own management style with the most suitable management style. 10 score.
Evaluate the last performance report you received or made to your subordinates. How much impact do these reports have on improving performance? When the boss tells you the contents of the report or you tell your subordinates, what is your communication form? 20 points
If any report is unsatisfactory, redo 10.