Managing an employee: Generally speaking, employees are like the factory I manage now. Basically, I am a fellow villager and a relative, and I am a minority in other places. In this proportion, important technical posts are still dominated by fellow villagers, and the reason for using fellow villagers is familiarity. Even if I have to leave that day, I won't flinch at once because of human feelings. I am old. Relatively speaking, such people are more stable and mature. Of course, ordinary employees and small factories don't have so many rules and regulations. Many employees who will stay in the small factory feel that the small factory is free and there is no need to be too dead and too detailed, because as a small factory, we can't achieve any benefits and need manpower to track it. At present, the profit of the factory is relatively low, and the labor cost is expensive. It is simply unrealistic to have time and manpower to carry out these things. Of course, your management has a bottom line, such as obeying management, sleeping at work, and not touching. In the management of employees, I think it is acceptable as long as it is not excessive. After all, being fired, it is better to make good use of the familiar ones, pay more attention to them and give them ideological guidance. In other words, if you hit it today, you still have to find a chance to give it candy.
Second, the operation and coordinated management of the factory itself is also very important. Every factory has its own workflow. These workflows may be controlled by personnel, and errors will inevitably occur, which will bring trouble and unnecessary losses to the factory. Of course, it is understandable to make mistakes occasionally, and there is no need to impose fines. If some employees do make mistakes often, it is better to change people quickly. Because the competition is so fierce now, customers may not be able to do it that day. Because there are too many people, no one can understand, saying that your factory can't stand such a toss, and the other is the coordination of work. It is impossible for everyone in a small factory to have a fixed post, so it is often necessary for management to coordinate, try to do the same workload with the least number of people, give full play to the strengths of each employee, and deliver the products to customers quickly.
Starting a business for many years, we are struggling on the road of growth. I have some superficial experience in the management of small factories, so I want to take this opportunity to make a simple summary and share Kan Kan with you. Here, talk about the "eight fine management" of small factories.
Strengthen the professional market positioning and business positioning. I always believe that only when there is a market can there be a factory and only when there is business can there be production. Small factories, first of all, must have a fine market positioning, not messy, narrow and fine. You can't do everything, let alone "do everything with money." Don't forget to start the factory! Don't forget your own advantages and disadvantages! Small factories can only focus on products in narrow market segments, cut a small piece of market cake and be a big fish in a small pond.
Exquisite organizational structure. Organize first, then manage. The organizational structure of small factories is better with flat organization. Reduce the middle management level, increase the management span, and adopt a "three-tier organizational structure", that is, the boss is in charge of one person. This can enhance the induction and quick response to internal and external changes.
Refined system. Don't have a bunch of long rules, but short, practical and effective rules. "One page system" is highly recommended. A system must be written on a piece of A4 paper, otherwise it will be deleted. The system is for use, not for viewing!
A capable team. In a small factory, when forming a team, only one radish should be planted in a pit according to the number of employees, and even a radish should be "planted" in several pits. At the very least, a "professional team" should be set up, and it is best to set up an "expert team" to ensure that "one is not redundant and the other is not wasted" and to ensure the optimal and most efficient allocation of human resources.
Simplify the process. When formulating work and business processes, it is mainly simple and easy, without losing the key points. The process is mainly to write key links and important nodes, which should be further simplified with the continuous proficiency of the business, and finally form a standard document of "one job, one page process".
Accurate target management. Don't be empty Guided by goals and results, everything has goals, everything has indicators, and everything talks about results. Target market-oriented, and all employees are market-oriented; Manage data based on quantitative management; Credit-oriented, performance-oriented; Value-centered, up-and-down process "transaction". Don't talk about bitterness, just talk about merit! Don't talk about relationships, just talk about value.
Intelligent benefit sharing and distribution mechanism. With value contribution as the center, formulate salary structure and benefit distribution mechanism. Cultivate the value consciousness of all employees, ensure that "the outstanding get rich first" and let "the latecomers take it orally". If conditions permit, we can consider the partnership mechanism. Distribute work according to value, and distribute benefits according to contribution. Create a benign value competition mechanism within the factory.
Lean production management. Take the JIT production mode of kanban pull. Make five production plans effectively: monthly plan, weekly plan, daily plan, time period plan and limited time plan. Only when necessary, the required products or process parts are produced according to the required quantity, and the synchronous production and supporting production are guaranteed. Pursue the "60" production management mode of zero inventory, zero waste, zero defective products, zero failure, zero disaster and zero stagnation to ensure maximum output with minimum input.
The management of small factories is no less difficult than that of large factories. Under the limited resource allocation, we must give full play to the maximum effectiveness and achieve the maximum efficiency, otherwise, we will be unable to move. If we can effectively achieve "eight fine management", small factories can also be in an invincible position.
In order to operate the factory, the most basic thing is to manage materials, labor and expenses.
Materials, raw materials for producing products, involve raw material quality, purchase price, logistics and transportation plan. It involves the storage, quality inspection and delivery of semi-finished products and finished products.
Workers are the wages, production technology, production equipment and production plan of production line workers. The goal of the factory is to produce marketable products. Only by mastering workers' skills, technical level and product quality can we fundamentally retain customers and profits.
Cost is the cost in addition to the cost of raw materials and production lines. Such as office rental, administrative expenses, utilities, daily activities, etc. Controlling expenditure can reduce unnecessary waste.
Small factories may not need too institutionalized things, but these three points should be considered basically. Finally, no matter what it is, we must manage the good people and manage the good people in order to do every job well. Key points should be checked and controlled by themselves. Such as customer maintenance, supplier quality audit and so on.
For a small start-up factory (20-30 employees), if there is no expansion plan, it is not recommended to engage in any system management. One is that the management cost is high, and the other is that the work efficiency is not necessarily high. At this stage, it is better to rely on the boss's personal management from the perspective of human feelings, and the organization should be as flat as possible, and everything is up to the boss.
If there are more employees or expansion plans, it is suggested to establish and improve various work systems as much as possible. The advantage of the system is that it can standardize management, reduce the workload of the boss, and let the boss spend more energy on more important things. However, the disadvantages are also obvious, because the boss does not manage himself, which will inevitably increase the organizational level. At the same time, everyone should supervise each other, which will increase the management cost and reduce the organizational efficiency.
No one is right or wrong here, only different business strategies should be adopted at different enterprise stages.
Small factory management system is to improve the company management system, gradually improve the modern management mechanism, and make the internal management scientific, systematic and? Standardize, make management have laws to follow, and punish those who violate the law, so as to supervise all employees to abide by the law. * * * In order to maintain and ensure the orderly progress of public life and all work, the management articles of association are specially formulated.
If the production process is well done, the company mechanism is strengthened, and the benefit distribution is perfect, high-quality products with excellent value for money are produced. If there is no independent research and development, thanks to the processing order, there will be a way out.
First, never reduce the loss of employees' wages.
Second, don't think that if I pay my employees, it will be sold to the enterprise!
Third, enterprises are home, and promoting home culture is the foundation of enterprise culture.
Judging from the scale of enterprise organization, since it is a small enterprise, the total number of all personnel should be less than 50, or even less than 50. The management of this factory model should be full of equal communication and convenient communication, which is obviously much more flexible than that of large and medium-sized factories and the communication cost is much lower. In most cases, interpersonal relationships are acceptable, so the relatively basic administrative management system can be relatively weakened, but it is not necessary. After all, it is to be treated.
In small enterprises (factories), it is also necessary to define the necessary organizational activities and structures according to the number of people. If the size of the organization is less than 20/30 people, the more streamlined it is, the more streamlined it is. After all, work is the key to everything; When the organization scale is more than 30 people, in order to ensure production efficiency or equipment utilization, it is necessary to consider the internal grouping system. Of course, it also depends on the layout of production lines and products in the factory.
No matter how the above organizational relationships are established, the three systems are indispensable.
First: safety production system;
Second: financial performance system;
Third: quality management system.
Safety is a red line that no one can cross. It is the core of management and the first lifeline of enterprises, especially factories. The realization of finance and performance, and the timely payment of wages and other related requirements are to meet the basic needs of employees. As an organization, employees should use the system to protect their basic interests so that employees can work hard. Quality is the life of an enterprise. As the base of product processing, factories should pay more attention to product quality management and effective quality control, which can not only reduce manufacturing costs, but also bring customer satisfaction and promote the increase of orders. This is a virtuous circle in management.
The above sharing, I hope it will help you.
The most important thing of small factory management is to effectively combine the present situation and future development strategy of enterprises, and should adhere to the people-oriented main strategy.
First of all, in the strategic planning of human resources, it is suggested to choose the cost-leading type, and emphasize that employees and enterprises should take risks and enjoy benefits through performance appraisal. Secondly, in the implementation of human resources module, the salary should be based on low basic salary and high bonus, emphasizing the result rather than the process; Recruitment is mainly based on young social recruitment, and the key positions are experienced social recruitment and internal promotion; The assessment emphasizes innovation and cost control, and gives better performance evaluation and salary treatment.
The factory is small and should have its own rules. Everyone should obey the arrangement and complete the assigned work. Second, we should unite and ask everyone to work hard for the factory. Third, don't mess up. Take care of the workers in the factory. People earn money and workers spend it.