I. Overview of your factory:
According to our preliminary understanding, the overall impression of your factory is:
1. Hardware resources, including plant, equipment and working environment, all meet the requirements of production enterprises, especially the processing industry, and the safety, fire fighting and storage conditions basically meet the corresponding requirements.
2. Your products, processes and sales outlets have reached a certain scale, and you have regular customers. The accumulation of business experience and the boss's feelings have an urgent understanding of modern management.
Judging from the results of this first investigation, the management foundation of your factory is still relatively weak, and the talent problem is more prominent. The key is that the quality of middle-level cadres needs to be improved rapidly.
Two: diagnostic purposes:
Evaluate the effectiveness of the current management system, the operational level of management and executive level, production line and staffing, point out problems, put forward improvement suggestions and carry out rectification.
Three. Management requirements of your factory:
Your factory's strategic objectives, human resources, management of production departments,
Coordination between employees' working attitude and vertical and horizontal management.
Four: the consultant's point of view:
According to Jiajun's current management and development, if we can rectify the internal problems, we should improve the management quality and basic training from the boss to the team leader, straighten out the organizational functions, resource allocation, processes and administrative management system, and establish a standardized management mechanism, the growth quality of the enterprise will be improved as never before. The current management thinking is correct and the vision is forward-looking, but the mind is willing but can't do it, and I don't know where to start. So we need to do diagnostic consultation. It can be said that under the current enterprise management system, it is imperative to establish and operate a modern enterprise management system.
Five: improvement direction:
1. Organizational construction: department setting, division of responsibilities, target responsibilities, and cadre quality.
2. Process reengineering: production flow chart, management flow chart and business flow chart.
3. On-site IE: 5S management, logistics control, discipline control and efficiency control.
4. Resource management: human resources, equipment, process equipment, product standards and intellectual property rights.
5. Establish a Sino-foreign joint venture, apply for the right of self-export, establish its own brand and enhance the added value of products.
Diagnostic objectives and contents
One: Diagnostic object
In view of the current management level of your factory, problems are found through diagnosis, and with higher management requirements, standing in a higher realm, the internal weaknesses of your factory are examined, practical improvement schemes and communication strategies are put forward, and suggestions are put forward for the development of your factory.
Specific objectives: management ability and defects of management;
Whether the enforcement level is in place;
Whether the organization and implementation of the operation layer are in place.
Second: Diagnostic content
From the aspects of human resource structure, enterprise management system, personnel coordination, execution, warehouse management, employee mentality and so on, the feasibility is analyzed.
Three. Diagnostic conclusion (preliminary diagnosis)
1: lack of organizational vitality: lack of internal cohesion and innovation, good basic work, but insufficient depth and intensity, gap between employees' initiative, enthusiasm and creativity, middle morale and low vitality.
2. Poor teamwork spirit: lack of communication between departments, poor internal professional information communication, imperfect supervision mechanism and insufficient management by objectives of high-level functions.
3. The operational level is weak in execution: the operational level lacks training, and the thinking of performing tasks is simplified.
Work efficiency is not high, and time management and team management are weak.
4. The organization lacks performance management, internal assessment and employee ability evaluation, and the degree of human resources development and utilization is not enough.
5. The management level of existing personnel can be basically divided into four types: A, advanced production technology and business technology, lack of interpersonal coordination ability and simple working methods; B, blind implementation, lack of innovation and management ability, blunt attitude and style, bureaucracy; C, muddle along, act without authorization, can't do anything, only in name, so lose enthusiasm and sense of responsibility in the work; D, buddies are loyal, call each other brothers to employees, and regard themselves as the leaders of informal groups.
Governance needs: improve the quality of managers, strengthen enterprise physical training, standardize management in place, allocate and control work objectives, strengthen team combat effectiveness, and establish a feasible salary system.
Solutions and suggestions for improvement
1. Principles for formulating solutions
1, the principle of pertinence: aiming at the existing problems and the nature of the problems;
2. Practical principle: adopt simple methods and processes to solve problems;
3. Efficiency principle: to pursue efficiency and improve performance as the goal;
4. Systematic principle: The systems are complementary and meet relevant requirements.
Two: the solution
1, formulate various rules and regulations, and clarify relevant work processes, responsibilities and work contents;
2. Re-examine the organization chart and division of responsibilities of your factory from top to bottom;
3. Establish working standards and work instructions for each working procedure, process and department;
4. Carry out professional quality training, attitude training and thinking method training for middle-level and each team in a planned and step-by-step manner, and evaluate the ability of existing employees, change their posts and compete for posts;
5. Formulate performance evaluation methods at all levels in your factory to evaluate work quality and performance;
6. Improve the control forms of various departments, posts and processes;
7. Organize comprehensive rectification and re-examination confirmation;
8. Implement comprehensive corrective and preventive measures.
Three: the basic idea
1, starting from the coordination of team management, focusing on improving enterprise management, human resource management and logistics management, to build a corporate culture of value-added activities with full staff, whole process and whole factory management.
2, divided into four steps:
(1): Diagnose the problem and define the improvement goal and direction.
(2): Formulate rules and regulations, work standards and control documents and forms, and issue and implement them.
(3): Training and trial operation of employees at all levels;
(4): Organize internal audit and acceptance.
3. Mechanism transformation:
1) Turn the factory into a limited liability company, apply for general taxpayer qualification, switch from processing with supplied materials to brand management, and implement the self-export and domestic sales plan in two steps.
2) Set up a company in Hong Kong, form a Sino-foreign joint venture with domestic enterprises, and prepare to take orders in Hong Kong to realize close cooperation between entrepot trade and domestic processing and implement integrated operation.
3) Through talent arrangement, the company will be demutualized, controlled by the boss, and the talent strategy will be implemented.