To sum up, there are three enterprise diagnosis tasks:
First, help management consulting find out or judge the main problems in production and operation, find out the main reasons, and put forward practical improvement plans;
The second is to guide the implementation of the improvement plan;
Third, teach management theory and scientific methods, train management cadres at all levels, and fundamentally improve quality of enterprise. As a consultant, the only real job worth doing is education-teaching clients and their subordinates to manage themselves better. Not only will I give you a fish, but more importantly, I will teach you how to fish.
Management consulting has become a social service industry.
Enterprise diagnosis and enterprise consultation are two sides of the same problem. For enterprises, enterprise consultation is to ask others to give advice and help in production and operation; Enterprise diagnosis is a consulting organization or enterprise consultant. In order to complete the entrustment of enterprise consultation, it goes to enterprises to investigate and diagnose, help enterprises find and guide enterprises to solve management problems.
Europe and America are customarily called "enterprise consulting", while Japan is customarily called management consulting system audit, management review and management consulting.
1. The meaning of system audit and management review, and the meaning of quality system audit. ? O8402: 1994 terminology standard does not give a separate definition, but only gives the definition of quality audit, but it includes quality system audit. O8402: 1994 defines quality audit as "a systematic and independent inspection to determine whether quality activities and related results conform to planned arrangements, and whether these arrangements are effectively implemented and suitable for achieving predetermined goals". There is a difference between internal audit and external audit in system audit. Whether it is internal audit or external audit, it is an inspection and evaluation of the actual quality activities and whether they conform to the planned documents. The meaning of management review. Management review is actually a quality system review. ISO8402: 1994 defines as: "the top management formally evaluates the status quo and adaptability of the quality system in terms of quality policies and objectives".
Management review is based on the adaptability and effectiveness of the quality system that implements quality policies and objectives, and evaluates the adaptability of system documents and the effectiveness of quality activities. The result of system audit is sometimes the input of management review, that is, management review should check and evaluate the "process" and "result" of system audit.
2. Similarities and differences between system audit, management review and management consulting From the meaning of the above three, the biggest similarity between the three is that through investigation, evaluation and questioning, enterprises are urged to improve management, improve management level and enhance enterprise quality; The biggest difference is that the scope and requirements of their inspection, evaluation and management work are different. The inspection and evaluation scope of system audit and management review is limited to enterprise quality policy and quality management, and the scope is narrow. Enterprise diagnosis includes all the work of enterprise management strategy and production operation, and quality policy and quality management are only one aspect of its diagnosis. The origin and development of enterprise diagnosis originated in the United States, and it was called management consulting at that time. The United States began management consulting services as early as the 1930s. At that time, European and American enterprises, often the owner of assets is the operator of the enterprise. Because some of these people are not good at management, the enterprise is depressed and even on the verge of bankruptcy. In order to get rid of the predicament, we often turn to the technical consulting institutions in the society and ask them to send experts or business consultants to the enterprise for diagnosis.
There is another situation, that is, small and medium-sized enterprises have to resort to technical consulting institutions in society to diagnose enterprises in order to compete with large enterprises and lack talents.
In this demand situation, enterprise diagnosis has gradually developed in European and American countries. At present, there are more than 2,500 consulting companies in the United States, some large consulting companies have branches all over the world, and there are tens of thousands of personal consulting service stations with an annual turnover of more than 2 billion US dollars. Japan's management consulting is learning from Europe and America, and it has developed rapidly in the past decade. The reasons for the rapid development of enterprise diagnosis in Japan are the same as the reasons for the competition between small and medium-sized enterprises and large enterprises in the United States. Small and medium-sized enterprises in Japan account for about 99% of the total number of Japanese enterprises, 70% of the total number of enterprises and 50% of the sales of all enterprises, which occupies a very important position in Japanese industry. However, the living and welfare conditions of these enterprises are very poor. Compared with large enterprises, they are quite short of talents and cannot compete with large enterprises. In order to control the monopoly of large enterprises and support small and medium-sized enterprises, the Japanese government advocates the enterprise diagnosis system. 65438-0948 The Japanese government promulgated the Basic Outline of Diagnosis Implementation for Small and Medium-sized Enterprises. Due to the advocacy of the government and the effectiveness of diagnosis, enterprise diagnosis has developed rapidly, and many non-governmental organizations with diagnosis as their profession have emerged. By the end of 1980s, there were more than 30,000 enterprise consultants and diagnosticians engaged in enterprise diagnosis in Japan, all of whom had many years of enterprise work experience and received a year of special training. After a rigorous examination, they obtained a diagnostic qualification certificate.