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Why is the proposal (rationalization proposal) activity not durable? The author thinks that the first thing to be solved is the concept problem. I once trained a Hong Kong-funded enterprise in Shenzhen. I suggest that the chairman engage in proposal activities, qcc activities and even tpm activities in the enterprise. The chairman was surprised and told the author that if the work was not done well, the cadres and employees would naturally improve. This is their own responsibility. Why do they engage in activities?
The enterprise has already paid the cadres and employees. Why do they have to pay bonuses for activities? The author asked the chairman, "If employees don't improve the enterprise, will their wages be less?" .
He told the author that he wouldn't, and the author continued to ask him, "If employees don't make improvements, their wages will not be less. Why should employees make improvements?"
After hearing this, the chairman said seriously, "Employees should have a sense of responsibility, and irresponsible employees are not welcome in our company ... Due to the pedantry of the chairman's concept, the competitiveness of this company has gradually declined, leading to the funny situation that" the boss is busy with the grassroots every day and the employees talk about strategy every day ".
The author worked as a consultant in a Taiwan-funded furniture manufacturing enterprise in Shenzhen. In this large enterprise with thousands of people, there is a "rationalization" team of dozens of people, and they set up a department called "rationalization class (department)" for this team.
The author thinks their practice is very special. Once, I asked their management cadres, "Rationalization class (department) is a good name. What are these people busy with every day? " These managers smiled and said, "Our boss worships Wang Yongqing of Formosa Plastics Group. He heard that Formosa Plastics Group has a rationalization department and has done a good job, so he set up this department in our enterprise. "
The author smiled and asked them, "So you must have done a good job in tpm and qc activities in your enterprise"? "What tpm and qcc, our enterprise's rationalization courses (departments) don't do these, their duty is. Put out the fire, where there is fire.
The boss began to take the self-improvement of employees as a very important task. He often quotes a sentence that Wang Yongqing often said in the company's internal meetings. "It can be said that 95% of the growth and performance of enterprises today come from the improvement of internal management, and we should pursue the spirit of improvement bit by bit.
It is precisely because of this spirit of improving efficiency that this enterprise won its survival and development in 2004 when the anti-dumping in the furniture industry was seriously depressed. The number of cases filed by Fuji Xerox in Japan has reached more than 3 per person per month.
This company has turned the proposal system into a part of employees' induction education. Take the proposal as the obligation of every employee from the beginning, ensure the continuous development of the proposal activity through the system, and let the employees realize that the proposal must be done.
Gradually cultivate employees' awareness of improvement and eventually become a habit. When improvement suggestions become a habit in enterprises, it will inevitably create a positive and continuous improvement corporate culture, and eventually double the profits of enterprises.