On-site management is the core of factory management, because the quality, cost, and delivery time of products are largely determined and affected by the site. But in contrast, many of our small and medium-sized enterprises do not pay much attention to the site, for example, the office building is beautifully repaired and the decoration is also gorgeous, but the site is dirty and messy, like a big "garbage dump";For example, we sell to customers in a fanciful way, but when we look at the scene, it is a "black miasma";For example, our equipment is all tall equipment, but it is repaired and stopped, and it has not been able to play a role. These have seriously affected the business and operation of the enterprise, do you say that the site is important?
1.Weak management foundation
Needless to say, extensive management is a common feature of small and medium-sized enterprises, because it is still in the entrepreneurial stage, because the business is still climbing, most of the bosses pay more attention to business acquisition and new product development, as for the scene, you can do things on the line, how can you have time to manage so much. The on-site management of many small and medium-sized enterprises may be managed by one person, such as a person in charge of production, and the following are all operators, and there is no way to subdivide the quality, equipment, process, planning ......
2.Low personnel capacity
Needless to say, many on-site managers are actually a group of difficult brothers and sisters who follow the boss to fight the country, from the technology or operation, and then to the management position, but they have not been in a large enterprise, nor have they undergone special training and counseling, and their management ability is indeed "stretched". They really can't be blamed for this, all problems are bosses' problems, because every employee needs to be trained.
3.Lack of standardization
This is a common problem, even in many large corporations. I gave a lecture at the largest state-owned enterprise in Suzhou last week and found that they are not doing well in standardization, let alone small and medium-sized enterprisesFor example, equipment maintenance standards, inspection records;Quality inspection standards, inspection records;Process parameter tables, work instructions, etc., few companies have done a good job, but these are obviously the basis and premise of on-site management.
4.The system is not sound
Not to mention this, the first few have not been done well, and this one obviously can't keep up. Even if there is, it is false, and the execution is not good. We say that systematization is to ensure that this thing can run automatically and orderly, each link has mutual tracking and supervision, and there are incentives and assessments behind, just like we often say PDCA cycle, the key is to form a closed loop, otherwise it will be difficult to be effective, and it will be more difficult to continue to operate.
5.The process is not standardized
This is obvious, and it is often seen even when there is no process, which is the so-called "Yiyantang", where either the boss alone has the final say, or the people below do it casually. For example, some hundreds of millions of scale enterprises, spending 500 yuan have to be approved by the boss personally, and the boss has to check the business trip reimbursement one by one
6.Enforcement is not in place
Obviously, when the current planning and standardization are not available, execution must be a big problem. First of all, what do you ask them to perform?Is it a personal request from the boss, or is it a temporary arrangement from the manager?Secondly, how to measure the quality of implementation, whether there is data support, and how to motivate assessmentSo, don't be full of employees who don't implement it, and think more about what we should do ......
7.Team morale is lacking
This is also a common problem, the basic management is weak, the team construction is weak, how do you say the team morale, how can the team continue to win the battle?Front-line management, in fact, is to constantly cultivate the team's willingness and ability to do things, the two complement each other, without willingness, he will not be willing to do things, let alone willing to improve the ability;If he is incapable, he can't do things well, and it is difficult for him to have the will to continue to do good things.
8.Weak willingness to improve
This is the focus, and improvement is what we do every day. If the on-site manager does not have the will to improve, how can he drive the team to continuously improve? If there is no improvement on the site, it means that today's site has not changed, improved, or improved compared to yesterday's site. Therefore, the cultivation of the willingness to improve is the key to the breakthrough of on-site managementAchieving full improvement is the ultimate goal of on-site management.