Today, I would like to focus on the "effective path" for the management improvement of small and medium-sized enterprises, so that everyone can have a clearer and deeper understanding.
1.Comprehensive and in-depth diagnosis – uncover the real problem.
If you can't find a problem, don't talk about solving it; If you can't find the real problem, don't talk about solving the root problem; If we cannot discover the real problems in a comprehensive and in-depth manner, we must not talk about comprehensively and systematically solving the fundamental problems. The long-term pain points of small and medium-sized enterprises are all problems that are difficult to find and solve in depth by themselves.
2.Targeted programmes – really effective measures.
Identifying the real problem is only the first step in solving the root cause, and then finding the root cause and developing targeted measures. In fact, every step here has particularly high requirements for people, which is easy to say but difficult to do, otherwise why is the on-site management of so many enterprises so chaotic, teamwork so difficult, and personnel morale so low?
3.Training the team – awareness and willingness to increase.
To solve the problem of enterprise development and cost reduction and efficiency increase, in the final analysis, it is necessary to solve the problem of people, and the first hurdle to solve the problem of people's problem is to solve the problem of people's consciousness and willingness. How to fix it? Training your team is the first thing to do, and it's the ongoing thing to do. Let everyone loosen the soil first from the understanding, cognition, and thinking, and gradually have the willingness to support and even participate in the improvement. You must know that lean management improvement is management change.
4.Counseling Improvement – Cultivating the ability to improve.
It's not enough to make the team aware and willing, our departments and regions are really doing improvements, and we can't do it without two brushes. So improved capacity building must keep up, how to cultivate? It is to coach and improve, first lead the team to make improvements, and then let the team make improvements independently, which is not a logic with the skill training of our process personnel? Because it's all about skill upgrading.
5.Full participation - energy convergence.
When we cultivate the backbone of the team, is it enough to participate or even make improvements independently? Of course it's not enough, what we need is all the staff to improve. Every employee has their own strengths, and everyone wants to be seen by others, and the company also needs all employees to participate in improvement. Improvement is very important, and more importantly, this kind of improvement culture with full participation is like the surging Yangtze River, which has a long history.
6.Continuous Improvement – PDCA Iterative.
In order to continue to be better, anything must form a positive closed loop. Of course, the management improvement of small and medium-sized enterprises is also the same, when all employees have the willingness and ability to participate in the improvement, we must form a systematic operation, solidify every improvement, take small steps, and continue to update and iterate, which is the most powerful compound interest, Toyota, Danaher, Tesla, Huawei, Midea, Gree are also the same.
The key point is that you need to face some risks and lengthen the cycle by cultivating talents by yourself; Either ask for the support of a team of experts, avoid detours and get results faster.