2. Major decisions such as enterprise investment have a very important impact on the overall cost.
3. Use special activities to rectify the problem of cost loss (such as the linkage and pertinence of "special activities for fine casting projects")
4. Popularize online and timely work, and give play to the time value of dribs and drabs.
5. Respond quickly to solve the abnormality of front-line employees, and feedback customer information at the first time.
6. Do a good job in preventive management with lean management (excellent people stand out in the fire fighting competition, but few people pay attention to the matter of preventing micro-duration, which should be the focus of enterprise management to reduce costs and increase efficiency)
7, the system as a guarantee to reduce costs and increase efficiency.
Regularly sort out the rules and regulations of the enterprise, abolish the outdated system that can not meet the requirements of current and future management development, and revise and improve it, so that the system can become a catalyst to promote the development of enterprise management and reduce costs;
Formulate and improve the system for promoting enterprises to reduce costs and increase efficiency, clarify the assessment and reward mechanism for reducing costs and increasing efficiency, take reducing costs and increasing efficiency as the primary assessment condition for employees' ideological work, and ensure the source of reducing costs and increasing efficiency;
Formulate the management system and define the documents used for system management.
8. A good process is the master key to reduce costs and improve efficiency. It is a high-level process, Chandler's low-level process (the organization is a static responsibility structure, while the process is a dynamic responsibility structure, which can define each role and each task lightly).
Process stakeholders are the core issues behind the process. When optimizing the process, enterprises should be clear about the demands of four types of people on the process.
Grass-roots staff is the key to implementation;
The middle manager is the process leader;
Enterprise executives are the acquirers and allocators of resources;
Corporate shareholders pays attention to long-term interests.
9, people-oriented, reduce costs and increase efficiency; There are mainly the following types of talent waste.
Talents are idle, outstanding talents are not given challenging tasks or the workload is not saturated,
Through the excavation of talents, give full play to the potential and role of talents.
Improper allocation, not really according to the requirements of the supervisor position for human resources allocation.
It is necessary for employing departments and human resources departments to strengthen the dynamic management of talents, truly understand and record employees, and teach students in accordance with their aptitude.
The improvement of personnel quality is slow, science and technology are progressing, and talents will gradually become mediocre if their potential is not improved.
Through continuous training, testing and assessment, we should take learning ability construction as the main focus of enterprise competitiveness construction, knowledge management as an important aspect of enterprise management, and learning ability, application ability, innovation and knowledge as the basic assessment points for promotion and appointment, so as to effectively improve the quality of talents.
The internal friction of personnel functions is mainly due to the institutional process, which makes people beat around the bush, run errands and sharpen their mouths, resulting in the waste of talents.
Only by regularly and irregularly adjusting, modifying and optimizing various process systems can we truly solve the functional waste of talents.
The lack of understanding of personnel work is mainly caused by the habitual atmosphere, that is, the difference between drug work and I want to work. Through the publicity and rendering of corporate culture, an atmosphere of wanting to do things, being able to do things and doing great things is formed.
Only employees who really want to do great things, succeed and do things can be called talents. They are doing well and expanding at the same time. This is the subjective initiative and intention of employees.
The external brain is useless, not all the work is done by ourselves, let alone by our own experience.
We should make full use of the external brain and external force to imitate by taking and innovating. This is to achieve transcendence and do better, not behind closed doors.
10, pay attention to the cost of human behavior.
All the costs of an enterprise are brought by behavior, and cost control is behavior cost control in the final analysis (such as employees' choice of transportation).
Under the same conditions, how to make employees actively choose low-cost travel and solidify it? This choice preference is an essential problem of reducing costs and increasing efficiency, and it is also a value-oriented problem at the corporate culture level.
Formulating standardized workflow plays a very important role in combing professional technology, standardizing workflow and improving production efficiency.
Clarifying the internal structure, reorganization and scope of work among talents can expand the business scope and enhance the core competitiveness of enterprises.
1 1. Optimize the organizational structure and integrate resources.
Hold regular job exchanges between managers, organize various training programs within a reasonable time, and revise and improve the organization manual, power and responsibility manual, job description, economic responsibility system and performance appraisal system.
Adjust the distribution method of bonus, allocate the distribution method of competition and professional promotion, tilt the bonus to front-line employees and key positions, clean up the units and individuals who have contributed, and give play to leverage and incentive.
To promote standardization, we should implement the concept of standardization in all management work, standardize all norms, and incorporate various management requirements, technical indicators and other elements into the standards through the revision of post standards such as management technology and operation and maintenance.
12. Deepen the cost reduction and efficiency improvement projects with data (after the initial cost reduction and efficiency improvement data appear, it is necessary to reserve and analyze the conditions, which will greatly affect the next standard improvement and cost management).
13, it needs a strong and effective supervision mechanism (the supervision mechanism is like playing the role of the bad-faced Bao Gong in the play, and this kind of person needs to be good at games. Moreover, it can be entrusted to an independent department, such as an audit or supervision department, or it can be an independent function of a department.
14. Predict and avoid risks. Unpredictable costs can be converted into controllable costs.
The cost of avoiding market risks (many enterprises attach importance to sales but ignore the collection of market information, making products backward)
Innovation cost (product innovation, market innovation, organizational innovation, etc.). )
The cost of avoiding risks in the process of operation (part is depreciation, and the other part is to avoid risks by using various financial instruments)
Reducing costs and increasing efficiency are not only related to costs, but also to profits. Through the acquisition of profits, leaders must encourage and motivate employees to develop creative products and marketing strategies, so as to ensure that technology and research and development are leading in the industry and can provide customers with high-quality and efficient products or services.