Through the audit to improve execution, I summarized the following three points:
The first point is to know how to do it repeatedly. Management should not be exciting and fresh, but should be done repeatedly and persistently.
I often tell my friends that the most important things in this world are tasteless: does rice taste? Does it matter if it is important? Does boiled water taste? Does the weight of boiling water matter? Does the air smell? Does it matter how much it weighs? None of them have any taste or excitement, but they are all important.
It is through repeated absorption of ordinary rice, ordinary boiled water and ordinary air that our life can continue. So in management, don't try to stimulate every day, just make good food and give you something fresh. We should take pains to do an ordinary thing over and over again, and we should know how to do it over and over again. Why repeat it? The essence of this world is vibration, and vibration is repetition. Only by repeating it, the energy of vibration will get bigger and bigger. "Catch repetition, catch repetition" is the famous saying of Zhang Ruimin, CEO of Haier. Our audit is "Check repetition, check repetition". "Double check" means that auditors should know how to double check. "Repeated inspection" means that because the person being inspected is repetitive, what he does today may not be done tomorrow, and it is repetitive. Therefore, we can only repeat it over and over again: you did it today and didn't do it tomorrow, so I'll check it today and tomorrow; If you do it tomorrow and don't do it the day after tomorrow, I'll check it the day after tomorrow.
If the audit is only for things, there is no need to check it frequently; But if it is aimed at people, it must be checked frequently, because it takes a long time for people's habits to form and change. Believe in the power of time and frequency. The second point is the boss's intervention.
In the audit process, the participation of the boss and senior management is very important.
The most important function of audit is to find problems, not to solve them. Audit department is an intelligence department, and the management mode of solving problems with intelligence department is very problematic.
What is the most important thing in the intelligence department? Know the situation. Finding problems is the main responsibility of the audit department, so how to solve them? This is to be said at different levels.
The first level is that it is of course the best for the audit department to solve problems on the spot, but it should be based on the principle of non-confrontation. You stick to the principle. If he refuses to accept it, don't talk to him at the scene, otherwise the audit effect will be poor.
The second level is the direct supervisor of each department to solve the problem.
The third layer is the intervention of high-level enterprises. For example, vice presidents and factory directors should intervene to solve people's problems.
The fourth level is the involvement of business owners. If you encounter a very big personnel conflict, you should hand it over to your boss. Some bosses don't really want to make trouble. When something goes wrong, they always say to the people below, "You help me out." In fact, instead of letting subordinates make a mess and cleaning up the mess themselves, it is better to deal with it yourself from the beginning. He screwed up for you, made the other person nervous, and you can't handle it. Therefore, the boss can't be lazy, especially when it comes to people's problems. The boss should dare to stand up and help the following people solve problems.
The audit department is the supervision team on the battlefield, and the troops have supervisors in the battle. Why do heroes often appear on the battlefield? Because he has to rush forward. If you rush forward, you will die; if you retreat, you will die. Someone challenged him behind his back and pointed a gun at him. He didn't dare to retreat if he wanted to. And he may be a hero if he rushes forward, so of course he rushes forward.
Supervising soldiers to enforce discipline is the guarantee of victory, but no one likes the supervision team, and so does the audit department of the enterprise. The audit department of an enterprise is unpleasant. If the boss no longer likes it, the auditor can't work.
Why don't auditors in many enterprises last long? Because nobody likes him. For this kind of department, the boss should be miserable, because the execution of our enterprise is improved by this kind of department.
The third point is to know how to expose.
Audit is the searchlight of an enterprise. Setting up an audit department in an enterprise is equivalent to having a searchlight, which can illuminate the darkness and see problems. The way the audit department handles the problem is to expose the problem. In the audit process, the audit department should know how to publicize the audit work by using wall newspaper, audit log, weekly audit appraisal, audit case analysis and weekly execution rate ranking.
The duty of audit is to discover and expose problems. Some auditors will think, what can I do if I find the problem? You can't help others if you find the problem! Auditors can't think so, but it's none of your business. The only thing you have to do is to make a light bulb to illuminate him, a flashlight to point at him, or a searchlight, preferably a flare, and don't think of yourself as a killer. Why are journalists called "uncrowned kings"? Because they have the right to be exposed. The most important weapon of audit is exposure. Don't just regard auditing as rewards and punishments, this is the misunderstanding of auditing. Punishment is a small action, and exposure is a big action. If you hold a good case analysis meeting and post the case analysis on the wall newspaper, people who make mistakes will be afraid of you.