In enterprise management, the pursuit of details is endless. But the pursuit of details can be measured, and the scale of measurement is the formulation of corresponding standards and norms. I believe that standards and specifications are the quantification of details and the highest expression of paying attention to details and improving them. An enterprise without rules and standards is bound to be poorly managed. It is based on this understanding that when my company held a dealer meeting, it issued 32 regulatory documents (see Appendix 2), almost involving meeting procedures, meeting content, how to receive guests, how to treat family members, etc. How to distribute gifts, how to send guests back, etc. every detail, and at the same time assign dedicated personnel to be responsible for the implementation of various tasks. Perfect details are the prerequisite for overall perfection. Because all details were well done, the meeting was a great success, which greatly improved the image of our company and greatly encouraged dealers' confidence in our company.

The puffer fish is regarded as the "national quintessence" in Japan and is as highly respected by the Japanese as Ukiyo-e. Puffer fish has delicate meat and excellent taste. However, although this fish tastes delicious, it is extremely poisonous. A little careless handling may cause death. In China, people who admire the delicious taste and "eat puffer fish to the death" have thousands of people poisoned and killed every year. However, poisoning and death from eating pufferfish rarely occur in Japan. What's the problem?

In Japan, puffer fish processing procedures are very strict. A puffer fish chef must undergo at least two years of rigorous training. Only after passing the exam can he receive a license and open a business. In actual operation, the processing and detoxification of each puffer fish requires 30 steps, and it takes a skilled chef 20 minutes to complete it. But in China, puffer fish is processed just like other seafood. The processing process is casual and the cooking process does not go through too many steps. The consequences can be imagined.

Why does processing puffer fish require 30 processes instead of 29? I think these 30 processes are not made up for no reason. They must have been tested through rigorous scientific experiments. People are not afraid of eating puffer fish. And poisoning is proof of that. It may not necessarily kill people after 20 processes, but rough processes can only bring a rough feeling. From this point of view, everything is fine management. It must be standardized management and must undergo strict procedural management. Scientific management strives to digitize every management link.

McDonald’s roast beef patties must be consumed within 20 minutes of being baked, and thrown away if not sold. That's the standard. Think about it, how much meticulous work needs to be done to meet such a seemingly simple standard! For example, when there are many customers and there are many requests, it is too late to bake them fresh, and they have to wait - this is the biggest headache for customers. When there are few customers and a lot of baking is done, it has to be thrown away - this will greatly increase operating costs. Therefore, in order to prevent customers from waiting and not over-bake and throw away the food, we must conduct detailed analysis and prediction of customer needs to find a reasonable ratio between the number of guests and the number of barbecues, so as to ensure that both are correct. This is just like barbecue. Other foods and services also have corresponding standards to be implemented. You can imagine how complicated the details are.

Now, to meet the needs of joining the WTO, our company has also launched SOP - Standard Operating Practices. Xiamen Airlines once had a flight error, and the landing gear could not be retracted after the plane took off. After the problem was solved, Xiamen Airlines wrote the first SOP, which is the so-called standard operating specification. It also explains how not to forget the latch on the landing gear, because the accident was caused by the latch not being pulled out. Any area on the aircraft fuselage that is undergoing repairs must be tied with a red ribbon. In addition, there are very detailed standards for how to pull out the latch, how many steps to step back after pulling it out, how to raise your hands, how to see the pilot, how everyone should make gestures, etc. If any problem arises, you can refer to the SOP to find out where the problem lies.

In the standardized management of enterprises, we can see the gap in details between Chinese and German enterprises from the ISO management system.

In ISO management, there is a requirement that the contract between the enterprise and the customer must be reviewed. During the audit, the auditor found that the customer had signed the contract without the signature of the company's sales manager. According to the requirements of the procedural documents, the contract must be signed by the sales manager, so this is a disqualification. If this is a Chinese-funded enterprise, after the auditor finds a problem, he will fill in the "Corrective Actions": fill in the signature where there is no signature. The next process is for the sales manager to complete the signature, and then the auditor will verify it. This matter is over.

But when this kind of thing happens in a German company, the handling method is completely different: when it is found that there is no signature, the person responsible is not simply asked to fill in the signature, but to find out the reason for the lack of signature and analyze it. . Through analysis, it was found that the program document required the signature of the sales manager, and the sales manager often traveled on business, but the contract had to be signed. It means that the program file is not operable. The program file should be modified to: When the sales manager is away, the agent must be authorized. Then fill in the corrective measures: change the program file No. ×××.

For the same thing, due to different ways of thinking and processing, the results are completely different: the person responsible for the former is the sales manager, and the person responsible for the latter is the program file writer; the former is just a matter-of-fact discussion However, after modifying the program file, the latter also needs to check whether there are other program files with similar problems; if not, the incident is considered over. It is with this prudent, meticulous work style and expertise in logical analysis that German companies have achieved world-class corporate giants such as Daimler, Siemens, and Volkswagen, as well as a large number of small and medium-sized companies that strive for product excellence and are highly competitive. The company has also created a big brand "Made in Germany" that has almost become synonymous with product quality assurance.

Entrepreneurship is exciting, but management is boring

Everyone knows the "frog principle":

If you throw a frog into boiling water, the frog will jump immediately come out. But if a frog is placed in cold water and gradually heated, the frog will unconsciously lose its ability to jump until it dies.

The "frog principle" can well explain some problems in business management. In the founding stage, entrepreneurs are passionate, highly sensitive, and often in a state of excitement. After a business is successfully started and the company is on the right track, the management of the company tends to become dull, and some small problems within the company begin to be ignored. These ignored details will, over time, cause serious harm and make the company gradually lose The ability to solve problems, like the frog, dies unknowingly.

Since China’s reform and opening up, how many entrepreneurial heroes have emerged, and how many companies have achieved great success...

I wonder if you still remember those famous names? Bu Xinsheng, Ma Shengli, Zhang Xingrang, Guan Guangmei, Nian Guangjiu, Zhong Pei, Shan Hua, Chen Kenguo, Wang Suizhou, Mou Zhong... Among the 20 people who won the first "Golden Globe Award" for national outstanding enterprises in April 1987, they are still working There are only 3 people left.

I wonder if you still remember those glorious enterprises?

·Giant Group started with 4,000 yuan of Hanka, and its assets reached 100 million yuan in two years.

·Sanzhu Group started with 300,000 yuan, and its sales reached 8 billion yuan in three years.

·In 1992, Nande Company exchanged 500 truckloads of cans, leather jackets and other goods from Russia for four Tu-154 aircraft. Mou Zhongzhi claimed that he made 80 million to 100 million yuan.

·"Red Sorghum" braised noodles, from Zhengzhou to Beijing in 1995, quickly spread in more than 20 cities across the country.

The excitement when these "heroes" started their businesses must be unimaginable by ordinary people, which also makes the contrast between their exciting entrepreneurship and their ordinary loss more prominent and embarrassing.

In economic operation, there is never any need for heroes. Well-run companies have always advocated looking at management from the nerve endings and gaining profits from sophisticated management, especially when the market is fully developed and profit margins are gradually shrinking.

Drucker said in the book "The Effective Manager": "A well-managed enterprise is always monotonous and boring, without any exciting events. That is because any possible crisis has already been eliminated. Anticipate and turn them into routine operations." Zhang Ruimin used this sentence to explain the core idea of ??Haier's OEC model. He said: If nothing exciting happens, it means that the company is operating normally at all times, and this is only possible through strict control every day and every moment.

Sam Walton, the founder of Wal-Mart, was born in Kingfisher, Oklahoma in 1918. He was a native countryman. More than 60 years ago, on the third day after graduating from college, Sam started his first job in a chain store in a small American town. More than ten years later, he opened his own store. Starting from a complete novice, he learned business, cleaned the floor, wrote invoices, kept accounts, decorated windows, weighed candy, managed the cash register, decorated the store, installed equipment, moved goods, drove long distances, and persisted until the end of his life. After more than 40 years of business operation, he has built his own business empire.

From Sam's autobiography "Made in America" ??we will see the story of how a person's simple idea developed into a tangible business empire. There is no grand strategy, no legend of ups and downs, but there is a strong entrepreneurial spirit of a person who is unwilling to be ordinary. He does simple things, buys and sells goods, and remains consistent.

More than 90% of Sam Walton’s working time is spent flying around branches, talking with employees and customers, reading financial statements, holding regular Saturday meetings to discuss the specific operations of each branch, etc. . Now Wal-Mart's senior managers have to spend two or three days every week to inspect branches and solve specific problems. Wal-Mart has created business miracles through such ordinary efforts.

Chinese companies also have quite successful cases. Since the late 1980s, a large number of Chinese companies, represented by Haier, Lenovo, Hisense, and Ordos, have followed suit, continued to practice, strived to improve themselves, and proposed the "Century-old Founder" The concept of "store" and "building a longevity company". After the passion comes dullness, and dullness reveals true skills. I believe that after starting a business with passion, Chinese entrepreneurs will work hard on their internal skills and improve management in the ordinary, so that our enterprises can move towards the world's top 500 step by step.

——Quoted from "Passion Achieves Excellence" by Yanbian People's Publishing House