Wang Zhongqiu
More than ten years ago, Mr. Hui Ding, a partner, published a new book "Improvement —— System Principles of High-growth Organizations" (co-authored with Gu Limin), aiming at "improvement", systematically put forward five dimensions of improvement: strategic improvement, operational improvement, value improvement, customer improvement and team improvement, and gave seven specific improvement steps. Timely, centralized, systematic, detailed and specific.
In recent twenty years, enterprises in China have learned a lot from scratch, but how to improve the management level of enterprises is still to the point. After all, few people have been trained. Like Ding Hui, I was not idle during the epidemic, and I was also thinking hard about the same problem, that is, how to make enterprises move instead of letting entrepreneurs always walk on the road of enlightenment. You know, no matter how much you learn, not everyone can "feel" it. Based on nearly ten years' teaching and consulting practice, I put forward a system of "gathering energy, division of labor, decentralization and profit sharing", and Ding Hui focused on "improvement", which was enlightening at first.
Of course, "improvement" in management is not a new concept. A large number of experts in enterprise improvement research have appeared in Japanese management circles. They used to call it "improvement" and further put forward "improvement power". Chinese "improvement": first, correct mistakes or mistakes; The second is to get better. The definition of "Kaizen" in Oxford English Dictionary is an enterprise management concept, which is used to continuously improve working methods and personnel efficiency. "Lifting power" means the ability to improve, highlighting the technical level and summarizing the ways and methods of improvement. This is the strength of Japanese entrepreneurs.
Masaaki imai is a well-known expert in Japanese research and improvement. His research started from the manufacturing site, and the Japanese emphasized the "three presentations", namely, the scene (Genba), the material object (Genbutsu) and the reality (Genjitsu). By improving and optimizing all elements of the workplace, efficiency, quality and cost can be improved. "Site" refers to the place where the actual action takes place. A workplace in a narrow sense refers to a place where products are manufactured or services are provided.
With the improvement of site management, Japanese experts further proposed to start with "3M", namely waste (big wood), instability (Mura) and irrationality (Muli). In Japanese, the pronunciation of all three words starts with m, and instability refers to irregularity or change, which refers to the fluency of operators or the interruption of fluency in the production of parts and machines; Unreasonable refers to overwork or difficulty, including the laborious state of people, machines and processes. Both instability and irrationality will produce waste. Therefore, the slogan of Japanese enterprises "eliminating all waste" is ever-changing.
"Ask once a day: Have you solved the problem or become a part of it?" This is a famous management sentence created by our team in refined management, which means improvement and improvement. In our refined management system, our formulation is called "continuous improvement". Although the emphasis is different, the pursuit and thinking direction are exactly the same.
Our "continuous improvement" chapter emphasizes the desire, process and method of improvement, and predicts that improvement will become a very important theme in the training field in the next few years. I didn't expect to be promoted by Ding Hui and others, although it came a little later than expected. As early as 2005, when we published Fine Management, we pointed out that the time and energy spent by enterprises to improve product quality and raise the qualified rate from 60% to 99% is almost the same as that spent by enterprises to raise the qualified rate from 99% to 99.99%. Therefore, people in China who are eager for success are always slow to improve, and will not make great efforts in the final promotion until the competition becomes fierce. This is also the reason why Ding Hui's book didn't come out in time until today.
We are very opposed to such references as "fine management year", "fine progress month" and "improvement day". Management itself is a process, and it is a sustainable process. The typical way of exercise is typical of China's thinking, which is not scientific at all, and does not put the strength into ideas. We believe that the sustainable improvement of enterprises in China needs to start with standardization. Standardization is a process of establishing the same and recognized standards, creating communication channels and improving communication efficiency. The external performance of standardization is accuracy, and the core significance is to reduce the cost of communication and learning. Master standardization, and then integrate your own accumulation and cognition to seek a breakthrough.
Breakthrough is also bit by bit, in line with our consistent "detailed thinking." We mentioned a point called "finding problems and seeking solutions". What we can find in management is a little problem, but whether the evaluation is universal or not, we should further consider the lack of system. Problem solving is to solve type problems and system problems. For example, it doesn't matter if a person is late occasionally, but the lateness rate of an organization is too high. Whether some people are late repeatedly, whether some people are late for a long time, whether they are late in large areas, and whether cadres take the lead in being late: this is a question that we should think deeply. Make improvements in deep thinking, such as the problem of high lateness rate, which is caused by traffic, unfair distribution, or arrogant leadership style. Improvement without in-depth thinking is not an improvement from the system.
We also emphasize the improvement of the improvement means itself. For example, PPCA is one of the means of improvement, but now PPCA has also been improved. It is no longer just "planning, executing, checking and handling". We changed A (processing) into TAFSV, and after the feedback, we thought deeply, improved, tracked, standardized and evaluated. "pdsa" becomes an eight-element cycle. For example, T means thinking, that is, you should think about the findings and presentation after inspection, and think deeply about the problems behind the problems, the source problems, the related problems and the system problems.
Improvement, enhancement and continuous improvement, no matter what kind of formulation, this management essence is worth studying in depth.
202 1 zhuxiandong, Zhuhai, August 8th