The same job, three completely different answers, the result is naturally different. It is said that the first two people have always been ordinary bricklayers, and their living conditions have not changed much. Their income can only support their families, and the third worker later became an outstanding architect. We must know what is the ultimate goal of everything we do, and then we can know how to do it to achieve the ultimate goal. We are short-sighted, knowing only one thing and not the other. If we only look at the results, we will break our flying wings and ruin our dreams.
Therefore, each of us should ask ourselves what you really want to do, what you are doing and why you are doing it. In production management, using a method-asking five whys, or using the method of "5W 1H" to ask everything you want to do will help you to define the ultimate goal of doing things, your thinking and positioning will be clear and accurate, and your actions will have a direction.
Wal-Mart's philosophy is to provide the cheapest and practical goods for the public; IKEA's philosophy is to provide people with a comfortable lifestyle; Nike's philosophy is to let us fly higher and farther ... they think so, say so, do so, as always, and never give up. Therefore, enterprises go further and further along such a clear road, and the road becomes wider and wider. All design, production, marketing and service are done according to this idea. So people are easy to identify, identify and be loyal.
Many of our enterprises, including ourselves, have slogans and ideas, but under the slogan, the action trajectory and motivation you see are very different and do not match your own ideas. "The customer is God", which is a lot of empty talk. No matter from the product itself or the service, we don't feel that God is ourselves. "Quality is the lifeline of an enterprise", however, the product quality problems of many enterprises are very serious, not only referring to the final product quality, but also including the quality awareness and treatment methods in the production process, including cost, whether to rework, whether to cut corners, whether to extend the construction period and so on. So every time I go to the enterprise, I feel deeply. Why do we always shout slogans instead of doing them? This is why there are no world-class brands in China, whether it is furniture or other industries, including universities. We are getting farther and farther away from the world-class level, because we are getting farther and farther away from our ideals. It is impossible without ideas, but it is even more impossible without persistent pursuit of ideals. The third bricklayer became a master builder because he knew what he was doing, why he was doing it, and worked hard for this clear goal. I hope to become a mentor and friend of furniture enterprises, and persist and work hard for this.
If an enterprise wants to become an internationally famous enterprise, it must demand itself according to international standards, practice itself bit by bit and achieve itself. Whoever only shouts and doesn't do it, who cuts corners and tolerates himself, will surely end in failure.