Tips: 17 Practical methods for running enterprises
1. Vendor managed inventory. Also known as supply chain, this is a management method, which combines all activities of providing products or services to the market: from purchasing basic raw materials to delivering them to customers or end users. Usually, the enterprise informs the supplier of the demand of each sales point in time through the system network, so that the supplier can supplement it. Six common enterprise management methods:
2. Manage the relationship with customers. This involves a working concept: strive to focus the whole enterprise on the relationship with customers. The purpose of collecting information from contact with consumers is to understand this information and make more useful estimates to guide buyers. Three years ago, Chase Bank integrated all channels of communication with customers in this way, because customers were no longer satisfied with using recorded telephone calls to handle investment affairs. Relying on this method, we can get through the direct feedback channel of customers' opinions and confirm the head of the investment team, so as to directly transmit the information to the decision makers.
3. Datum mark. This comparison tool is used to discover and analyze better management methods of other enterprises. It is said that an American hospital has greatly improved its emergency service after carefully studying the response system of an enterprise. Another hospital improved the patient's hospitalization and registration system after studying the hotel room reservation system.
4. Crossroads. This is a logistics distribution point, which transfers goods from one means of transport to another and reaches the final destination. This is the way Wal-Mart in the United States takes: concentrate goods in strategic storage centers and then supply them to its subordinate stores.
5. contract center. Imagine setting up a center to answer customers' questions quickly through technical infrastructure. This technical infrastructure is operated by people in different production fields. The customer's free consultation telephone number is an example of this practice.
6. According to customer requirements. This requires a flexible approach, ending the method of manufacturing according to one model, so as to develop products and services that meet the special requirements of each market, and the ultimate goal is to ensure that every customer can find the goods he needs at a reasonable price.
7. Give play to the quality function. An inter-departmental team composed of sales, research, development and production departments plays this role, helping to focus on innovative products, providing ways to improve communication and paying attention to the language used by customers. Multinational companies such as Coca-Cola and Nike are doing such basic work in order to update their products or carry out advertising.
8. Give play to the role of quality policy. This method is based on long-term strategic planning, to determine the annual goals, strategies, management and business policies of senior leaders, and then immediately implement them throughout the enterprise.
9. Potential enterprises. Organizations that communicate through flexible technical means and have systems that can be easily changed according to market demand are called potential enterprises: their purpose is to meet the demand in the shortest time.
10. Competitive engineering. Understand and collect market demand and its requirements for quality and investment, which involves the means of production, sales methods and services that must be adopted to ensure customer satisfaction. Seven-color clothing companies in Argentina launched their series of clothes in this way. It combines the social measurement data of the market with the fashion trend, and designs independently according to the obtained information, which makes the production of enterprises flexible and reduces the cost.
1 1. Adjust in time. This requires at least enough inventory to replenish the raw materials that have just been used up in time and establish an inventory of all raw materials that can meet the needs at any time. Excessive inventory will unnecessarily occupy capital, increase storage expenditure, increase the risk of loss and obsolescence, and mainly cover up opportunities for improving business. Toyota adopted the method of timely adjustment in its welding production line.
12. Light industry. Economic activities do not necessarily require high-level industrial processing. Such as agricultural products processing, shoemaking, tobacco, jewelry, leather, publishing and printing. In order to create employment opportunities and improve the value of raw materials, Costa Rica has developed industrial parks and established such industries there.
Plan manufacturing resources. This is a way to manage all resources of manufacturing enterprises. Simplify the strategic planning into a series of figures, including sales and business plans and demand management, which are related to the master production plan. Production planning requires planning the demand for raw materials, so as to implement procurement and sales.
14. Planned allocation. Plan the demand of distribution network at all levels for the final product. Provide a list of required end products and their locations. This needs to rely on the forecast of relevant demand, put forward order requirements, formulate inventory levels and estimate important events.
15. Plan sales and business activities. This management method can enable senior leaders to lead enterprises strategically to gain sustainable competitive advantage, and combine business plans, business, existing products and new products with supply networks.
16. Give the customer an effective answer. Analyze the types of products and transactions, so that manufacturers and retailers can get the highest level of profits; At the same time, we should fully meet the expectations and needs of customers. The National Association of Auto Parts Stores is testing this system among its members. Strive to reduce the long-term cost of distribution network and improve the satisfaction of buyers.
17. Answer quickly. In order to solve customers' problems, establish a standard system to answer common questions. Six common enterprise management methods:
"Walking" management
This is an innovative management method popular in the world, which mainly refers to the fact that senior executives observe public opinion, know the truth, get along with subordinates and make achievements. This management method has shown its advantages, such as:
1. The supervisor and his subordinates followed suit. Shimonoseki, honorary president of the Japan Federation of Economic Organizations, took the lead and became a prestigious entrepreneur in Japan. Before he took over Toshiba Electric Company of Japan, Toshiba no longer enjoyed the reputation of "cradle of electrical industry" and its production went from bad to worse. After Mr. Shi Guangfu took office, he toured the factory every day, visited Toshiba's factories and enterprises in Japan, had dinner with employees and talked a lot. In the morning, he always arrives half an hour earlier than others, stands at the gate of the factory, greets the workers and takes the lead in demonstrating. Employees are infected by this atmosphere, which promotes mutual communication and boosts morale. Soon, Toshiba's production returned to normal and made great progress.
2. The investment is small and the income is large. Walking management does not need much capital and technology, which may improve the productivity of enterprises.
3. Visible management. In other words, the top supervisor can go to the production line, meet and talk with the workers, and hope that the employees can give him advice, get to know him and even argue with him.
4. On-site management. Why does Japan have world-class productivity? Some people think it is based on site management. The supervisor goes to the scene non-stop every day, and the subordinates have to lay down their lives to accompany the gentleman.
5. "Those who win the hearts of the people will prosper". Excellent business leaders should often go to employees several floors below him to observe public opinion, know the truth and listen to "mistakes" more than "good". We should not only care about the work of employees, but also care about their food, clothing, housing and transportation. In this way, employees feel that the supervisor attaches importance to themselves and naturally works hard. With the support and efforts of employees, an enterprise will naturally flourish.
"format breakthrough" management
In many management of enterprises, the purpose of innovation is ultimately achieved through the management of personnel. Therefore, all developed enterprises in the world actively implement the reform of personnel management system according to the changes of internal competition situation in order to stimulate the creativity of employees. In Japanese and Korean enterprises, the "seniority system" has always been adopted in the past, with working years as the promotion level and salary standard. This system meets the requirements of the rapid development of enterprises and provides opportunities for the employment and development of the labor force. Since the 1980s, these developed enterprises have entered a stage of low growth and relative stability, and the "annual merit system" can no longer satisfy employees' desire for promotion, resulting in a decline in the vitality of enterprise organizations and personnel. In the early 1990s, developed enterprises in Japan and South Korea began to reform the personnel system, and vigorously promoted the new personnel system of "breaking the format" to determine the promotion and demotion of employees according to their work ability and performance, and achieved remarkable results. The reform of personnel system in the world's big enterprises embodies the full exploitation of human potential, invigorating the personnel system and the organizational structure of enterprises, focusing on cultivating and forming the "strongman" mechanism within enterprises, and forming a new atmosphere of competition, hard work, enterprising and pioneering.
"Closed" management
"Closed" means that management must emphasize the cooperation between the individual and the whole and create a high degree of harmony between the whole and the individual. In management, European and American enterprises mainly emphasize individual struggle, so that different management can learn from each other harmoniously. Its specific characteristics are:
1. It has both integrity and individuality. Every member of an enterprise has a sense of mission to the company, and "I am the company" is a resounding slogan in "closed" management.
2. Self-organization. Let subordinates make their own decisions and manage themselves.
3. volatility. Modern management must implement flexible management strategy and make progress and innovation in fluctuation.
4. Complement each other. It is necessary to encourage different viewpoints and practices to complement each other and turn the shortcomings in one situation into advantages in another.
5. Individual dispersion and overall coordination. Units, groups and individuals in an organization are all individuals in the whole. Individuals are scattered and original, and form an overall image through coordination.
6. rhythm. A harmonious and energetic atmosphere between enterprises and individuals can stimulate people's internal drive and pride.
"drawer" management
"Drawer" management, modern management is also called "job analysis". At present, large and medium-sized enterprises in some economically developed countries attach great importance to "drawer" management and job classification, and have established job classification systems to varying degrees on the basis of "drawer" management. "Drawer-style" management describes that there are clear work specifications in the drawers of every manager's desk. In management, there can be no work without power, no responsibility without power, and no power without responsibility. Obligations, responsibilities, powers and interests must be combined with each other.
Five steps of drawer management in enterprises;
The first step is to establish a work analysis team composed of various departments of the enterprise.
The second step is to correctly handle the relationship between centralization and decentralization within enterprises.
The third step, around the overall goal of the enterprise, layer by layer decomposition, step by step to implement the scope of responsibilities and authority.
The fourth step is to write "job description" and "job specification" and work out the requirements for each job.
The fifth step must take into account the combination of assessment system and reward and punishment system.
"Crisis" management
With the increasingly fierce global economic competition, a considerable number of world-famous large enterprises have entered the stage of maintenance and decline. In order to change this situation, American enterprises pay more attention to the implementation of "crisis" production management and set off a wave of "doomsday management".
American business circles believe that if an operator can't communicate well with employees and show them that the crisis does exist, then he will soon lose his credibility, thus losing efficiency and effectiveness. William Weiss, president of American technology company, saw that the whole world has become a competitive battlefield, and the global telecommunications industry is playing an important role in the reform. Therefore, he appointed two senior managers who boldly reformed as vice-chairmen, replaced five senior managers who tended to gradually reform, and widely publicized among employees the crisis that some enterprises lost users because of ignoring product quality and rising costs. He wants all employees to know that if technology companies don't always put product quality, production cost and users in a prominent position, the end of the company is coming.
"One minute" management
At present, many western enterprises have adopted the "one-minute" management rule and achieved remarkable results. The specific content is: one minute goal, one minute praise and one minute punishment. The so-called one-minute goal is that everyone in the enterprise clearly records their main goals and responsibilities on a piece of paper. Each goal and its inspection standard should be clearly expressed in 250 words, which can be read in one minute. In this way, it is convenient for everyone to clearly understand why and how they do it, and check their work regularly accordingly.
One minute of praise is human resource encouragement. Specifically, managers of enterprises often spend a short time picking out the correct parts of what employees do to praise them. This will let every employee know what he has done, work harder and develop in a perfect direction. One-minute punishment means that something should be done well, but it is not done well. First criticize the person concerned in time, point out his mistakes, and then remind him "how much you value him, what you are dissatisfied with is his work here and now." Only those who have done something wrong can be willing to accept criticism and pay attention to avoid making the same mistake again in the future.
The beauty of "one minute" management rule is that it greatly shortens the management process and has immediate effect. One-minute goal, so that each employee can clearly define their job responsibilities and strive to achieve their work goals; A minute of praise can make every employee work harder; A one-minute punishment can make the wrongdoer willing to accept criticism and urge him to work harder in the future.