In management work, the waste of waiting is mainly manifested in the following aspects: waiting for instructions from superiors, and superiors not arranging work for subordinates to sit down. The superior will not implement it without instructing the subordinate, the superior will not report it without asking the subordinate, and the superior will delay it without checking the subordinate. If you do more things, you will suffer more. What if something goes wrong? There is nothing wrong with obeying orders, and no matter how big the responsibility is, it can be shared. A lot of work was completed after many inspections and reminders, which caused great waste. Although the task of reporting to subordinates was arranged, there was no inspection and supervision. Do not take the initiative to investigate the situation in depth, grasp the first-hand information, just passively listen to the report from the lower level, make a decision or report to the higher level without verification, and the responsibility can be shifted to the lower level. Waiting for the reply from the other party. I have contacted the other party. I can't decide when to get an answer. The responsibility for delaying the work should be borne by the other party. All I could do was to wait. I'm not afraid to be held accountable. I gave this document to the other party one day, and it is clearly recorded here. What can I do if the other party doesn't reply? You'd better get in touch so as not to delay your work.

The functional departments waiting for contact with the production site do not actively provide services for the site, but wait for contact with the site. Sometimes they are impatient and think it's great to wait a little longer, but they don't put themselves in the shoes of the site, which seriously affects the timely solution of production site problems.

These "waits" exist in a large number at work, mainly because middle managers lack sense of responsibility and initiative and are unwilling to take responsibility. For this kind of waste, we think that according to the cultural atmosphere of different enterprises, if we can't use Y theory to motivate employees to eliminate waiting waste, we need to use X theory to strengthen management. For example, for more important work, we can use 6W2H to decompose the plan, and then control, check and assess it. In fact, neither X nor Y theory can fundamentally solve the problem, and X+Y complementarity may be better.

2. Turning disorder into order "Without rules, there is no Fiona Fang", an old saying shows the importance of order. As we all know, the lack of clear rules, systems and processes is prone to confusion in work. But if there are orders that can't be done, rules that don't follow, and disorderly waste caused by personal wishes, it will be even worse.

Disorder caused by unclear responsibilities Due to institutional and management reasons, a certain job seems to be managed by two departments, but it is entangled all day, which makes the original order disorderly and causes great waste. Someone in a department saw that a job was urgent, and if it was not done, it would affect the interests of the company, so they made up for it. At this time, a strange phenomenon appeared: then, this work will be done by you in the future, and the responsible department will not care, which is also a kind of disorder.

The disorder caused by low professional ability, low quality and failure to meet the needs of work will lead to disorder of work. The departments and personnel who should undertake a certain job are in a state of confusion due to lack of ability; When there are changes in departments and personnel, the work handover and cooperation are not in place. The original workflow is often * * * * * * * * *, which artificially increases the time from "disorder" to "order". An effective manager should be a master of standardization, who can standardize, standardize and simplify the complicated and disorderly work, so that ordinary employees can complete the work that could not be completed originally.

The confusion caused by not following the rules and regulations is arbitrary, and the company's rules and regulations are regarded as others' codes. There is no self-discipline, no example, no management assessment according to the system, which leads to disorderly management and affects the enthusiasm and creativity of employees and the overall work efficiency and quality of the department. This man-made disorder is more harmful.

The vertical department setting of the straight-line functional system with disordered business processes has seriously split the horizontal business processes. Most departments consider whether a job can be carried out seriously in their own departments, and rarely consider how to assist relevant departments to carry it out smoothly. It is generally believed that a department is a center rather than a job. It is not the department that supports the process, but the process is required to turn around the department, which leads to the confusion of the process and the inability to complete the work smoothly, which requires repeated coordination and increases the management cost. Interested friends can refer to their own company's management regulations, and may find an interesting phenomenon: the company's regulations are rarely written in the order of horizontal business processes, and most of them are written in the order of vertical departments. How to transfer between the two departments is unclear, which will lead to confusion in implementation.

The frequent occurrence of these disorders will cause confusion in enterprise management. Managers should analyze the causes of disorder, try to grasp the main contradiction, and think about how to make disorder into relative order through effective methods, so as to integrate resources and give full play to efficiency. This is one of the problems that middle and senior managers should pay attention to and focus on.

3. Poor coordination The so-called coordination means that all elements, work or activities in the organization must be coordinated to successfully achieve the overall goal of the organization. When it is well coordinated, there will be a synergistic effect of 1+ 1 >: 2. Therefore, Fa Yueer regards coordination as a basic function of management. However, if the management coordination is weak, it will cause waste in work stagnation and other aspects.

Poor coordination of workflow * * * There is a problem with the work undertaken by two departments, and both parties do not take the initiative to contact and need the coordination of the third department, which will certainly affect the work progress. It is not clearly defined which department should be responsible for a certain job, which is the fault between departments. The work between them lacks cooperation spirit and communication consciousness, and they are all waiting to see and think that the other department should be responsible. As a result, no one cares about the work, and the original small problem has been dragged into a big problem.

Poor coordination in carrying out the instructions of superiors, failing to convey the work instructions of superiors and the work assigned by relevant meetings. Even if it was communicated, it was not effectively coordinated, organized and implemented, forming a slogan relay, and the work was stagnant in the department and could not be effectively implemented, forming a work blind spot.

The coordination of information transmission is weak, and the information flowing to a certain department is stagnant, which makes it difficult for the relevant departments that should have obtained this information to master and carry out their work effectively.

Information is not classified and summarized, and it is stagnant in dispersion; The information is not fully analyzed, verified and utilized, and remains in its original state; Inaccurate information leads to blind production, chaotic material supply, frequent plan adjustment, invalid overtime and increased inventory. What's more, if information is regarded as private by departments or individuals, the impact will be even greater if it is intentionally not transmitted.

Poor coordination of business processes Most management activities cannot be completed by one department independently, and more than two departments need to cooperate with each other and complete according to horizontal business processes. However, due to the separation of business processes by vertical department setting, some breakpoints will be formed. If the coordination cannot be done in time, the business process will not run smoothly, which will lead to the stagnation and loss of the follow-up process. Even if we try our best to bypass them, the efficiency will be reduced and the expected effect may not be achieved.

Poor coordination is one of the wastes in management, which makes the whole organization unable to form cohesion, lacks team consciousness and coordination spirit, and leads to low work efficiency.

Even for an enterprise with high management level like Dalian Sanyo Refrigeration Co., Ltd., coordination is very nerve-racking. In Sanyo Refrigeration, in order to solve the coordination problem, our production management department is set as the general coordination department of production and operation related work, and then given certain command authority. Although some work has been straightened out, the cost of coordination is too high.

At present, we are trying to adjust the organizational structure, reduce the number of vertical functional departments, establish a project responsibility system through the authorization of ministers and section chiefs, gradually break through the bottleneck in horizontal business processes, and realize the reorganization and reengineering of business processes in stages.

4. Let idle people "move". We call the inventory waste in management work "idle". Overlapping institutions and functions ... make people overstaffed, make the factors of production and operation not be effectively utilized, and cause idle waste.

Idle fixed assets overestimate the market situation and underestimate the production potential, and are keen to expand the scale, which easily leads to idle fixed assets, waste of factories and production equipment due to insufficient start-up, increase the company's cost and reduce profits and competitiveness. This kind of waste is most likely to appear on top leaders, because they want to make the organization bigger and create political achievements, so even if there is a feasibility analysis, it is full of optimistic estimates and even consciously exaggerates the expected results.

Idle or overlapping functions The company set up some functions for some departments in the organizational design, but in actual work, this function did not play a role, which led to the idleness of departmental functions and affected the related work of the company. The two departments have undertaken similar work, and their responsibilities overlap. It seems that anyone can be responsible, but in fact no one is responsible. When they are wrong, they pass the buck and fight for right and wrong, which will easily lead to mutual constraints in their work and affect organizational efficiency.

In some cases, for some unimportant tasks, the superior actually only undertakes the function of signing, but without the signature or approval of the superior, the business cannot be carried out, and there will be waste such as waiting and stagnation. Why is there such waste? If the superior is worried about losing power, the subordinate will ask for instructions on everything. In the long run, the organization will gradually become rigid and lose its vitality. This is a mistake that managers at every level may make. Only by daring to authorize can we simplify the process and improve efficiency.

How easy it is to have idle people to do things. Everyone is emphasizing the importance of the work of this department, increasing the number of people, and doing the work of two people with three people. Because the workload is not saturated, Parkinson's law comes into play: in order to avoid the criticism of "overstaffed" by superiors, start extra work, such as adding a secretary to the general affairs department. In order to fill her working hours, she will notify other departments in the name of the company or department, please submit plans, summaries and statements, thus generating extra work and forming a series of chain wastes. The secretary has a job and achieved the effect of "detail management".

Idle information In today's increasingly fierce competition, there is a lot of information inside and outside the company. We should draw useful information from it, summarize and analyze it, and amplify the output. However, the waste of idle information in some companies is extremely alarming and needs to be fundamentally changed. From the purposeful collection of information, through the whole process of summary, analysis, archiving and re-export, inaccurate and untimely waste can be found and eradicated.

Flat management, business process reengineering, organization reengineering and process management are all effective measures for workflow, standardization and accountability, which can reduce idle waste to some extent. But, more importantly, thoughts can't be idle, and running water won't rot. If we can constantly use new management ideas to attack old thinking, we will naturally take effective countermeasures to eliminate the waste caused by idleness.

5. Coping is the most common phenomenon. As the name implies, coping is the result of not taking the initiative, not being serious, perfunctory and not pursuing, so it lacks effectiveness. It is a sign of weak sense of responsibility. This kind of waste is often seen at work. In dealing with basic work in system management, many daily work that should be done is not done seriously, and daily standardized management does not pay attention to it, lacking practical basic work. The actual effect can be imagined by surprise inspection of the surface work before the audit to cope with the audit. Why is the gold content of domestic ISO9000 quality system qualification certificate getting lower and lower? Because many companies can smooth people out, even if there are problems, they will communicate with management representatives internally. At the last meeting, there will only be a few general nonconformities, which will naturally be passed after rectification. I can handle it. Why bother? Check that the work assigned by the company was not completed as planned, and only superficial articles were made to cope with the company's inspection. People often say that whether to do it or not is a matter of attitude, and whether to do it well is a matter of level, and its significance is worth pondering. If the inspectors also deal with it, or because they don't point it out, air-to-air will be formed.

A/P leads to loose front and tight back. Work involving systematization and process will have a great impact on the follow-up work if it is not serious in the front, such as inaccurate and untimely delivery date confirmation, which will lead to extra overtime work of the manufacturing system and other wastes.

Coping with the anticlimactic work without planning and introspection, only doing the front, over time, forgetting to do or even not doing the back. Lack of initiative in work, let's do something, just deal with it, not strictly demand ourselves to do better. All these are extremely harmful to work.

Dealing with waste is mainly caused by weak sense of responsibility and low quality, which is actually dereliction of duty. This kind of waste causes hidden harm to the organization and gradually erodes the body of the organization, which is a chronic poison.

We must not be indifferent to this widespread waste and let it go. On the contrary, we should establish and improve the performance-centered supervision and evaluation mechanism to reduce waste.

6. Rejecting "inefficiency" and repeating inefficiency include: the inefficiency of work or inefficiency is very large compared with the efficiency of management; It turns out that as long as one person undertakes the work, it takes more than two people to complete it; The task that should be completed as planned has been postponed again and again.

Doing a wrong job is a negative efficiency, and not doing it well once is a waste. If the work that should be done correctly is done wrong, there will be waste such as rework, redo and correction, and even affect the whole. If the wrong work is completed efficiently, the loss will be even greater. What is even more frightening is that this kind of mistake is allowed to some extent, and it will be covered up for various reasons, and it will happen again and again, resulting in similar waste.

We allow creative mistakes, but not repeated low-level mistakes.

What caused the inefficiency?

The lack of low-quality learning ability of managers and the weakening of crisis consciousness lead to many people's quality not meeting the needs of work. In every organization, the quality of personnel is definitely uneven, and it is useless to complain, let alone put the blame on ordinary employees. There are only managers with low quality, and there are no employees with absolutely low quality. High-quality managers can effectively lead employees to complete tasks through training and guidance, employing their strengths and giving full play to their strengths. A lion leading a flock of sheep is completely different from a sheep leading a flock of lions. Therefore, it is necessary to find reasons from middle and senior managers, rather than simply shifting the responsibility to subordinates.

Improper methods and personnel arrangement will lead to low efficiency, unreasonable planning and arrangement, and it is difficult to finish the work on schedule; If there is a problem with the sequence arrangement, it will lead to no distinction between primary and secondary, and no one will do the key work. ...

The past successful experience and the rigid thinking of effective methods will make some "successful" people complacent and indulge in the past glory, so they will not make progress and continue to improve themselves. Facing the ever-changing internal and external environment with the original set will not only lead to inefficiency, but even slow down the progress of the whole organization and become a stumbling block to the progress of the whole organization. Only by constantly learning new knowledge and accepting new ideas can we solve new problems.

7. Management must be truly "rational". Management cost is an important part of enterprise cost composition, that is, the costs incurred by various functional departments in the process of production, supply, design, quality, finance and marketing. Management must control costs and reduce waste according to "principles", otherwise it will be punished. "Reason" refers to "objectives, indicators, budgets and plans" in enterprise management, but if "reason" itself has problems, it will be more harmful.

Unreasonable target index management should be based on rationality, but the premise is that rationality is correct.

If there is something wrong with "Li" itself, or if we understand it wrong, then the result can be imagined. Just like solving a math problem, if the known conditions are incomplete or even wrong, then no matter how wonderful the operation process is, the correct result cannot be deduced.

There is no basis for planning. The company has issued the target index, but it doesn't know how to break it down. It relies on "slapping the head" and takes it for granted to make budgets and plans, which lacks enforceability. For non-quantitative work, it is not meticulous and does not have maneuverability. Short-term plans are not compiled around medium-and long-term plans, and there is a disconnect and deviation between them, and continuity is not considered. Planning is delayed again and again, and it is issued urgently, ignoring the timeliness. For this kind of planning, if it is not revised and adjusted, or even reinvented, it will bring great harm.

The implementation of the plan is not serious. My superiors didn't inform me. I don't know the content of the plan, so I can't carry it out. The actual situation changes too fast, which makes the plan impossible to implement; Because the preliminary work was not completed in time, the plan could not be completed; The objectives and indicators set by the company are not implemented because of difficulties in implementation, and they are implemented according to their own imagination; After receiving the plan, you don't even read it. You don't know anything about the plan, or you just glanced at it and threw it aside. There is no implementation at all.

The plan check is not serious. Anyway, the planned inspection is carried out by the company, so I don't have to check it every day. There must be a reason for the deviation of the plan, either the plan is overestimated or the plan is omitted. Why pursue it? Just finish eating almost. How troublesome it is to implement it item by item.

The plan assessment is not in place, and it is difficult to implement it because it is impossible to understand and master the progress, completion and existing problems of the plan. Even if problems are found, they do not review and reflect, objectively analyze the reasons for the differences, but blindly emphasize the reasons, shirk responsibility and avoid assessment. After the problem is found, the measures are not in place, which leads to the failure to reflect or correct it in the next scheme, resulting in the long-term existence of the problem. They all work in the same company, but don't look up at each other. Why do you want to offend that man? Just say a few words and you'll be fine next time.

Although the goal of input-output mismatch has been achieved, is the cost too high? What is the return on investment? I know it's not worth the candle. However, because I have submitted a plan to the head office, I am bent on my own way and unwilling to admit failure, which makes the enterprise continue to lose money and form new waste.

These problems often exist in daily management, but they are difficult to measure. They are not as intuitive as the appearance of waste products, so the hidden waste of management costs is often ignored or even taken for granted, and it is difficult to form the motivation to eliminate waste.

A company has not completed its company plan for several years in a row, but it is indifferent from top to bottom, which surprises outsiders. After understanding, it is learned that the group to which the enterprise belongs has set the development goal of three-year sales revenue exceeding 10 billion, and then it is decomposed into annual goals and the indicators are issued to subordinate enterprises. Because the company does not work out the business plan according to the actual situation, but according to the requirements of the head office, all the main indicators are set at a high level, lacking the support of data, which is not feasible. However, the functional department plan and monthly breakdown plan carried out according to the company's plan are far from the actual situation, and figures are fabricated for the purpose of the plan, which leads to little confidence in the completion of the plan. The plan is not feasible because the target index is unreasonable. In the process of implementation, inspection and assessment, everyone knows well and goes through the motions. Even if the functional plan is implemented, such as purchasing materials and equipment, it will cause greater waste. So by the end of the year, everyone can't finish the plan, the law doesn't blame the public, everyone feels at ease and loses their pursuit, which is very harmful to the development of the enterprise.

The "seven kinds of waste" in management work is much more serious than the "seven kinds of waste" in production site pointed out by Toyota production mode, but it is also much more difficult to solve. Because most of the waste in the production site can be quantified, most of the management work is flexible and elastic, and it is relatively difficult to quantify and refine it; And everyone is familiar with it, even if the superior has requirements, it will be loose after a period of time, and it is easy to form duplication. If you can't form knowledge about waste in management, it will be difficult to carry out activities continuously and effectively for a long time. Therefore, we must clearly understand the arduous and long-term nature of eliminating waste activities. But once the waste in management work is eliminated to a certain extent, the amplification effect of geometric series may appear. Therefore, we should summon up courage, start from eliminating every bit of management waste, and move forward step by step towards the goal of completely eliminating waste.