While actively promoting strategic optimization, family businesses have come to realize that refined management is crucial for achieving strategic goals and strengthening core competitiveness. With the expansion of business scale and diversification of business operations, extensive management can no longer meet the needs of business development. Management must be extended to every aspect of the business, achieving comprehensive refinement.

First, the company's top management conducted a comprehensive review of existing management processes and discovered that many were cumbersome and inefficient. This not only consumed significant manpower and time, but also led to poor information flow and delayed decision-making. For example, the procurement process, from request initiation to final purchase completion, involved multiple layers of approval from multiple departments. This lengthy process was often plagued by incomplete information and poor communication, hindering procurement progress.

"We need to make drastic optimizations to management processes, remove cumbersome steps, and improve the simplicity and efficiency of the processes." The company's head gave clear instructions at the management optimization meeting.

Therefore, the company established a dedicated process optimization team, comprised of key personnel from various departments, to conduct in-depth analysis of the company's core business processes, such as procurement, production, sales, and R&D. By drawing detailed flowcharts, they identified bottlenecks and non-value-added links in the processes and applied the concept of process reengineering to optimize the design.

To optimize procurement processes, the team worked with various departments to redefine responsibilities across various links, streamline unnecessary approval steps, and establish a centralized procurement platform, enabling real-time sharing of procurement information. They also introduced a supplier evaluation and management system to dynamically assess suppliers and ensure the quality and stability of raw material supply. However, during the initial implementation of the new process, some employees were unfamiliar with the new operating methods, leading to some confusion.

"Organize special training to explain to employees in detail the key operating points and advantages of the new process; during the transition period, arrange dedicated personnel to provide guidance and answer questions to ensure that employees can adapt to the new process smoothly." The process optimization team actively takes measures to help employees adapt to new changes.

In terms of production processes, the company is committed to implementing lean production. By introducing advanced production management concepts and tools, such as 5S and Kanban management, the company has optimized the production site layout to improve production efficiency and product quality. At the same time, it has strengthened quality control throughout the production process, establishing multiple quality inspection checkpoints from raw material inspection to finished product shipment. Statistical Process Control (SPC) technology is also being used to monitor the production process in real time, enabling the timely identification and resolution of quality issues. However, during implementation, some employees expressed resistance to the new management tools and quality control methods, believing they increased their workload.

"Carry out training activities to let employees understand the importance of these management tools and quality control methods in improving work efficiency and product quality; establish an incentive mechanism to commend and reward employees who actively apply new methods and achieve good results." The production department promotes the implementation of lean production through training and incentives.

In terms of sales processes, to better meet customer needs and improve customer satisfaction, the company optimized its customer service processes. A customer relationship management (CRM) system was established to centrally manage and analyze customer information, enabling sales staff to more accurately understand customer needs and provide personalized solutions. This system also shortened the sales decision-making process and empowered frontline sales staff with greater decision-making power, enabling them to respond promptly to customer needs during customer communications. However, due to a lack of training and attention, some sales staff entered incomplete and inaccurate data when using the CRM system, hindering the system's functionality.

"Strengthen CRM system training for sales staff, clarify the standards and requirements for data entry; incorporate the accuracy and completeness of data entry into sales staff's performance evaluation indicators to increase their attention to the use of the system." Through training and assessment, the sales department improves the application effect of the CRM system.

In addition to process optimization, companies also prioritize refined cost management. They conduct detailed cost classification and analysis, focusing not only on direct costs but also on indirect costs. For example, within production costs, in addition to raw material and labor costs, indirect costs such as equipment depreciation and energy consumption are accurately calculated, and corresponding cost control measures are formulated.

Regarding equipment depreciation, by analyzing equipment usage, we adopted more rational depreciation methods to extend equipment lifespan and reduce depreciation costs per unit of product. Regarding energy consumption, the company introduced an intelligent energy management system that monitors energy usage in real time and reduces energy consumption by optimizing production schedules and adjusting equipment operating parameters. However, when implementing cost control measures, some departments expressed resistance to cost controls, fearing they would impact business operations.

"Strengthen the publicity and training of cost awareness to make employees understand that cost control is closely related to corporate benefits and personal interests; establish an incentive mechanism for cost control and reward departments and individuals that perform well in cost control." The finance department promotes refined cost management through publicity, training and incentives.

In terms of human resources management, the company implements a refined talent development and incentive mechanism. Based on employees' job requirements and personal development potential, personalized training plans are developed to enhance their professional skills and overall quality. For example, leadership training courses are provided to employees with management potential, while those in technical positions are arranged to participate in cutting-edge industry technology training. At the same time, the company optimizes the performance appraisal system to make appraisal indicators more detailed and quantified, accurately reflecting employees' work performance and contributions. Based on performance appraisal results, employees are given reasonable salary adjustments and promotion opportunities to stimulate their work enthusiasm and creativity. However, in actual operation, it was found that some training content was not closely aligned with employees' actual work needs, and the setting of performance appraisal indicators was unreasonable.

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