In the process of industrial upgrading and exploration of emerging fields, family businesses have come to realize that refined management and efficiency improvement have become key links in achieving sustainable development.
The company first conducted a comprehensive review of its internal management processes and discovered numerous cumbersome and redundant steps that were seriously impacting work efficiency. For example, the procurement process had too many approval steps, which prolonged the procurement cycle and affected production progress.
"We need to simplify the procurement process, clarify the responsibilities and approval authority of each link, and improve procurement efficiency." The company's top management made a decisive decision.
The management team then began optimizing various processes, eliminating unnecessary steps and introducing an information system to automate and digitize the processes. However, in the early stages of the system's implementation, employees were unfamiliar with the new system's operation, which led to some confusion.
"The training department should strengthen systematic training for employees so that everyone can master the operation methods of new processes and new systems as soon as possible." The company quickly organized training courses.
In terms of human resource management, companies have found that job positions are not set up reasonably, responsibilities are not clear, and there are too many people for the tasks.
"The human resources department must re-evaluate job requirements, make reasonable job assignments and staffing arrangements, and ensure that each position can maximize its value." Corporate executives demanded the optimization of human resources.
After the adjustment, some positions were merged or abolished, and some employees were redeployed to more suitable positions. However, this also caused dissatisfaction and resistance among some employees.
"Managers at all levels must do a good job of ideological work among employees, explaining to them the necessity of the adjustment and the benefits to the development of the company. At the same time, employees affected by the adjustment must be given appropriate compensation and care." Company executives emphasized the importance of paying attention to the feelings of employees.
To improve production efficiency, the company implemented a lean production transformation in its production workshop. By introducing advanced production equipment and processes, the company optimized the production line layout and reduced waste during production. However, during the transformation, technical difficulties encountered during equipment installation and commissioning, leading to production interruptions.
"The technical team must work closely with the equipment supplier to resolve technical problems as quickly as possible and resume production. At the same time, we must summarize experience and lessons learned to prevent similar problems from happening again." The company's senior management visited the production site to supervise the resolution of the problems.
In terms of cost management, enterprises found that cost accounting was not detailed enough and there was cost waste.
"The financial department should establish a more accurate cost accounting system, strengthen the monitoring and analysis of various costs, and identify the key points of cost control." The company has strengthened its cost management efforts.
Through meticulous cost accounting, the company uncovered hidden areas of cost waste, such as excessive energy consumption and raw material loss. To address these issues, the company implemented a series of measures to reduce energy consumption and optimize raw material usage. However, due to a lack of awareness among some employees, these measures were not fully implemented.
"All departments should strengthen the education of employees' awareness of saving, establish corresponding assessment mechanisms, and link cost control with employee performance." Enterprises use systems to ensure the effective implementation of cost control.
In terms of marketing, the company found that customer management was not detailed enough and the response to customer needs was not timely enough.
"The marketing department should establish a customer relationship management system, classify and manage customers, understand customer needs in a timely manner, and provide personalized services." The company emphasizes the need to be customer-centric.
By establishing a customer relationship management system, companies can better communicate and interact with customers, improving customer satisfaction and loyalty. However, during the operation of the system, data security and privacy protection have become new issues.
"The information department should strengthen the security management of customer data and adopt encryption, backup and other measures to ensure the security of customer data." Enterprises attach great importance to data security issues.
After a period of hard work, the company's refined management and efficiency improvements have yielded significant results. Management processes have become smoother, work efficiency has been significantly improved, costs have been effectively controlled, and market responsiveness has been accelerated. However, the company also understands that this is just the beginning; refined management and efficiency improvement are an ongoing process.
“We cannot be satisfied with our current achievements. We must constantly identify deficiencies in management and make continuous improvements so that we can remain invincible in the fierce market competition.” The company’s top management motivated all employees at the summary meeting.
In the future, family businesses will continue to deepen refined management and continuously improve efficiency to adapt to market changes and the needs of corporate development and achieve higher quality development.
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