Studying The Management Mode Of Famous Foreign Enterprises

McDonald's: sawing off the backs of all managers' chairs.

Ray Crocker, founder of McDonald's fast shop, is one of the ten most influential entrepreneurs in American society.

He doesn't like sitting in his office all day. Most of his working hours are spent on walking management, that is, to walk around, see, listen and ask all the companies and departments.

The McDonald's Corp has been in serious danger of losing money for some time. Crocker found that one of the important reasons is that the managers of various functional departments of the company are seriously bureaucratic. They are used to lying on the backs of comfortable chairs, pointing fingers at their feet and spending a lot of valuable time smoking and chatting.

So Crocker came up with a clever trick to cut off all the manager's chair backs and do it at once.

Many people began to criticize Crocker as a madman. Soon he began to work hard for him.

They came out of the office, went deep into the grass-roots unit, and managed to walk around.

Timely understanding of the situation, on-site to solve the problem, and finally make the company turn around.

KFC: supervised by special customers.

Kentucky's international has more than 60 subsidiaries in more than 9900 countries.

However, how can KFC International believe that his subordinates can follow the rules in 10000 miles away? Once, Shanghai KFC limited received 3 appraisal papers from the head office, and the quality of the work of the the Bund fast food restaurant was assessed by 3 times, 83, 85 and 88 respectively.

The foreign managers in the company are staggering. How do these three scores be evaluated? Originally, Kentucky International hired and trained a group of people, so that they could pretend customers to enter the shop for examination scores.

These special customers have no shadow and no trace, which makes the manager and employees of the fast food restaurant feel a certain pressure at all times.

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Hewlett-Packard Co: open large room office

The Hewlett-Packard Company has created a unique way of traveling management to encourage the heads of departments to go deep into the grass-roots units and directly contact with the vast numbers of workers.

To this end, the office layout of the Hewlett-Packard Co adopts a rare open large room in the United States, that is, all the staff are in an open office. There is only a small screen partition between departments. In addition to a small number of conference rooms and outdoor visitors, no leader at all levels has a separate office and is not called a title at the same time.

This helps to aerate the upper and lower sides and create an atmosphere of unconstraint and cooperation.

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Japan sun industries: conference cost analysis system

In order to improve the efficiency of the meeting, the Japanese Sun Company held a meeting to analyze the cost system.

Every time a meeting is held, the cost distribution table of a striking meeting is always pasted on the blackboard.

The algorithm of cost is: meeting cost = 3 times of average hourly rate per hour, 2 x meeting time (hour).

The average wage in the formula is 3, because the output value of labor is higher than the average wage. 2 is because the attendance at meetings is interrupted by regular work, and the loss is calculated by 2 guarantees.

Therefore, the more people attend the meeting, the higher the cost.

With the cost analysis, the attitude of the meeting will be cautious and the effect of the meeting will be very obvious.

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American Motor Corp: different colors of official documents on the president's desk

Moto, President of American Motor Corp, asked the Secretary to put his presentation documents in different colors of document clips.

The red represents the special urgency; the green must be read immediately; the orange representative is the document that we must pay attention to today; the yellow represents the document that must be checked in a week; the white indicates that the weekend must be checked; the black indicates the document that must be signed by him.

Beech: labour productivity Conference

In order to reverse the declining trend of labor productivity, the beech aircraft company has established a labor productivity conference system since the mid 80s.

The company selected 300 out of 9000 workers as representatives of the conference on labour productivity.

When a worker wants to put forward a rationalization proposal, he can go to any representative and fill out the suggestion form with the representative.

When the proposal was handed over to the labour productivity conference, it was made up of a foreman, a conference representative and a labour productivity conference cadre who was responsible for evaluating the proposal.

If two of the group think that the proposal can increase labour productivity and be practical, the proposal will receive a first prize.

The above recommendations were then reviewed by the labour productivity conference. After the review was passed, the award was awarded to the proposed staff according to the size of the proposal.

This system has brought great benefits to the company.

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German MBB: flexible commuting system

MBB, a major aviation and aerospace company in Germany, can see this scenario: when workers go to work, they put their ID cards into electronic calculators, and immediately show how many hours the workers have worked this week.

It turned out that the company adopted a flexible commuting system.

The company only tests its results on the work of its employees, and does not specify specific time. As long as it completes the tasks according to the quality within the required period, it pays the salaries and pays the bonus according to the quality of work.

Because of the mobility of working hours, workers are not only free from traffic congestion, but also can work together with enterprises on the basis of their tasks and convenience.

In this way, employees feel their personal rights and interests respected, resulting in a sense of responsibility and enthusiasm for work.

At the same time, enterprises also benefit.

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Korea Precision Machinery Co., Ltd.

Korea Precision Machinery Co., Ltd. has implemented this unique management system, that is, let workers take turns to manage factory affairs.

One day, the director and the real factory director have the power to handle official duties.

When a factory director criticize a worker on a day, he should record it in detail on his work diary and let the staff of various departments receive it.

The heads of departments and workshops must be helium at any time according to their criticisms.

After the factory manager system was implemented one day, most of the workers who had worked as factory directors increased their centripetal force.

Factory management has achieved remarkable results.

In the first year, the cost of production was saved by US $about 3000000.

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French company: self management of workers

According to the requirements of production and operation and the need of rotation, the company divided 15 workers into 16 groups, and each group elected two leaders. One leader focused on the production line, another leader was responsible for training, convened seminars and had to produce records.

The factory only makes the total production schedule and requirements, and the group arranges the work within the group itself.

The group also has the right to decide whether to recruit or reward the team members.

After self management, the factory increased its productivity and cost less than other factories.

General Company: full staff decision management system

The US Ge Corp is a group company. When Jack Welsh took over as president in 1981, he thought that the company had too much management and too few leaders. The workers were much clearer about their work than the boss, so the managers had better not interfere with them.

To this end, it implements a full staff decision-making system, so that those who do not have the opportunity to communicate with each other at ordinary times, and middle managers can attend the decision-making seminar.

The implementation of the whole staff decision has dealt a blow to the malpractice of bureaucracy in the company and reduced the locking procedure.

The implementation of full staff decision-making has made great progress in the economic downturn.

He is known as one of the best entrepreneurs in the United States.