The Classic Story Of Marketing Superman (Three)

4, the little monk struck the clock.

- system (work standard) and training

There was a small monk who served as a crash bell. After six months, he felt bored. One day, the host announced that he was chopping wood and carrying water in the backyard because he was not fit for the crash position. The little monk asked, "am I not on time and not loud?" the old director patiently told him, "though you hit the clock very punctually and loudly, but the bell was empty, weak and uninspiring. The bell is meant to awaken all the addicted beings. Therefore, the bell strikes is not only loud but also rich, deep and distant.

Impressions: 1. of the hosts in this story committed a common sense management error. The result of "one day a monk hitting the clock" was due to the fact that the host did not announce the working standards in advance. If the little monk enters the temple, he will understand the standards and importance of the crash clock. I don't think he will be removed from office because of his slow down. 2. work standard is employee's behavior guide and assessment basis. Lack of working standards often leads to the disunity of the direction of efforts of the staff and the overall development direction of the company, resulting in a lot of waste of manpower and material resources. Because of lack of reference materials, employees are prone to complacency and work slack for a long time. Work standards should be worked out as digitally as possible, linked to assessment and attention to operability. 3., since we have the standard of work, we should execute it well, do not discount it, do not wait until the leader thinks you are incompetent. Only 4., so the training of companies, departments and posts is very important. In order for employees to know how to do it, we must set standards and make training! Leaders should pay attention to system and training so that employees can be trained, so you do not need such a busy employee. Please obey the system so as to be competent, so you will not be removed from office due to slow down.

　　 5, monkeys and bananas

A classic story: I associate him with training and obedience to share with you: there are 6 monkeys in a laboratory, hanging some bananas on the top, but all the bananas are connected with a faucet. The monkey sees the bananas and is very happy to pull the bananas. The result is a mess of water. Then the 6 monkeys know that the banana can not be touched. Then a new monkey went in, and there were 5 old monkeys and a new monkey. The new monkey saw that the bananas naturally wanted to eat, but 5 old monkeys knew that touching the bananas would be caught in the water. All of them stopped it. After some time, the new monkeys no longer asked, nor did they touch the bananas. Then a new monkey was replaced, so that the 6 monkeys at the very beginning were all changed, and the 6 new monkeys did not touch the bananas.

Experience and feeling: I think this story reflects the importance of training and unconditional implementation system 1. the importance of training: good experience training, let everyone share, training, can make fewer mistakes, less detours, everyone will be in the same direction, it is the right direction to force, such a team or company will be invincible. The 2. system is unconditional execution. Because the system is a summary of experience. Failure to comply with the system is a mistake or punishment.

　　 6, the real story of the parachute

- quality No discount, think more about the consumer's point of view.

I do not know that the master once said that "quality is not discounted" and the quality is carried out according to the requirements of customers. This is a true story between the US Air Force and parachute manufacturers in the middle of the Second World War. At that time, the safety of parachutes was not perfect. Even after the improvement of manufacturers' efforts, the parachute manufacturers' parachute production rate had reached 99.9%, which should be said that even now many enterprises are hard to achieve. But the US Air Force told the company No that they demanded that the yield of the parachute should reach 100%. So the general manager of the parachute manufacturer made a special trip to the flight brigade to discuss the matter and see whether it could reduce this level because the manufacturer thought that it was nearly perfect to achieve this level, and there was no need to change it again. The US Air Force refused, of course, because there was no discount on quality.

Later, the military asked for a change in the way to check the quality. That is to pick out one from the parachute delivered a week before the manufacturer, so that the manufacturer can jump off the fuselage itself from the fuselage after it is equipped with the upper body. After the implementation of this method, the bad rate immediately turned to zero.

One thing is that many people often have a "similar" mentality in their work, and even if it is reasonable for a leader or a client, he will feel the other person is critical and dissatisfied. Just like the quality complaint we handled by Japan Concord. I really thought some of them were picky. But this is a kind of attitude towards product quality and a rigorous and meticulous work style. Attitude decides everything. Perhaps we should think from the consumer's point of view: what is the taste of a hair eaten in the steamed bread made by the yeast bought? We might say: 100 thousand (or 1 billion) bags of yeast have only one hair in one bag, and there is nothing to make a fuss about. But for us, it's 1/100000, which is 100% for the consumers who eat their hair. Imagine that if there is only a 99.9% success rate, there will be 20000 erroneous drug events every year. 15000 babies will be mistakenly born every year; 500 will do wrong operation every week; there are 2000 letters per hour. Looking at these data, we definitely hope that all the people in the world can achieve 100% in their work. Because we are producers, and we are consumers. More importantly, we feel that every day's busy work is meaningful rather than mediocre.