The Reform System Of The Domestic Garment Enterprises Should Be Put In The First Place

< p > if we do not change the wrong cross sections in the Department's responsibilities and demand the so-called "cooperation and cooperation" among different departments, then there will be a slight difference in coordination, so the coordination meetings and communication meetings will be unavoidable.

There are too many blanks and vacancies in the enterprise system. When the system process is not well executed, I still insist on my first view: reforming the system first and accusing the employees.

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< p > reviewing the process first is better than endless coordination.

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< p > < strong > division of labor < /strong > /p >

< p > in the department responsibility of a company's < a href= "http://www.91se91.com/news/index_c.asp" > dress > /a > --EndFragment-- >, the market, the channel and the commodity three departments have the division of labor to the most important sales tasks.

But statistics show that the 3 departments have 9 important responsibilities, 6 of which are jointly handled by many departments, accounting for 2/3.

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< p >, if business is not ideal, such as the division of responsibilities of the department above, no quarrel, no shirking responsibility, not a large number of meetings and coordination, is a strange thing.

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< p > the market department complains that the prices and promotions are not in place, and even complains about the failure of the purchase variety and the ordering plan, leading to a series of unsalable products or not selling the best sellers. In order to formulate and plan sales sales activities, the channel must make a lot of sales analysis and market analysis, repeat the work of the marketing department, and decide the most important price policies and management involved in the sale, but decide to negotiate with other departments. The purchase plan of the commodity department must be based on special sale, promotion and sales strategy, and do 4 large-scale activities and do 1 large-scale activities. The quantity of the purchased commodities will be different.

At the same time, the quality of products involves the after-sale policy and the service policy of department stores. The commodity department itself is less responsible for the management of the field, and the result is unknown.

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< p > so the chaos of the three major departments of a mess is divided into responsibilities. You have me, I have you, you involve me, I involve you, you influence me, I influence you.

If there is a problem, there is no way to distinguish responsibility clearly, only quarrel and shirk, so our leaders think of whether we should emphasize the so-called communication skills and communication attitude. < /p >

< p > if we do not change the wrong cross sections in the Department's responsibilities and demand the so-called "cooperation and cooperation" among different departments, then there will be a slight difference in coordination, so the coordination meetings and communication meetings will be unavoidable.

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< p > < strong > omnipotent post < /strong > /p >

Another source of poor execution and mutual accusation is the erroneous responsibilities of P.

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< p > because of the unclear division of departments and overlapping of responsibilities, many important posts eventually became "full responsibility posts", and a lot of training aimed at training a large number of "all-around" personnel, "omnipotent personnel" and "gold medal personnel" who are in line with the full responsibility.

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< p > has seen a large a href= "http://www.91se91.com/news/index_c.asp" > shoes company < /a > branch manager responsibilities, 21, the content of light inspection shop is almost all inclusive.

It is said that when a manager inspected the franchised store of a company, there was no two day to see the requirements of the shop form.

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"P > two days to patrol a store. What is the efficiency? Look at their duties as terminal manager. It is also a typical example of" full responsibility "post.

A lot of work arranged by the management to the store manager should not be done by the store manager, including data analysis, commodity analysis, performance analysis, personnel motivation, display, wages, replenishment, ordering, etc.

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< p > < --EndFragment-- > is not the executive power of the store manager, but the management process and system.

To win the terminal, we should "emancipate the store manager", instead of training all the store managers as "general manager" type figures. The key question is not whether the training is practical or practical, not the high and low capacity of the shop keeper, but the "scientific standardized terminal retail management" has not been fundamentally resolved.

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The practice of < p > "full responsibility store manager" has defects in management, especially in "terminal standardization", resulting in "huge cost and waste".

The most troublesome thing for the supervision department, retail department, marketing department, and franchisees and agents is how to retain excellent guides and shopkeeper.

Why? Because you haven't built the "scientific retail management system"! If you have, you will greatly reduce the dependence on people.

A lot of work done by the store manager should be completed by the system and management system.

Therefore, the core of "terminal winning" is not terminal. The core of "terminal standardization" is not in the terminal, but whether there is a standardized process and system in the head office.

Without this system, tired shopkeeper can not be standardized! < /p >

< p > I often compare this problem to the difference between "farmer farming" and "modern farm".

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< p > to produce the same standardized grain, there are two ways: the first is to build a modern farm, to divide all the work scientifically and effectively, specialized breeding for breeding, specialized sowing for seeding, special watering for watering, special weeding and spraying for weeding, and special harvesting for harvesting.

In modern farms, 1000 farmers are also used, but each of them is divided into different steps, professionalized, and each person is responsible for the corresponding work. After that, the food produced by the 10 thousand acres of the farm must be standardized food.

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< p > second ways, we allocated 10 thousand mu of land to 1000 farmers, and each farmer was responsible for 10 mu of land.

After that, every farmer was trained to become a "gold medal farmer" and "almighty farmer", from breeding to farming, watering, pest control, pesticide and irrigation to the final harvest, this farmer will do everything and finally yield 10 thousand mu.

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< p > If a farmer goes, it means that 10 mu of land is gone. If we take 100 farmers, it means that 1000 acres of land are gone.

It is very difficult to build 1000 farmers into "gold medal farmers", through 1000 individuals, 10 acres per human species, and complete the standardized cultivation of 10 thousand mu of land.

Such standardization, I call it "pseudo standardization".

The standardization that our garment industry has been carrying out for many years is this kind of "pseudo standardization".

This is why many enterprises have been carrying out "terminal winning and terminal standardization" for so many years. The system has written a lot, and has been meeting to talk about how important "standardization" is, but it can not achieve the goal.

Because the standardization of terminals is achieved by hundreds of thousands of "omnipotent shop managers", which is far from the essence of modern scientific retail standardization.

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< p > < strong > system vacancy < /strong > < /p >.

< p > If a system does not appear in the normal execution of employees, the system is "pseudo system". This process is "pseudo process", which is the "pseudo standard".

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< p > Guangzhou has a large chain < a href= > http://www.91se91.com/news/index_c.asp > retail chain > /a >, the initial receipt error rate is as high as 20%.

This means that hundreds of single data per month are incorrect, resulting in delays and misunderstandings, and suppliers and purchasing departments are very unhappy.

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< p > in the spirit of "having problems, always look for problems in the process first, then look for problems in supervision, and finally find the ability and attitude of people". They pass the review process and find that the receiving process is based on the process of the world's advanced retail enterprises.

Why is it that the security guards failed to follow the regulations? Why did the employees not have enough sense of responsibility? < /p >

< p > originally, although the principle of receiving the red line was adopted by international companies, their receiving area was narrow and small, and their training time was short and their skills were unskillful, which resulted in too many items in the receiving area, too many unclear items and incorrect points.

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< p > so, combined with the status quo, they converted the receiving process into "ABC three zone", and the rate of error was greatly reduced, from 20% to 2%.

The process has undergone three major pformations and three minor alterations, and the rate of single error has been reduced to no more than 2 per month per store.

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After 6 months' operation, the finance department revoked the nuclear group, and each department no longer needed to meet for the wrong receipt of goods, so there was no consultation, cooperation, evasion and accusation in P.

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< p > "scientific retail" management concept, the important point is: can the process make the most stupid employees do not make mistakes? < /p >

< p > the purpose of management, the result of execution, and more importantly, depend on the quality of the system itself. Since the quality and ability of people are high and low, the quality of the system must be high and low.

If we can't execute anything effectively, we will first accuse the employees of their abilities and wishes. First, we should review the system, the second review system, and the third review system.

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< p > a large number of elaboration on the current management system, the timing of arrival and the purchase principle of a children's clothing enterprise, but 10 people have 10 kinds of judgement on the stock management.

What is the right amount? What is too much purchase? What is too little purchase? According to the sales data, how to make the purchase judgment? How to make a judgement? 50 pieces are sold, are there 45 pieces in the right place, or is it suitable for 55 items, or is it suitable for 60 items? < /p >

< p > and another company's "commodity sales reservation process" is also a management system, which is the process established under the "scientific retail" system.

The system is very clear and complete. It is very clear during the non price reduction and the reduction period. When the price of the company will be reduced, there will be a beginning and an end. No employee will be mistaken for the wrong period.

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< p > how to deal with the general situation, how to deal with special situations, and even stipulate the ratio of the percentage of customers leaving money and the proportion of reserved days, so the employees just follow the operation.

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< p > such a quantitative process, as long as employees have a certain level of culture and a little training, they know what to do.

The process is clear, the operation is clear, the process is complete, the normal and the accident are all taken into account, this is the working guide for goods leaving.

Employees and managers have clear responsibilities and problems can be traced back to people. Who has reason to shirk or explain? There is only one way for employees: execute the process well and managers do their duty.

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< p > there are too many blanks and vacancies in the enterprise system. When the system process is not well executed, I still insist on my first view: reforming the system first and accusing the employees.

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