Management Of Small And Medium Enterprises: Integrating Ball Games Into Enterprise Management

< p > > concern a href= "http://www.91se91.com/news/index_c.asp" > small and medium enterprises < /a > management for more than ten years, my team and I have explored in more than 400 enterprises to help them solve practical problems.

Based on many years of observation, I think China's small and medium-sized enterprises can be broadly divided into three types.

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< p > < strong > disorder type < /strong > < /p >.

< p > disordered enterprises are like free markets. The structural relationship between employees and upper and lower processes is loose. The production process is not strictly controlled and frequently occurred.

At present, many small and medium-sized enterprises are in such a state.

The disorderly operation of enterprises needs high inventory, so the materials warehouse, semi finished warehouse, finished product warehouse and even workshop of disordered enterprises are filled with things, so as to meet the convergence of each other.

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< p > < strong > order type < /strong > < /p >

< p > ordered enterprises refer to those mature enterprises with less than a href= "http://www.91se91.com/news/index_f.asp" > Management > /a >, such as a symphony orchestra, commanding waving baton, violin, cello, size, trumpet and so on, making their own voice in orderly and orderly fashion, which is the dream of countless small and medium-sized business owners.

They want their businesses to be like a symphony orchestra, so they introduce experts who understand factory management to train their employees.

Experts make process documents for an enterprise, which is equivalent to giving employees a score of playing music.

However, many times, after all that was done, the symphony that the boss looked forward to did not play.

The reason is that people do not play according to the music score, do not obey the command, or like a small peddler in the farm market, they shout what they want and shout when they want to cry.

The boss strengthened rewards and punishments, but the result was that the staff left and the orchestra was disintegrated.

So we can only give up, and the enterprises return to the disorderly "farmer's market" state.

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< p > good as a band, but is this ideal situation applicable to small and medium-sized enterprises? Can a group of people who just wash their feet and wear ashore dress in the music hall? Do you want to wear a tuxedo? < /p >

< p > < strong > intermediate type < /strong > < /p >.

< p > intermediate enterprises are more like a team.

There are rules in the ball game, but it does not die. The team coach never strictly asks the players what route to take, what to do and when to go.

They will only tell the players, "the other side is running this way, you must run over there, you must leave the gap", "to watch someone" and "to pass the ball quickly to whom."

The core idea is to pay attention to the position and state of others and adjust themselves accordingly.

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< p > experienced players also know that there are no rigid movements and routes on the court. Everything must be quickly reacted and adjusted according to the prevailing situation.

Unlike symphony concerts, everyone has music scores that can be punctually done accurately and everything is expected.

The ball game looks disordered on the surface, but it is very orderly.

In many people's minds, the world cup is far better than the Olympic Games, because it requires every player to check the situation and coordinate with each other.

All this requires rapid and dynamic response in a very short period of time, just like the thermodynamic state at any point in the thermodynamics system, which is at an unstable stage.

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< p > < strong > how to play a beautiful ball game < /strong > < /p >.

< p > the production process of SMEs is extremely unstable.

The general situation of ball games is that no one knows where the ball is, but everyone is running hard on the pitch.

The performance in reality is that the boss scolds the management, the management scolds the workshop, the manager of the workshop scolds the workers; the workers behind the staff scolds the monitor, and the managers get together to scolds the boss.

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< p > > a href= "http://fz.sjfzxm.com/" > Haier < /a > can be managed according to the practice of the symphony orchestra. < a href= "http://pop.sjfzxm.com/popimg/fz/index.aspx" > ERP > /a > decomposes the order in 4 minutes, forming a work instruction. The staff of each department and each post shall act separately according to the instructions. The order is the command, the process and the system are music scores.

Because the purchasing cycle, production cycle and production factors of steady state enterprises are relatively stable, they can be standardized, and their production management is dealing with known conditions.

The production management of non steady enterprises is more about dealing with unknown conditions, because they do not know whether the material can arrive in time, what problems the equipment will cause, or even the customer's order delivery time may change at any time.

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< p > < strong >, then how do the non steady enterprises do? < /strong > < /p >

< p > < strong > first of all, clear tasks, focusing on "ball" < /strong > "ball", are orders and tasks decomposed by orders.

Managers should keep an eye on orders and tasks every day: where have they been? How much time have they left? What time can they be delivered? When will the process be completed? When will the final procedure be completed? When will the mantissa be cleared? The boss and management must always ask themselves: is attention focused on the ball?

This requires that enterprises must set up the idea of doing things all in one's own way. First, they should take care of themselves afterwards, so as to ensure that everyone can find their own "balls".

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< p > < strong > secondly, "players" between the horizontal constraints < /strong > not every player in the ball game's role is to score, and objectively, not every player is scoring.

Another important role of players on the field is to tie opponents to their teammates.

Personal heroism is very harmful to any team.

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< p > < strong >, therefore, enterprises should not rely too much on leaders or special personages. They should understand the role of functional departments. < /strong >, play the role of horizontal control among different posts, rely on the planning department instead of the general manager or factory manager to control the production department and the purchasing department, control the upper process by the next process, and control the quality of the product, rather than relying on quality control to check the process.

In short, mutual restriction allows everyone to manage. Everyone is in charge and the result is quite different.

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< p > < strong > again, achieving the unity of disorder and order. < /strong > ball game is a unity of disorder and order. How can this unification be achieved? Observe how the players who take the ball on the basketball court act.

Players take a ball in their hands, eyes scan others, see where there are seats, where the key is, and then make a judgement in an instant: continue to dribble or pass the ball immediately? Who should the ball go to? < /p >

< p > the planning department performs similar checks with the players, carrying out an overall investigation in the hands of orders or plans.

Through the rolling investigation and timely detection of problems, make a quick response: which process did the material go to? Where did the order go? How about the production capacity? In a seemingly disordered state, make accurate adjustments and judgments, and form an orderly way to achieve the goal of "goal".

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