How To Change The Bad Habits Of Four Major "Bad Habits" In Garment Factories

In recent years, we often see some

The enterprise system has a lot of processes, but it can not execute or execute discount.

The reason is that there has not been a set of mechanisms or rules to ensure the operation of enterprises.

To change this situation, we should not only start from the system process, but also depend on whether these systems can constrain, train and change the employee's occupational habits.

Therefore, if we want to manage a good person, we must dare to break away from all kinds of "bad habits" of enterprises, use the hot stove rule to educate and train employees, and change the occupational habits of organizations and employees with the binding force of rules.

The manufacturing industry always strives for excellence and stability and reliability. However, the "almost" doctrine in Chinese culture is not suitable for the manufacturing industry.

So, Zhang Ruimin said, "what is not simple? It is not simple to do simple things every day."

When the Chinese people do things, they often stop at the same time.

It is the perfect embodiment of a person's professional spirit to do a simple job well and achieve perfection.

What the manufacturing industry lacks is the spirit of professionalism.

China has been in a farming society for a long time. Is there a difference between eight o'clock in the morning and nine o'clock in the same wheat? The way of thinking in the agricultural society has great influence on Chinese people.

There are many common "bad habits" in enterprise management.

1. Randomness is too strong.

The internal system of the enterprise is completely useless, but it is not implemented according to the regulations. The internal situation is serious, the face culture is prevalent, there is no rule consciousness, there is a command and no restraint.

2, do things by feeling.

A bad habit of doing things is especially evident in family businesses.

The work of special finance and purchasing can only be done by relatives and friends, while "self" is not good enough. It not only fails to set an example, but also affects the enthusiasm of others.

3, mutual buck passing.

Perhaps this scenario is familiar to us: enterprises can not deliver goods on time, sales are looking for production, production is looking for procurement, and responsibility is pushed to finance.

This is the most common phenomenon of "management death ring" in manufacturing industry.

What causes the company to have so many bad habits? Careful analysis is not difficult to find because enterprises lack rules, especially those that can affect employees' professional behavior from behavior.

In terms of rules and rules, which degree of freedom of enterprises and individuals is larger? Theoretically, there is a large degree of freedom in rules, because rules are not expressly prohibited, and they are all free.

Why are expressways faster than ordinary roads? Because expressways limit certain rules, they can not be arbitrarily up and down, they can not turn around at will, they can not be arbitrarily fast and slow, and can not stop at will.

This fully illustrates the constraint efficiency: reducing randomness and achieving high efficiency.

Therefore, the establishment of rules is first of all to improve the overall operational efficiency of enterprises.

How to change bad habits

Ancient India's famous saying that "behavior determines habits, habits determine character, character determines destiny", rules and regulations system is good or bad in changing people, so enterprises must set rules must start from restricting employee's professional behavior.

Managers are bridges, first of all, managers themselves change. The change here is not learning, but letting people do things according to their requirements.

The rule is to achieve horizontal management, reduce dependence on people and reduce mistakes.

As a manager, we can not rely on our mouths to push, nor can we rely on man to man mode. We should not rely more on our friends' loyalty, but we should emphasize more about matters.

1. Rule constraint

The management of 10 people relies on glamour, the management of 100 people depends on the system, and the management of 10000 people depends on culture.

The system is the "iron rule". As a model of employee behavior, it protects employees' personal activities and makes them a compulsory means to safeguard employees' common interests.

With all kinds of norms, employees will know what can be done in the enterprise and can not do it. Naturally, they will get rid of bad habits and form good habits. With a reasonable organizational structure, departmental functions and responsibilities, employees can be clearer about what they should do, what is their upstream and downstream jobs, how they work, and how they work in series. With a reasonable assessment and incentive mechanism, employees can clearly understand what their work results meet the company's requirements, so that they can reasonably evaluate the completion of their work, and even achieve positive incentives for excellent employees and negative incentives for the wrong employees.

Zhang Ruimin smashed the refrigerator with a big hammer and it was everybody's bad character.

If you do not comply with the bill, you will set up the rectification list. If you do not observe the two time, you will issue a ticket and open several tickets.

Managers should use actions to train employees so that they can change their inherent habits, start with actions, and change things through things.

2. Speak with data.

How to implement the fixed system? If it is not implemented effectively, it will be equal to zero.

Only by "speaking with data" can the words be clearer, more accurate and more precise.

Speaking with data is a responsible code of conduct.

For the daily management of enterprises, we can be responsible to people, effectively improve work efficiency, and ensure zero defects in work.

Data is the best basis for measuring the efficiency of a person, a department or even a company.

In any work, it is an effective means.

Especially in terms of assessment and work supervision, the data are more convincing.

Speaking with data, first of all, there must be clear objectives, namely, annual, quarterly, monthly, weekly, and daily work objectives.

Only by first defining the objectives of the work can we use the final data to measure them.

Second, we must strictly grasp the work process.

With clear working objectives, the next step is how to carry out the work under the guidance of the overall objectives of the work.

If we want to produce convincing data, we must strictly grasp the whole process of work.

Find problems promptly corrected, continuous research and continuous improvement.

Again, it is necessary to supervise the work in real time.

Only by monitoring, can data really work.

In the past, in our management, there are more intangible, fewer, more qualitative, less quantitative; more general, less specific; more practical and less empirical, now pay attention to "using data to speak", less adjectives, adverbs, just look at the time and results, develop the habit of speaking words, and make work results more intuitive.

3, use

Good habits are trained.

How to train? One word is "Repetition" at high frequency.

If the system is the first safeguard and tells employees how to do it, auditing is the second guarantee to prevent him from doing what he wants.

Where to check? Where to check and check? When to check? This is the audit process.

Let audit exist in every aspect of enterprise management and operation such as system and process. For each job, establish inspection and review mechanism, form a system and atmosphere of full time inspection, mutual check and self check to ensure the continuous and effective operation of the process system and management.

"Not all people want to beat others, but all people do not want to be beaten by others"! For the results of the audit, post a notice, punish for not completing the work in time, and let the punished person lose face, which not only educated the litigants, but also alerted the other workers.

Through auditing and follow up, we can find problems in time, let the problem have nowhere to hide, and form an internal control mechanism and control system.