70% of the wooden door companies suffered "management pain"

Many wooden door manufacturers are small workshops that started at the beginning of the factory and have achieved the scale of today. The original production and sales model can no longer meet the needs of the future.

The amount of production will not go up, the cost will not fall, and the quality will not be guaranteed. First-line production workers (culture quality is generally low) are not united, production efficiency is not up, power and obligations can not be proportional to, but also affect the work of employees, the company's development has emerged management stagnation, production stagnation, sales of a single situation. How to solve these looming problems is the key issue that has now been placed in front of corporate executives.

From the current point of view, most of the company's comprehensive indicators are concentrated on the sales target, the process is not concerned enough, the system has large flaws, and it basically violates the principles of strategic management and the overall operation of the company, resulting in poor organization, out-of-control coordination, and cost in production. Increased, service is not in place. Due to the lack of necessary overall market considerations for many wood doors, the marketing measures are unfavorable, and the basis for sales management is weak, let alone interact with dealers. Therefore, the wooden door companies will plan how to plan for new competition and new strategies. Individuals believe that the wooden door companies must make up for "management courses."

As far as wooden doors enterprises are concerned, the various systems of internal operating systems of enterprises are not complete. The author wants to explain from the following aspects:

1. The production data focuses on the production statistics and quality statistics, and the production management process. Enterprises should increase their attention to quality, efficiency and cost during the implementation of the plan. In the past, there was no detailed data support and analysis basis. Production departments and quality inspection departments did not have corresponding data management and file management. This was the biggest flaw in the basic management and control of wooden doors, including quality, planning, and cost, as well as administrative and financial and warehouse related issues. The data is also inconsistent and incomplete.

2. The sales data sales department internally lacks the necessary data analysis for relevant customers. Analysis of sales data is a very important task for the development of the company. It plays an important role in the decision-making of business ideas, analysis of channel variables, follow-up and return visits of key customers, increase and decrease of sales expenses, and differences in individual performance. effect. Without complete sales data, it is impossible to analyze the way the market operates.

3, financial data, general statements, cost details, financial analysis, material management, procurement statistics, some small businesses and the above links are not only not perfect, most companies still have verbal decisions that there is a system, if the implementation is not in place, it becomes no system . If there is no analysis of the business, there are differences in cost accounting, and there is no budget management, its financial data will also be full of loopholes. The enterprise must have a detailed financial rules and regulations, and must constrain all work.

4. Human resources data As we all know, the wooden door industry is extremely talented, and some companies do not have unified management over existing human resources. There is no system for recruiting and applying staff, and they are often used by people. Basic employment criteria and pre-job training.

In the current situation where there is a shortage of technical talents in particular, companies must have a sense of talent reserve, especially the cultivation of important technical positions such as equipment operators and paint technicians. Management should also be familiar with the personal information and capabilities of the company’s existing talents. It is important to understand which employees are the focus of training. In addition, when employees change jobs or leave their posts, they must also follow the process.

5. Organizational System Data Many organizations are still in the initial stages of organizational structure, job responsibilities, departmental establishment, functional mechanisms, organizational level classification, and functional classification descriptions. Many companies are bosses “one-handed”, one-man and multiple-managers, managing sales, managing finances, grasping production, controlling procurement, etc. There is no perfect corporate organizational structure system, and specific work has not been implemented yet. Once problems arise, they cannot be responsible. To people.

6. Target system data Every year at the end of the year, companies need to plan for the coming year. They must design detailed target plans, target decomposition, plan management, conference management and other work items. The work plan for the coming year also involves the aforementioned The production data and sales data need to be combined with the data analysis of this year so that the future work can be carried out step by step.

7. Business Process Data The healthy development of a company is inseparable from the enterprise plan management process, quality control process, production process, procurement operation process, personnel operation process, sales management process and after-sales service process. If the enterprise wants to become bigger and stronger, it must strictly enforce every link, and every link in it must be sound and perfect, and it must have a corresponding management system.

Corporate culture, strategy, goals, compensation, performance, system, coordination, communication, etc. All companies need to improve and strengthen management in these areas.