A pleasant meal with the owner of the processing factory
In the morning, I had lunch with the boss of a processing company, and the overall experience was quite good. This was not just an ordinary meal. From this meal, I could feel that the enterprise run by this boss has a unique way of doing things. Take the process of plastic part spraying as an example. When we send plastic parts to them for spraying, once they find that there are quality problems with the plastic parts themselves during the spraying process and these problems will affect the spraying effect, they won't handle it without permission. Instead, they will inform us immediately. Only after getting our confirmation that the plastic parts can be used will they continue with the spraying operation. This seemingly simple process reflects the strict and responsible attitude and good communication awareness of this processing company. In today's highly competitive market environment, many enterprises often overlook these details in pursuit of efficiency and profit. It's really eye - catching that this processing company can do this.
The management philosophy of the processing factory owner
During the conversation with this boss, he shared some of his methods and concepts for managing the company. Many of his viewpoints left a deep impression on me.
Task pressure boosts efficiency
He mentioned an example about production tasks. Once when working on one of our orders, 20 workers were arranged to work from morning until 8 p.m. on the first day, but only 6,000 products were made. According to the cost accounting, more than 10,000 products must be produced every day to make a profit. So, the boss resolutely issued a strict order that if the production task of 10,000 products was not completed that night, all workers were not allowed to leave work, and those who were not willing to work could just leave. Under this pressure, the workers fought until 2 a.m. and finally completed the task. Even more surprisingly, the workers' work efficiency improved significantly the next day, and they completed the production of 10,000 products by 6 p.m. From this example, it can be seen that appropriate pressure and strict requirements can, to a certain extent, stimulate employees' potential and improve work efficiency. Of course, this method may not be applicable to all enterprises and all employees, but it did achieve good results under this boss's management model.
Severely punish the supervisors in charge of loss-making operations
He also told a story that happened at the beginning of the year. At that time, a supervisor was in charge of a batch of 6,000 pieces of goods. The processing fee was 12,000 yuan, but he paid 20,000 yuan just for labor costs, not to mention the water, electricity and material costs. Obviously, this was a seriously loss - making business. The boss angrily asked the supervisor for the reason. The supervisor said that there were few orders at that time. If the work was finished in one day, the employees would have nothing to do. And there was no subsidy during the holidays. He was worried about losing the employees, so he divided the one - day work into two days. After listening, the boss seriously told the supervisor that the daily output quota given to him was 10,000 pieces. Whether the employees had nothing to do after finishing the work was the boss's own problem, which had nothing to do with the supervisor. If any employee was not willing to work, they could settle their wages and leave, but the supervisor could not let the company lose money for such a reason. In the end, the boss mercilessly fired this supervisor. From this incident, it can be seen that the boss has clear requirements for cost control and production efficiency and will not tolerate the company's losses caused by unreasonable management methods.
Resolutely fight back against employees' threats
The boss also mentioned another thing that happened before. Once, the delivery date was extremely urgent. A newly recruited supervisor from another province claimed that the wage was too low during the production process and demanded a wage increase. He threatened not to work if the wage was not raised. In this situation, the boss was caught in a dilemma. If he didn't increase the wage, no one would work, and the delivery date couldn't be guaranteed. If he did, the cost would increase. Helplessly, the boss had to agree to the supervisor's demand. However, after this batch of goods was finished, the boss decisively fired the supervisor along with more than ten people he brought. The boss said that as a boss, one couldn't be threatened by employees. If he couldn't even adhere to this principle, he couldn't be a boss. He would rather take fewer orders and earn less money than be held hostage by employees. Although this approach seems a bit tough, it also reflects the boss's decisiveness and principle in management.
My management dilemma
After hearing this boss's management story, I couldn't help but feel a surge of emotions. As the boss, he has absolute decision-making power in enterprise management and can make various decisions resolutely according to the company's interests and development needs, including dismissing employees and adjusting salaries. However, as the highest person in charge of the department, I am faced with a completely different dilemma. In our department, I don't even have the power to dismiss a QC, and it's even more difficult to give a pay raise to a QC. Such management restrictions have hindered me at every turn in my work. Many times, I clearly know that some problems need to be solved, but I'm powerless. If it weren't for the pressure of life and the urgent need for this income to make a living, I might have chosen to leave long ago. In such a management environment, it's really too difficult to achieve the efficient operation and development of the department.