How To Strengthen Enterprise Management In Tanneries

In recent years

Survival and development are relatively difficult. This is because, in recent years, relying on products well, they may not be able to survive and develop well.

It is more urgent than ever to focus on and strengthen enterprise management and enhance the competitiveness of enterprises in an all-round way.

Leather making industry is a traditional industry. The management level of tannery enterprises in China is uneven. Generally speaking, there is a big room for management improvement. Whenever the tanneries that are really surviving and developing well, they attach great importance to enterprise management.

In order to better survive and develop, tanneries need to strengthen enterprise management. It is necessary to integrate various systems of enterprise operation and form a resultant force. This is the key to comprehensively enhance the competitiveness of tanneries.

The various systems that support the organic operation of tanneries include marketing, technology management, procurement management, production management, safety and environmental protection, occupational health management, equipment maintenance, quality management, warehouse management, financial management, human resources and administrative management.

Establishing enterprise operation mechanism and strengthening enterprise management of tannery

The core of management is to establish 1 systems of practicable enterprise operation mechanism, and the operation mechanism of enterprises can organically integrate various systems of enterprise operation and form resultant force.

Establishing enterprise operation mechanism is very important for strengthening tannery enterprise management.

Next, from the 4 levels of organization structure, organization function, process inventory, operation standard and form record, this paper expounds how to establish enterprise operation mechanism and strengthen enterprise management of tannery.

1. Sort out the organizational structure.

Sorting out the organizational structure is the first step to establish the operation mechanism of an enterprise.

The organizational structure should be centered on output rather than Task Centered, and should not be set up for people.

If the tasks of various departments have been completed and the output of enterprises has not been reached, such an organizational structure will be defective at the beginning.

The design of the organizational structure requires the general manager of tannery to organize and discuss the setting of the enterprise management team and related personnel. The process of organizational discussion is actually the process of defining organizational functions.

The design of the organizational structure should be consistent with the reality of tannery, and the following 7 factors should be considered.

(1) medium and long term objectives, the organizational structure design should start with the medium and long-term goals of the enterprises, make appropriate leeway, and avoid tanneries growing slightly, so that the organizational structure can not keep up with the development needs of enterprises.

Second, the business characteristics tannery has its business characteristics, and must not copy the organizational chart of other industries.

3. The size of tanneries is large and small. Even their peers do not recommend the complete copy of their organizational chart.

In the light of the principle of "organizational streamlining and efficiency", tanneries should minimize the organizational hierarchy.

4. Distribution of departments and personnel tanneries should minimize departmental setup, minimize staffing, avoid redundant personnel and expand personnel costs.

Generally speaking, the number of direct subordinates is 6 persons (except group leaders with grass-roots staff), and 1 managers are 6.

Fifth, the division of business responsibilities and responsibilities. In line with the principle of "clear responsibilities and unified powers", we should pay attention to the following points in the division of business responsibilities and responsibilities: A, the same nature of business, assigned to the same department; B, the business of heads of departments, must have a complete "right" and "responsibility"; C, delegate power should be clear; D, unit reduction, power and responsibility concentration.

The design of the audit and supervision function -- the tannery organization structure lacks 1 audit supervision departments, such as the internal audit team, which will lead to a management system in a mere formality, and ultimately make the management performance of tannery greatly reduced.

The coordination and integration of the organization -- the problem of coordination and integration is not considered when designing the organization structure of tannery, which leads to poor communication and coordination, slow decision-making and inefficiency.

The result of the design output is 1 tannery organization chart.

There are 3 common pathological structures in the factory:

The organizational structure is too simple.

Such as enterprise management, warehousing management, safety and environmental protection, occupational health management functions, in the organizational chart can not find a corresponding ability to assume full responsibility for the Department.

2. Unreasonable allocation of departments and personnel.

Such as setting up posts for people, not seeking their jobs in their positions, and being independent in the production department (quality management departments are not independent, production departments are in charge of quality management departments, etc.) or technical departments are single (the procurement department is not completely independent, and the technical departments are under the control of the chemical purchasing department).

Third, the power and responsibility are unclear.

Such as the marketing department, the production department, the technical department and the quality management department, the power and responsibility are often confused.

2, improve the function of organization

Perfecting organization function is the second step of establishing enterprise operation mechanism.

In fact, at the beginning of the design of organization structure, the organization function has already begun to be defined.

Organizational structure and organizational functions are complementary and interdependent.

Here, we should improve organizational functions, and emphasize on the written functions of departments. The process of writing is the process of organizing, examining and clearing organizational functions.

The process of organizing functions is also a process of claiming and advocating organizational functions.

The organization function is written, and the general manager of tannery needs to organize the relevant personnel of the enterprise management team to participate in the formulation.

The results of written output of organizational functions are 1 sets of "tannery organization functional manuals".

3, process inventory

Process inventory is the third step to establish the operation mechanism of an enterprise.

Generally speaking, the business process of an enterprise is a large business activity system consisting of multiple processes, from big to small, from high level to low level, and from then to then.

Some large processes of enterprises consist of several activities (steps), some of which are processes themselves.

From the perspective of organizational structure, business processes can be broadly divided into 6 categories:

First, the internal product value chain process.

II. The management process of the upper and lower levels.

3. Business processes between departments can be divided into two types: higher level participation and self operation.

4. The business processes between departments (or groups) can be divided into two types: higher level participation and self operation.

5. Post operation process.

The business process between the enterprise and the outside.

According to the practical experience of tanning enterprise management, the author suggests that the process inventory of tannery can be divided into 4 levels: the total process, the sub item flow, the operation process and the operation process.

1. The total process: simply identify the major items of the company's business items from the source of operation to the last link.

The results of the total process inventory output are 1 tannery general flowcharts.

The general flow chart is drafted by the general manager of tannery and 3 or more senior executives are drafted separately. All the discussions of the enterprise management group are confirmed by the general manager after delivery.

2. Sub item flow: decomposing the links in the whole process (such as marketing, R & D, procurement, production), dividing the process into each specific business, such as supplier search, supplier evaluation, supplier maintenance.

The results of the sub process inventory output are 1 sets of working procedures for tanneries, such as "marketing control procedures", "production control procedures", "environmental monitoring and measurement control procedures", "quality management procedures", "internal control procedures," "management review procedures" and so on.

The procedures for each sub process shall be drafted by the corresponding ad hoc group, and all the discussions of the enterprise management group shall be confirmed after the discussion and submitted to the general manager for the record.

Third, the process of operation: subdividing the various links identified in the sub process and subdividing the details of each specific operational link (for example, the operation process of the vehicle: filling out the car list - examining - approving - sending general affairs, Administration - sending cars - driving out - return), and the operation process should specify the corresponding person, event, time, place, object, operation tools and matters needing attention.

The results of the process inventory output are 1 sets of work instructions for tanneries, such as "work plan management work instruction", "order and delivery management work instruction", "water field sample operation instruction", "three wastes management work instruction", "tannery external liaison operation instruction", "production and marketing conference management work instruction" and so on.

The operation process should be drafted by the relevant personnel or the relevant business backbone should be commissioned by the ad hoc group. After discussion and approval, all the ad hoc group discussions will be sent to the departments at the first level (such as the center or department) for confirmation.

4. Operation process: a link that has been identified by each of the above level processes, which can be operated by a single operator, such as ingredients: weighing, loading, inspection, identification, pportation, and operation procedures must be marked with standard (quantity, liquid ratio, temperature, time, Ph value, etc.).

The results of the operation process inventory output are 1 sets of work instructions for tanneries, such as "dyeing and batching instruction", "trimming instruction", "customer color card management instruction", "water squeezing machine cleaning instruction", and so on.

The operation process should be drafted by the corresponding business backbone corresponding to each ad hoc group, and each panel discussion shall be sent to the first level department head and the enterprise management team for record after the confirmation of the three level department (such as workshop) supervisor.

The process of inventory checking is also the process of carding and supporting system construction.

The result of process inventory output is the complete set of document system (general flow chart, procedure book, guidance book, etc.).

4. Establish operation standard and form record.

Establishing operation standard and form record is the fourth step to establish the operation mechanism of an enterprise.

The operation standard is a unified requirement or normalization rule summarized and worked out over the years.

The operation standard must have three characteristics: "operable, easy to understand and easy to remember".

The standard of operation is like the cells of a human body. It is the cornerstone of the healthy operation of an enterprise.

Tanneries need to set up a set of operating standards.

Examples of operation standards include: "dye dissolution standard", "fatliquor emulsification standard", "wet blue shrinkage temperature determination standard", "shaving test standard", "shotcreting inspection standard", "finished leather grading standard" and so on.

A manager said with emotion, "form is the center of management."

It can be understood that forms are the foothold of all management.

Whether the form is well designed directly affects the performance of enterprise management. 1 good forms are both the record of work performance and the best material for improving work and analyzing decision.

Tanneries need to form a complete set of forms.

Examples are: "employee attendance record form", "customer order record form", "wet blue inspection record form", "uniform thickness sampling record form", "color sampling and retention record form", "finishing coloring record form", "finished product inspection record form", "bad product cause analysis table", "comprehensive wastewater monitoring record form", "chromium wastewater monitoring record form" and so on.

In practice, we should continuously improve the operation mechanism of enterprises and continuously strengthen enterprise management.

Quality is the first wealth of tanneries, and the introduction of applicable management concepts, the use of advanced enterprise management methods, and actively improve product quality and enterprise management.

Continue to improve and perfect the operation mechanism of enterprises, continuously strengthen enterprise management, carry out internal audit, management review and external supervision and audit every year, make great efforts to improve product quality, shorten the delivery time and control costs, constantly meet the changing needs of customers, enhance the competitiveness of enterprises, and expand and develop enterprises.