On the morning of July 13, 2020, the company's organizational management structure adjustment meeting was held. In order to meet the demand for market control and expansion, the company will comprehensively reform the organizational structure, management process system, work tasks, and evaluation system of the production department and even the entire company. For the production system, the company leader Mr. Peng put forward four key points of reform at the meeting.

The first aspect is to reconstruct the organizational structure of production management. At present, the production department still has room for improvement in cost control, standardized management, quality, and future sales management, especially in terms of serving and developing major customers. There are a lot of problems in the production department of the company, such as bureaucracy: a lot of cadres have been promoted within the company, but there are fewer and fewer people in charge of things. The problem-solving efficiency is not high, and the communication is more complicated. The main production work is concentrated on the team leader. Body. The management system of the production department is abnormal, and the specific problems are manifested in the following aspects.

The first is that the efficiency of the production plan is not up to standard. The statistical caliber of output cannot be said to be as much as possible. It should start with equipment procurement. It is necessary to establish a unit time production model based on standard staffing, equipment conditions, and working hours, so that it can be fully considered. The impact of changes in equipment and personnel facilitates production scheduling; secondly, there are many product quality problems, and the division of responsibilities and work logic of the quality control inspection system is unclear, which leads to the production department whenever there is a customer complaint. In the future, we will use the workshop as a unit to count the qualification rate of products. If the on-site inspection finds that the product that has not been shipped is defined as a quality problem, the production department shall bear the main responsibility; the quality problem of the product after the factory shall bear the main responsibility . Only by clarifying the logic of work and clarifying responsibilities, coupled with the evaluation of management responsibilities and key control points by the Human Resources and Administration Department, can the quality management level be improved; then the level of data analysis is weak, the production data lacks logic and continuity, and when problems occur , The source of the problem cannot be found. In this regard, we will set up an organizational structure that conforms to the laws of production, and reorganize the production management team and management methods.

Mr. Peng proposed 11 specific measures to reconstruct the organizational structure of production management. First, implement flat management for the production management team, with only three levels, and each level has a task responsibility system for work. At present, there are many contradictions between production, planning, and marketing. The main problem is that the production system is not standardized, the workshop's piece counting and timing are mixed, and the statistical caliber is not uniform. In addition, there is a mezzanine in management. For example, production managers and directors have the ability to adjust employee wages, which may have an impact on the enthusiasm of employees in the workshop. Second, each workshop should set up daily and monthly production tasks and calculate the achievement rate. The qualification rate of quality is collectively used as the basis for calculating the assessment bonus; third, the output of the workshop should be determined according to the production capacity model established by the equipment and personnel standards; fourth, the staff should also establish standards, and the turnover rate of employees and the safety production situation should be determined. Include the assessment of management personnel; fifth, the workshop must be equipped with a workshop director who is linked to the production line to work, and multiple production directors can be set up for shifts; sixth, the workshop must be equipped with on-site quality control personnel to ensure that quality incidents are eliminated in production; 7. Establish a new evaluation system for production employees, and truly implement more work, more rewards. In the future, we will set up targeted assessment standards and systems based on the technical requirements, criticality, labor environment and intensity of the workshop positions; eighth, establish a brand-new production reward system for employees who work hard and have good work performance. Reward; ninth, establish a transparent production data system to ensure the authenticity of the data and use it for our use; tenth, conduct assessments as a team, and use the comprehensive assessment results of various data as benchmarks; eleventh, the production system The appraisal target setting of each level should be consistent with that of the workshop to ensure the unity of the team.

The second major aspect is to clarify the responsibilities and requirements of each production post. First, set up job descriptions and requirements for each rank in the production system, which is what we currently lack the most; second, establish and implement various training and assessment mechanisms to ensure that the thoughts and behaviors of all levels of personnel are consistent with work guidelines; Third, clarify the rights and responsibilities of each level; fourth, clarify the level-by-level reporting system, do not report good or bad news, and oppose the use of information asymmetry to disrupt the management system; fifth, clearly require all levels of management personnel to seek truth from facts and not create Fake data and fake incidents deceive superiors.

The third aspect is to establish correct ideological concepts. First, the company will conduct in-depth exchanges of ideas with management cadres to ensure that they are united and work together to achieve the goal; second, they must form a unified understanding of the work. If the work dispute is so large that the company cannot reconcile the Be able to make choices; third, form a unified understanding of what can and cannot be done at work; fourth, form a unified understanding of the rights and obligations at work; fifth, whether the communication goals are completed There must be a unified standard; sixth, there must be no excuse for the work you are responsible for; seventh, you must have a unified understanding of the work system and discipline; eighth, the company’s secrecy thinking and secrecy measures must be unified Awareness; Ninth, the personnel and behaviors that maintain close contact with the competing company are deemed to be a violation of professional ethics; tenth, those who know that their working colleagues, especially the management personnel, are in contact with the competing company should promptly report to the higher authorities.

In the fourth aspect, the company will strive to create a culture and atmosphere of fair competition, cultivate a suitable soil for talent development, establish a sound training mechanism, unify thinking and jointly practice the company's vision, mission and values, and finally implement it in the KPI assessment. Each department must establish a corresponding KPI assessment system. Management without KPI is just empty talk, and it is difficult for companies and individuals to make progress.

President Peng also announced the future group organizational structure reorganization and management ideas. First, the future organizational structure, management process, and KPI assessment settings must be customer-oriented. The company will overall coordinate production, planning, logistics, quality, R&D and other services, and develop an organizational structure and management system that meets customer needs; second, separate accounting and assessment based on departments as a unit to evaluate the management level of managers; third , Adhere to the strategy of employing people who are able to go above the mediocre, and gradually cultivate talents with correct thinking, overall view, ability, willingness to work and take responsibility as the core backbone of the company; fourth, adhere to the principle of internal training of talents; fifth , Persist in the institutionalization of the company’s operating procedures; Sixth, Persist in the electronic digitization of the business of the company’s various departments, to provide the company with an effective basis for decision-making; Seventh, Persist in building a learning team; Eighth, establish a reward and punishment mechanism, and establish Appraisal mechanisms for advanced individuals and organizations, and business pacesetters; ninth, optimize the construction of corporate culture, and strengthen the promotion of outstanding individuals and outstanding departments.

The company leader Mr. Xu made a concluding speech at the end of the meeting. He emphasized the significance of this meeting. After 20 years of development, the company has become a medium-sized enterprise. However, there is still a lot of room for improvement and expansion of our management system, and it is now time for reform. I hope that all colleagues can think more after the meeting, actively make suggestions for the company's future development, and work together to build Baili into a modern food company.