Background:

Customer is a large manufacture group with 20 years history, their protofilo product is motor provided for automotive industry, the group is composed of sales, R&D, production, quality, purchase and logistics depts, etc. With the growing scale and product type, the plant leader felt the difficult operation situation in the plant.

Current status analysis:

1.        The employer have his own personal charmings, but the turnover rate is very high, in management level position, with the manager staff loss result in following the employer’s order, typically employer in domination during operation.

2.        While employer is away, the operation was run in a mess, employees always shirk their responsibilities to each other because there is no clear definition for each positions’ duty.

3.        There is no robust operation management regulations, not to speak of the handover work regulations from dept-to-dept.

4.        All the enterprise’s development plans are in employer’s mind, but he didn’t transfer his ideas to the manager level staff, also there is no management target for each depts.

5.        Wages is dependent on the quantity of manufacturing, From the aspects of external competitiveness and fairness for salary administration, it is not suitable for management-level staff.

Solution:

Based on the investigation, we put forward the following proposals:

1.        Transfer the employer’s development plans into operation plan in the coming 5 years, and divide the first year plan into several steps to implement;

2.        Based on the requirement of operation plan, we cooperated with customer’s internal management team to design the organization chart, transfer the linear function of the organizational structure into organization chart;

3.        To fulfill the operation plan targets, identify the enterprise’s standard clearance, we organized the member from different depts. To design operation process flow and establish the operation regulations in the fields of cross-departments handover, transferred the management way from”rule by employer” into “rule by regulations”. It is monitored by auditor and reported to GM directly about the implimentation status in regularly.

4.        Divide the plant operation targets into departments and job position targets;

5.        Based on new organization chart, implement the position evaluation work and establish the critical performance index evaluation system and performance payment system.

Achievements:

  After 12 months’ training, the plant runs towards to the positive trend gradually, the times that employer answers the phone becomes less and less than what it used to be. Customer is thankful to our contribution that we made in the plant.