The management way of Mao Zedong Thought

The development of all work can not be separated from the specific time and space, which constitutes a concrete scene after another. At the same time, all the work can not be separated from the specific results and value, thus forming a need for on-site management.　　The so-called "site management", is in a specific "site" to achieve specific "value" management.　　Site management is the overall summary of Toyota Production mode, in a sense, in fact, is the enterprise management in the "realistic" idea of the system show. Emphasis on site management, is to emphasize on the scene for careful observation, serious thinking.　　Because only then can find the problem, can find the clue that really solves the problem.　　Before the word management, no matter how the attributive, such as personnel management, cost management, quality management, delivery management, as long as the management is not integrated into the "on-site management", can not be called management, because "not in the ' site ' completed management can not create value." Seeking truth from facts and on-site management in many of Mao Zedong's articles and writings, "contradictions" and "practice" is called two immortal articles, but people in the summary of Mao Zedong thought, but always use the "seek truth from facts" these four words.　　Similarly, for the overall summary of the Toyota production mode, I also prefer to use the "on-site management" of the four words, and always add a sentence, this is "on-site management, in fact, is the embodiment of practical thinking in business management." It should be said that without the idea of on-site management there is no Toyota production. All the tools and theories and practices of TPS are carried out around a specific site. TPS itself is also around the scene in tandem to form a larger "business management of the site", around this special, systematic "scene" launched. So I would like to use this way to summarize the "on-site management": management of all the creation of value of the site is on-site management.　　Its scope includes the visible scene and the unseen scene, which is "the scene of thought".　　Case God Ridge Campaign This is the anti-Japanese war period in Shanxi Province in a battle, the outcome is brilliant, in one or two hours of time, weapons and equipment behind the army annihilated more than 1000 Japanese aggressors. Initially, the commander from the waiting line to see the ridge is a ambush good place, but in the scene after the investigation found, from the mountains charged to the canyon, but also need a brief attack process, at that time army of weapons, even if it is a few meters to more than 10 meters of the process, will pay a huge price.　　And the final battle deployment, is to ambush the Army fighters in the need to tilt the depression, rather than the traditional significance of the mountain. The Japanese army, before passing through the ridge, felt that there might be an ambush in the place, so they sent a whistle brigade (which we call a scout) to investigate. In the literary works of the language to describe is "Japanese urine has been peed on the head of the army", but they are affected by traditional thinking, are looking up, but did not pay attention to their feetAnomalies within a few metres.　　The Battle of the Sacred Ridge tells us that different scenes have different rules, if you just think of two mountains sandwiched one valley, just think of sending scouts, under these concepts under the guidance of all activities can not achieve the desired effect, like the Japanese commander, he thought of everything, but still here to bury his troops.　　Therefore, only the emphasis on site management, and in the field of careful observation, serious thinking, in order to find the problem, to find a real solution to the problem of clues, which is why we say in the field management of the philosophy is the reason for seeking truth from facts. Management is "on-site management" all the work can not be carried out by the specific time and space, which constitutes a concrete scene after another.　　At the same time, all the work can not be separated from the specific results and value, of course, this requires a specific site to complete the specific management. The reason to emphasize on-site management is that it plays a vital role in the management of the enterprise, because if we don't talk about management in the context of field management, it will lead people into destructive communication from theory to theory, from concept to concept, when we are out of any specific scene and talk about problems,　　It is impossible to talk about the problem clearly.　　Taylor, 100 years ago, through scientific management principles, established management, laid the foundation of standardization, standardization, and the rise of the Toyota production in half a century later, the idea of standardization and standardization in more specific field, so that the problems that management must face become clearer. So it can be said that no matter how people in the management of the word added to the attributive, such as personnel management, cost management, quality management, delivery management, but as long as these management is not integrated into the field management, will lose its existence value. [Page] All the work can not be carried out by the specific time and space, which constitutes a concrete scene after another. At the same time, all the work can not be separated from the specific results and value, thus forming a need for on-site management.　　The so-called "site management", is in a specific "site" to achieve specific "value" management.　　Site management is the overall summary of Toyota Production mode, in a sense, in fact, is the enterprise management in the "realistic" idea of the system show. Emphasis on site management, is to emphasize on the scene for careful observation, serious thinking.　　Because only then can find the problem, can find the clue that really solves the problem.　　Before the word management, no matter how the attributive, such as personnel management, cost management, quality management, delivery management, as long as the management is not integrated into the "on-site management", can not be called management, because "not in the ' site ' completed management can not create value." Seeking truth from facts and on-the-spot management in many of Mao Zedong's articles and writings, "contradiction" and "practice theory" is called two immortal articles, but when people generalize Mao Zedong Thought, but always use "seek truth from facts" these four words.　　Similarly, for the overall summary of the Toyota production mode, I also prefer to use the "on-site management" of the four words, and always add a sentence, this is "on-site management, in fact, is the embodiment of practical thinking in business management." It should be said that without the idea of on-site management there is no Toyota production. All the tools and theories and practices of TPS are carried out around a specific site. TPS itself is also around the scene in tandem to form a larger "business management of the site", around this special, systematic "scene" launched. So I would like to use this way to summarize the "on-site management": management of all the creation of value of the site is on-site management.　　Its scope includes the visible scene and the unseen scene, which is "the scene of thought".　　Case God Ridge Campaign This is the anti-Japanese war period in Shanxi Province in a battle, the outcome is brilliant, in one or two hours of time, weapons and equipment behind the army annihilated more than 1000 Japanese aggressors. Initially, the commander from the waiting line to see the ridge is a ambush good place, but in the scene after the investigation found, from the mountains charged to the canyon, but also need a brief attack process, at that time army of weapons, even if it is a few meters to more than 10 meters of the process, will pay a huge price.　　And the final battle deployment, is to ambush the Army fighters in the need to tilt the depression, rather than the traditional significance of the mountain. The Japanese army, before passing through the ridge, felt that there might be an ambush in the place, so they sent a whistle brigade (which we call a scout) to investigate.　　In the literary works of the language to describe is "the Japanese aggressors have peed on the head of the army," but they are affected by traditional thinking, are looking up, but did not pay attention to their feet within a few meters of abnormal conditions.　　The Battle of the Sacred Ridge tells us that different scenes have different rules, if you just think of two mountains sandwiched one valley, just think of sending scouts, under these concepts under the guidance of all activities can not achieve the desired effect, like the Japanese commander, he thought of everything, but still here to bury his troops.　　Therefore, only the emphasis on site management, and in the field of careful observation, serious thinking, in order to find the problem, to find a real solution to the problem of clues, which is why we say in the field management of the philosophy is the reason for seeking truth from facts. Management is "on-site management" all the work can not be carried out by the specific time and space, which constitutes a concrete scene after another.　　At the same time, all the work can not be separated from the specific results and value, of course, this requires a specific site to complete the specific management. The reason to emphasize on-site management is that it plays a vital role in the management of the enterprise, because if the management is not discussed in the context of field management, it will lead to people falling into theory, theory, andIn the destructive communication of concepts, it is impossible to talk about the problem clearly when we are out of any specific scene and talk about the problem.　　Taylor, 100 years ago, through scientific management principles, established management, laid the foundation of standardization, standardization, and the rise of the Toyota production in half a century later, the idea of standardization and standardization in more specific field, so that the problems that management must face become clearer. So it can be said that no matter how people in the management of the word added to the attributive, such as personnel management, cost management, quality management, delivery management, but as long as these management is not integrated into the field management, will lose its existence value. [Page] Why "make no sense" in reality, most enterprises are faced with a lot of problems "say but do not pass" situation.　　The reason for this strange phenomenon is that people's concept of the site is still very vague, did not make the scene more detailed division, very general to talk about on-site management. In the corporate pursuit of economic benefits in the background, the promotion of "just see things" is an inevitable choice, that is, if you really have talent, you have to do the results to prove.　　Doing things in a specific time, space, with more effective means to complete the task-this is the site management as the cornerstone of the significance. "Speaking" because it is logical, "do not pass" most likely because there is no straighten out the interests of the relationship, did not go into the field to confirm the effectiveness of the method.　　Therefore, the work site according to the characteristics of operation, subdivided into the thinking of the scene, the discussion of the scene, the design of the scene, the scene of the processing, transportation, and so on, and the use of on-site management theory and methods for discussion, I believe that "said the pass but do not pass" situation will be greatly improved. Work objectives and work substance many enterprises often refer to work goals, even "target management model."　　In such a category, people describe more of what they want, and sometimes use specific data to describe work goals. In the actual work, the real can play a guiding role, often not work goals, but the essence of work.　　The difference between the two is: the essence of work not only attaches importance to the work goal, but also attaches importance to the starting point of the work is in what a state, that is, the essence of work is to compare work objectives with reality, comb out the problems to be solved, and list the specific operating content.　　Therefore, for practical work, the essence of work is more instructive than the work goal, because it not only describes the status of the desired entry, but also expounds the existing resources and the problems that must be paid attention to in the process. From the goal of work to the essence of work, need an important prerequisite, this is the "scene"-what exactly in the specific time and space to complete what task? What kind of conditions are they based on? How much experience does the operator have? These elements constitute the "scene", and the answer to these questions becomes "on-site management".　　Only in the "site" and "on-site management" system, it is possible to the original plane of the work target to a more solid, clearer work of the essence. Why emphasis on site management Frankly speaking, in the course of more than 100 years of development, management has evolved into a very complex system, from a series of words, we can see the complexity of the system-strategic management, human resources management, procurement management, supply chain management, quality management, crisis management,　　Financial management ... In this context, if you do not emphasize on-site management, it will cause too much management into the functional, as we discussed in Chapter 1th, in the name of functional management, a living, organic enterprise management system, split into a rigid, solidified "function", so that the discovery of problems,　　The problem-solving process is subject to a variety of distractions.　　No matter what kind of management, if can not solve the problem, if not for other links, other areas of management to provide value, then such management is not required by enterprises, but also worthless. Therefore, as long as the emphasis on the detection of problems and the importance of solving problems, we must emphasize on-site management, as long as the manager's work style more pragmatic (that is, more targeted), the same need to emphasize on-site management.　　If we want to make the enterprise's evaluation system better serve the fundamental interests of the enterprise, leaving the theory and practice of on-site management, it is also impossible to talk about. Don't let the "patent" manager who paints the blueprint of the job be the manager of the business.　　Who should be the manager of the enterprise is actually a very fundamental problem. For a long time, the blueprint for the work, the system description of the work target seems to become a "manager's patent." In this context, the relationship between the manager and the manager falls into a traditional state of "brain Separation", which is "How do you say I do". In this state of brain separation, a more constructive interaction between the two becomes even more difficult. There is a huge gap between the two sides ' experiences and concerns. So, "said people because do not often do so say not clear;" People who do not have to think so always do not understand "gradually be interpreted as" people do not need to do, so do not need to speak too clearly, and "do not have the right (in fact, no responsibility), so do not need to be responsible for doing things",　　This is a commonplace "normal thing". To allow more operators to have a more comprehensive understanding of their own work, it is necessary to help them in the management of the site, a piece of work to be divided, so that they contribute their own wisdom. We can illustrate this by using the following example: If you ask an ordinary employee "what do you think the enterprise should do to compress costs", it will limit the participation of most people. However, if the problem of compressed costs split into a piece of paper, a drop of water, a switch set, a car out of the arrangement, such as the action level, I believe that the participation of employees will be greatlyimprovement.　　This shows that in the manager's work, need to add a new project, this is in the field management theory and practice on the basis of help more staff to map their own work blueprint, so as to improve their ability to find and solve problems. When working out the blueprint, detailing the work objectives, interpreting the work substance and so on, the enterprise will be more likely to form a different level of constructive interaction, thus making the discussion around the problem finding and solving more fruitful. [Page] Tai-Yi's "scene management" View is hailed as the founder of Toyota Production mode, "field management" to rise to the operating level, that is, up to the "on-site operation" category. He published the book "on-site management," a more systematic exposition of the gist of it. In which the author has a deep impact on the following 41 words. Here, I follow my own understanding of a simple classification, and share with you.　　Epistemology 1. Don't be afraid of mistakes.　　2. The so-called wisdom cannot be produced without encountering problems.　　3. Thieves also have three points.　　4. The gentleman does not have the device. 5. In the knowledge of the error, it must be seriously recognized.　　Out of the myth 6. To identify the illusion hidden in common sense.　　7. Illusion can lead to lower efficiency. 8. To confirm the error with your own eyes.　　Cost View 9. Don't worry about the so-called "opportunity loss".　　10. Distinguish the blind spot in the usual calculation.　　11. The so-called "limited-operation" is to use cheaper cost to complete production.　　12. Do not fall into the trap of "costing formula". 13. It is impossible to complete the cost control work in the office.　　Production management 14. Sorting, rectifying, cleaning, cleaning and quality.　　15. Control costs, improve quality and so on only in the field can be completed.　　16. Production technology and manufacturing technology are not the same thing.　　17. To reduce "in the library", increase "in system".　　18. It is an illusion to "reduce costs" through mass production. 19. Improve efficiency (i.e. to increase unit productivity) in the case of a reduction in production.　　Inventory Management 20. It's common sense to buy more raw materials when it's cheaper.　　21. The so-called inventory-free management is "do not do what is not needed." 22. Farming peoples are different from nomadic peoples and they like "stocks".　　Set goals 23. "Rationalization" can be further deepened as long as efforts are made.　　24. To establish more than 10 times times efficiency objectives.　　25. The cost can be further compressed.　　26. Set the shortest standard time.　　27. Improvement efforts need to follow a number of rules. 28. In the face of problems, ask 5 "why".　　About Equipment 29. It is not possible to procure new equipment for "popular".　　30. The equipment's intact rate is not the same as the profit margin of the equipment. 31. The introduction of labor from Toyota Sakichi. Rationalization and management 32. In the sense ofGood time to complete the "rationalization", "less human".　　33. "Rationalization" is necessary as long as it is able to make sense.　　34. The manager's job is to carry out "intellectual competitions" with subordinates.　　35. Establishment of an administrative site without "supervisors". 36. Become the trusted "parents" of subordinates.　　Toyota mode of production 37. Excess action does not form value.　　38. To achieve just-in-time production of--justintime.　　39. Learn from the supermarket mode of production.　　40. "Kanban management" can only be achieved in Toyota. 41. Do not worry about the production line stop (if there is a problem to stop, is no longer produce errors.) Stop to correct the mistake, which is also responsible for the future.