Purpose of consultation:

Understanding theories, methods, tools and cases relating to employee relationship management correctly, and understanding the importance of employee relationship management

Service contents:

I. About employee relationship (ER)

HR functions

Competition in the new century

Human resource management practice for improving competitive advantages

Organization iceberg

10 roles of management

Discussion: when employees perform unsatisfactorily?

Causes to employee turnover

Ways to become a successful enterprise

Difference between your enterprise and excellent companies in communication field

Establishment of employee satisfaction in enterprise culture

Current situation and development trend of enterprise

II. Analysis of employee relationship and management functions

Resignation management

Dismissal management

Reward & punishment management

Communication management

Labor union management

Legal problem research and support

Psychological consultation service

Lean Production, "LP" for short, refers to a production mode of making use of waste-free and uninterrupted operation process rather than by batch and queuing. Lean production is a management philosophy derived from Toyota production system.

Lean production means excellent, precise and exquisite production with interest and benefit guaranteed. Or lean production means no redundant production factor, and production of necessary quantity of products in urgent need in market (or products in urgent need in the next process) and ensuring beneficial and effective operation activities to guarantee economic benefit. [1] Lean production indicates timely manufacturing and fault elimination to eradicate all the wastes for the objective of zero defect and zero inventory. The concept was put forward in a research project named "international automobile plan" by Massachutsetts Institute of Technology; after mass investigation and comparison, it was considered that the production mode of Toyota Motor of Japan is the best production organization and management mode suitable for modern manufacturing enterprises, thus the mode is called lean production in regard of the bloated mass production mode of America. Lean production integrates the advantages of mass production and single-piece production modes, and aims at realizing low-cost production of multi-type and high-quality products in mass production.

Core of lean production:

1. Pursuing zero inventory

Lean production refers to a kind of production system pursuing zero inventory or minimizing inventory, and a series of specific modes including "spectaculars" are developed accordingly, and a set of unique production operation system is formed gradually.

2. Pursuing rapid response, i.e. quick response to market change.

To respond to market change quickly, lean producers develop cell production, fixed/varied production and other layout and production programming methods.

3. Harmony and unity of internal and external enterprise environment

The key to the success of lean production mode lies in unifying internal activities and external market (customer) demands of enterprise with development target of enterprise in harmonious way.

4. Human-based principle

Lean production lays emphasis on the importance of human resource, and regards staff intelligence and creativity as precious fortune and development power of enterprise. a. full respect to the staff; b. attaching importance to training; c. joint cooperation.

5. "Root cause" of inventory

High inventory is one of the characteristics of mass production mode. There is always untimely supply of goods due to unstable equipment operation, unreasonable process arrangement, high waste product rate and unbalanced production, and inventory is regarded as an indispensable "buffering agent". However, it is regarded in lean production that inventory is the "root cause" of enterprises with main reasons of: 1. Inventory increases operation cost; 2. Inventory hides problems of enterprises.

6S refers to seiri, seiton, seiso, seiketu, shitsuke and security, and emphasis in 6S is laid on shitsuke. On-site seiri, seiton, seiso and seiketu are relatively easier to be done, and in particular that production site and office site are supervised by cadres of all levels, and General Manager is not worried about this issue; thus the most difficult one is formation of shitsuke.

Since the 1970s, Chinese enterprises had gradually introduced 5S and visual management and created 6S. Many enterprises realized comprehensive improvement of plant safety, product quality or fabrication efficiency through persistence in implementing 6S on-site management upon understanding the essence of 6S on-site management, and the most important thing is that self-improvement of employees is enhanced. And there are also many enterprises which go out of business distress and build their own brands gradually with the help of 6S on-site management.

However, quite a lot of enterprises have known the concept of 6S on-site management, but fail to implement the concept smoothly or with unsatisfactory effects or are hard to maintain the management. The causes may include inadequate understanding of 6S on-site management, not enough understanding and participation in 6S on-site management by employees, misunderstanding in 6S on-site management, lack of cases for reference and following, etc. It can be seen on site that tools are placed at will, machines and equipment are in disordered layout, raw materials, semi-finished products, work-in-process, finished products, poor products and auxiliary materials are in disordered placement, fixed position management is in poor conditions, workers wear clothes at will and are in low spirit, and waste of materials can be seen everywhere.

Consultation and planning for 6S on-site management

In regard of the distress of many enterprises, the consultation project aims to create efficient operation of 6S and visual management system solution in terms of 6S on-site management awareness of employees, method for implementing 6S on-site management, management tools, etc.; emphasis is laid on practice rather than theory, thus to realize high operation performance of 6S on-site management in enterprise.

6S on-site management performs both system improvement and construction, OcerT experts and 6S on-site management implementation group of enterprises jointly implement 6S on-site management, in three steps:

Step 1. Early preparation

1. Diagnosis of the current situation of 6S on-site management

2. Reach commitment through top management communication

3. Establishment of 6S on-site management implementation committee

3. Establishment of 6S on-site management implementation committee

5. Preparation for materials for 6S on-site management

6. Publicity, education and training

Step 2: implementation and evaluation

1. Full launching of 6S on-site management project;

2. Assignment of tasks for 6S on-site management improvement project

3. Tracking implementation of tasks for 6S on-site management improvement project

4. Confirmation of effects of 6S on-site management project

5. Determination of 6S on-site management employee responsibility area

6. Determination of daily inspection contents for 6S on-site management

7. Release of reward and punishment plan for 6S on-site management

Step 3: consolidation

1. Establishment of 6S on-site management regulation mechanism

2. Maintenance and continual improvement of 6S on-site management system

Consultation methods and tools for 6S on-site management:

Production site management is the core content of management of manufacturing enterprises, and effective production site management is one of the key factors for enterprise competitiveness. The main methods and tools for production site management include on-site guidance, on-site 5S management, on-site visual management, on-site improvement, on-site problem settlement, etc.

On-site guidance

"Mentorship" and "tutorial system" are both effective mechanisms for on-site guidance, and the core skill lies in clear understanding of training responsibilities of on-site guidance, and scientific utilization of four stages and seven steps of on-site guidance.

On-site visual management

On-site visual management aims at "transparency", i.e. clear view of plant management state at any time, quick detection of problems and quick effects, too. Many plants are implementing all kinds of management systems, and the best way to verify system functions is to reflect on site, thus visual management refers to an effective method for verification on system operation achievements.

On-site improvement

Basic method for on-site improvement is finding out loss and waste on construction site through effective process analysis, and trying to measure specific values, and preparing and implementing improvement plan in accordance with PDCA management circulation, and continually pursuing maximum on-site value.

On-site problem settlement

On-site problem settlement is developed by PD-CA management circulation, and includes 8 basic steps, thus it is also summarized as 8D method for on-site problem settlement. The method complies with settlement logic sequence, and is good for settling on-site problems quickly by the effort of group.

5S implementation tools:

Fixed position management, visual management, spectaculars management, color management, red card strategy, photography management, 5S inspection sheet, etc. 

Time is also cost, and is indispensable, irreplaceable, and cannot be stored, increased or reduced, but time can be under management, and the essence of time management is self management of human life.

Two aspects of time management refer to time management and information management. Effective time management can improve efficiency of human life.

Six principles of time management:

Ø  Establishing clear objective

Ø  Doing one thing every time

Ø  Low quantity and high frequency

Ø  Setting boundary

Ø  Minimizing interference of occasional factors

Ø  Responsibility and interest

Analysis of time management:

1. Four quadrants of time

ü  Urgent and important

ü  Not urgent but important

ü  Urgent but not important

ü  Neither urgent nor important

2. 80-20 rule

Common methods for time management:

Ø  Cancellation metho

Ø  Time substituted by human method

Ø  Efficiency improvement method

Ø  Time procurement by money method

Ø  Making use of every opportunity method

Introduction to implementation of time management

1. Mind map helps information organization and efficiency improvement

2. Work log

3. Enclosed list

Talent competition is the most important competition in the 21^st century. Human resource, as the most dynamic resource in organization, is playing a more and more important role.

How to attract and keep excellent talents? How to bring the existing human resource into more efficient play? How can enterprise human resource ensure realization of organization strategic objective? There are all the issues worth to consider carefully by every leader. Human resource-related work is no longer limited to conventional personnel affairs, but shall be viewed at enterprise strategic level to perform personnel selection, allocation, assessment, motivation, etc. in human resource management.

Human resource management consultation mainly features the following characteristics:

1. Consultation object is decision-making level of customer. Decision-making level concerns about long-term sustainable development of organization, and is responsible for considering organization issues at strategic level, and consultation achievements play practical promotion effects for organization development through implementation of decision-making level.

2. Emphasis is laid on consideration of human resource management system in strategic, overall and systematic view, thus to promote transformation of high-level concept and enhance strategic thought. Emphasis is laid on final achievement of organization strategic objective through human resource management. The value of consultation achievements for organization is reflected in the future, and will show its value gradually with organization development rather than only limited to short-term performance;

3. Consultation mode refers to full communication with decision-making level to find out real demands of customers, thus to jointly develop the idea and method for solving problems. Interview and questionnaire are conducted to understand the current situation of organization and employee feelings and expectations, and individualized consultation plan suitable for enterprise is formed in combination with professional theory and consultation experience of consulting teachers to ensure effective implementation in enterprise.

As a professional management consultation company, the consultation services of OcerT include:

Ø  Design of human resource management system

Ø  Human resource planning

Ø  Job analysis and position evaluation

Ø  Position and department incentive mechanism, position and department examination and evaluation

Ø  Design of remuneration management system

Ø  Design of performance management system

Ø  Design of training system

Human resource consultation is mainly centered on talent selection, performance examination, remuneration system establishment, training, job career planning, etc. In consideration that human resource refers to a dynamic resource and the main body for enterprise existence and development, it is necessary to adhere to the guidance of "human-oriented" to bring into full play human capability, potential and initiative. Management theory and method for human resource consultation are involved with knowledge in management science, psychology, organizational behavior, information management and many other disciplines.

Ocert, as an independent third party, is capable of solving bottleneck of enterprises in actual work, such as: great resistance in position evaluation, performance examination, remuneration plan preparation of human resource department; no external information source for plan design; loss of equality due to complex personnel structure, etc., and all the problems can be solved by Ocert.

Peter Drucker in its famous Management Practice in 1954, and he put forward "objective management and self control" afterwards. Peter Drucker considers that objective is not derived from work, just in opposite, objective is the precondition for determination of specific work of everyone. Therefore, "enterprise, mission and task must be converted into objective". No objective in a field indicates neglected work in this field. Therefore, management personnel shall perform management of subordinates through objective. In case top management of organization has determined organization objective, the objective shall be under effective breakdown to convert the objective into sub-objectives of departments and individuals. Management personnel shall perform examination, evaluation, reward and punishment on the basis of completion of sub-objectives.

● Enterprise scale is in direct proportion to its staff number and possibility of internal consumption and waste;

● The way for management to determine objective together with staff to realize "self control";

● How to keep objective of staff consistent with organization objective;

● How to prepare evaluation standard for objective system;

Four key points in performance improvement

Design of performance improvement plan aims to change behaviors of staff. To realize such change, the four key points as below shall be met:

Ø  Willingness. Willingness of staff for change.

Ø  Knowledge and technology. Staff must know what to do and how to do.

Ø  Atmosphere. It is necessary to ensure that staff can work in an environment encouraging performance improvement. While the key to creation of such working atmosphere lies in director. Staff may dare not to change due to afraid of failure, and director shall give assistance to help them to build confidence at this time.

Ø  Reward. An employee is easy to change its behavior after knowing reward by the change. Reward mode may include physical and mental rewards: physical reward including salary raise, bonus or other welfare; mental reward includes self satisfaction, praise, heavier responsibility, and more freedom and authority.

Society is in dynamic development, and the standard and scale for performance evaluation shall also be in corresponding adjustment to play the practical roles of improvement, maintenance and development for work performance of staff.

Integrity is in direct connection with reputation, influence and competitiveness. It is shown in international experience that enterprise integrity system building plays an important role in modern enterprise operation. It is commonly considered in the industry that enterprise integrity system building refers to a systematic work, and goes throughout enterprise operation.

However, due to different operation characteristics, regional cultures and law backgrounds, there has not been a fixed operation mode for enterprise integrity system building. Though developed countries and many well-known multinational companies have established sound integrity building system, emphasis differs from one another.

To build an enterprise integrity system, integrity-based enterprise operation concept shall be determined at first, since the concept is the foundation for building of enterprise integrity system.

Concept determines behavior. Enterprise integrity refers to a moral idea at first. Therefore, enterprises shall take integrity as their core concept and value, and shall include integrity into enterprise vision and strategic development objective.

Integrity refers to the basic norm for all the economic activities and social life, and is the principle for enterprise existence and development. Therefore, in the view of core concept and value, enterprises shall establish the core concept with integrity as foundation and take integrity as core value of enterprise. Such behavior not only summarizes enterprise integrity concept, but also indicates cultivation mode of enterprise integrity concept. Many international famous enterprises have integrated integrity concept into their core concepts.

OcerT service contents for integrity system building:

1. Integrity culture building. The fundamental link for enterprise credit building is inheritance and development of integrity culture. This is a long-term and hard task, and requires long-term view. Integrity shall be taken as the basic norm for individual behavior and enterprise running, and integrity culture shall be cultivated continuously to integrate integrity into core enterprise culture.

2. Law and regulation building. The improvement of law and cultivation of law spirit are the key to enterprise credit building in the current period, and are inevitable for credit mechanism building.

3. Establishment of credit evaluation standard. It is a key link of enterprise credit system building to judge integrity and corresponding degree of an enterprise. It can be seen from practice that integrity of an enterprise in the future is hard to judge accurately. However, historical credit record can be reviewed to measure integrity degree. Therefore, the establishment of credit evaluation standard aims to pre-judge enterprise credit behavior in the future through review of historical credit record of enterprise.

4. Information platform construction. As for consumer of enterprise credit information, the most important thing is understanding enterprise credit conditions through unblocked information system and making the judgment of performance possibility and capability. Therefore, consumer demands cannot be met unless enterprise credit conditions are collected in the same accessible information platform.

5. Management, supervision and service system building. Regulation and service refer to necessary conditions and guarantee for building of enterprise credit system. Enterprise credit standard needs to be commanded by industrial competent department of enterprise and prepared together with industrial association; credit evaluation shall be implemented by market medium agency; the whole process of enterprise credit system building shall be under supervision of the government, medium agency, self-discipline organization, enterprise employees, consumers and interested parties as well as the public.

6. Establishment of credit promotion maintenance mechanism. In case of no mechanism of "those honest are guaranteed and those dishonest are punished", enterprise credit building will become useless and unpractical. Therefore, it is necessary to establish a sound and effective incentive restriction mechanism in enterprise credit building to change the situation of "those dishonest are benefited and those honest are harmed". Credit capital guarantee mechanism shall be developed to improve credit capital revenue; risk control mechanism shall be formed to increase risks and liabilities of those dishonest.

7. Cultivation of credit awareness and capability. Enterprise quality shall be improved, and legal awareness and performance capability of enterprise shall be enhanced, and the work refers to fundamental work for enterprise credit system building, and is the starting point for enterprise credit system building.

8. Creation of a sound enterprise credit environment. Social credit system building includes government credit, enterprise credit and public credit in mutual influence and restriction. Therefore, it is necessary to improve credit awareness and capability of government and improve credit awareness and capability of the public to create a sound environment for enterprise credit system building. Government credit includes law enforcement efficiency, fairness and capability; public credit covers basic quality of the public, guarantee degree of the right to know, sense of justice, capability for justice maintenance, etc.