Banquet Chair - Six Problems That Must Be Solved in the Management of Hotel Furniture Factory

In the face of increasingly fierce market competition, extensive factory management has been seriously inappropriate. The quality of factory management directly affects the competitiveness and vitality of enterprises in the market, so factories must face the following six problems!1. The interests of the factory are closely tied with those of employees

In order to save costs, some small and medium-sized furniture factories put the interests of the factory first. Treat the interests of employees as they can. The working environment is bad, the food is bad, and the living is average. If it is such a factory, employees must be in a coping state! In fact, the interests of employees are the source of the interests of the factory. If the interests of employees are not guaranteed, the long-term interests of the factory will not be fundamentally supported. The factory must seriously consider the income interests of employees, design a reasonable salary system, and humanized incentive mechanism is essential. Caring for the interests of employees can greatly improve the cohesion of the factory. In the long run, if more investment is made in the interests of employees, the generated positive energy will eventually make the factory obtain multiple returns

2. Know people and be good at their duties

Every furniture factory should have the concept of "responsibility is always greater than power". Many people ask "what power do I have? What can I get?" at the beginning, and then ask "what should I do?" such people, the factory should not appoint them to have any management responsibilities. On the contrary, with the concept of "responsibility is always greater than power", and implemented in the work attitude, take the initiative to bear the work responsibility and care about the development of the factory, work hard, work hard, unite and cooperate. For such employees, the factory should strengthen the training and entrust them with important tasks.

3. Knowledge management and corporate culture

Culture is a common practice accumulated in the work of the enterprise for a long time. It is an improvement of factory management. Good corporate culture is the source of the formation of the core competence of the factory. Creating an internal environment of the factory that can learn faster than others, cultivating young employees to grow rapidly, and constantly creating high-quality reserve forces for the factory are the basic methods to make the enterprise invincible forever. So that employees can eat well and sleep soundly every day, that is, the factory puts employees in mind. At the same time, employees will also think about the factory and the prospect of the factory. In this way, why do furniture enterprises have no advantages? Why worry about not developing?

4. Formation and development of factory core competence

Each furniture factory has its own characteristics and advantages. How to obtain competitive advantage in today's market competition is a challenge to factory management. Generally speaking, core competence refers to developing strengths and overcoming weaknesses on the basis of original expertise, but this is not enough, because competitors can easily do this, so we must look at this problem from a new perspective. Core competence is a combination of tangible and intangible resources. It is an institutionalized interdependent, innovative and practical knowledge system. It contains a series of experience and knowledge. Usually, tangible resources are expressed as human resources, production equipment, manufacturing process and working environment of furniture factory, while intangible resources are expressed as staff work quality, corporate culture, factory system, experience knowledge, knowledge management and factory reputation.

5. Standardization of factory management

Whether the furniture factory has implemented standardized system management is one of the conditions to measure whether the management of a factory has combat effectiveness, sustainability and efficiency. We should not change employees and implement another set of personalized practices. Regardless of the characteristics of the factory, its basic management remains unchanged, which needs to be determined by system to form everyone's consensus. If this is not done, in the long run, the management of the factory is unstable, basically hovering at a low level and difficult to reach a new level. It is generally manifested in the imperfect factory system, the task is often difficult to complete on time, the reason for the problem is difficult to find, and the committee is often pushed and wrangled. It is worth mentioning that standardization is not just a document on paper.

6. Factory performance and employee performance evaluation

If the performance of furniture enterprises cannot be effectively evaluated, it is difficult to accurately find out where the key problems are, and it is difficult to master the focus of work in the next step. Relying on some incomplete data, experience or feelings, the factory develops slowly and lives the same life. A perfect employee performance evaluation system is mainly to affirm achievements, carry forward strengths, help find and correct existing deficiencies, and make plans to correct them within a time limit. From it, we can not only find talents and cultivate enterprise reserve forces, but also solve the common unreasonable phenomenon of "what you can do is better than what you can say".