However, whether it is consulting industry or other industries, it is of course result-oriented. If you can accomplish or achieve what you want and the company's goals, you can still arrange your time freely.

Nine reasons why customers choose Kevin·Z.

■ He has only been engaged in "factory" management reform for ten years, and has 100 practical experience in factory management reform.

■ Stay in the factory+counseling methods+nanny mentality+enterprise status, nanny service.

■ Zheng's great man's style: diligence, earnestness, hard work, and never giving up until you reach your goal.

■ A project team is only responsible for one project, and the expert group will follow up and support the whole process.

■ Apply the six management ideas to the six performance systems of the factory, and make a 360-degree change to the original nine management tools.

■ The data verifies the effect of the change, and the performance of the change will be paid. If there is no effect, there will be no charge and no refund.

■ On-site diagnosis and submit the diagnosis report and implementation plan to the factory management site, and then determine whether to cooperate.

■ Pay monthly.

■ One-time cooperation, lifelong service, and complete liberation of the boss.

Brief introduction of Kevin·Z

Guangdong Kevin·Z Enterprise Management Reform (Research) Consulting Co., Ltd. is located at the forefront of China's reform and opening up, and is known as the "world manufacturing base" and "world factory".

In the past ten years, Kevin·Z enterprise management has been devoted to the research and practice of management bottleneck, management performance breakthrough and management system upgrade of local small and medium-sized enterprises in China. After providing on-site counseling for more than 0/00 enterprises in Guangdong, Jiangsu, Zhejiang and North China, such as Dong Peng Ceramics, Zhongyaoyao Group, Huajian Footwear, Dapeng Plastic Weaving, Nomura Technology and Electrical Appliances, Yi Sheng Door Industry and MasterCard Door Industry, Kevin·Z's "nanny-style consulting mode" was developed for enterprises involving electronics, hardware, machinery, furniture, shoes and clothing, plastic industry and plastic packaging.

Kevin·Z has eight departments, including project consulting department, product research and development department, audit department and expert group, to fully serve consulting projects.

Kevin·Z has a team of expert consultants who are proficient in the management reform of manufacturing enterprises, all of whom have many years of practical experience in factory management and experience in change consultation and guidance, and can go deep into the production site of enterprises and effectively solve practical problems in enterprise management.

Kevin·Z is a consultant and executor. Our workplace is not in the office, but on the spot; We don't completely overthrow the original management system of the enterprise, but analyze, solve, optimize, solidify, break through the bottleneck and form a systematic solution.

Current situation of factory management:

1. Make a decision to pat the head, promise to pat the chest, make mistakes and clap the thigh, blame the table, report flattery, and pat the ass;

2. Personnel are difficult to manage, new ones can't get in, old ones can't stay, managers can't keep up with the pace of enterprise development and don't understand the boss;

3. It is said that the performance appraisal is good, but as soon as it is assessed, the employees run away;

4. The boss is kind to the employees, but the employees just don't appreciate it. They always think that the boss is a "capitalist" and is soft on the boss;

The boss has to worry about everything himself, and the factory will go wrong if he is not careful;

6. The boss invests a lot of money for everyone to learn, but everyone's learning and growth speed is too slow to keep up with the boss's ideas and the needs of enterprise development;

7. Talk about conditions as soon as you assign tasks, and you can't do things spontaneously;

8. With the increase of wages, the cost is getting higher and higher, the output value is getting bigger and bigger, and the profit is getting less and less;

9. I can't get the order, I can't do it, I finally find the customer, and the customer is lost;

10. Customers pay back money slowly, deduct more money, and have great financial pressure;

1 1. The quality of business orders is poor, and a small number of varieties are diverse. Employees complain that it is difficult to change models frequently.

12. The quality is abnormal, there are many returns, deductions and customer complaints, and the abnormal handling cycle is long, resulting in large customer complaints;

13. There are many system norms, but few are actually implemented and few are useful;

14. There are many gangs, and internal friction is serious, so management is done by feeling;

15. Managers are harmonious, and no one will be responsible for any problems;

16. The enterprise has no talent construction mechanism, and the talent echelon is cut off;

17. unreasonable organizational structure, unclear responsibilities, chaotic personnel and multi-head management;

18. Under the reward, there is no brave, and under the encouragement, there is no good result. Good employees will always ruin your business;

19. People who are good at managing people manage bad things, while those who can manage good things are not good at dealing with people;

20. Upgrade from traditional management to refined management;

……

Status quo of consulting companies:

1. Jianghu Langzhong style: give an idea to sell the plan, re-plan and lightly implement it;

2. Doping: Passion (hypnosis) training, passion on the stage, indifference after a few days;

3. Fire fighting: Without a complete and effective management system, the enterprise went back to the past as soon as the teacher left;

4. Appearance: I don't have a deep understanding of the root and essence of human nature, and stay on the surface of management affairs;

5. Sacrifice the old-school style: sacrifice the core management personnel and backbone in the early stage of starting a business, so that everyone can't keep up with the pace of enterprise development;

6. Compulsory fines: heavy penalties, intensifying the contradictions between employees and between employees and bosses;

7. Teacher-oriented: totally dependent on a single project teacher, no team work, and the consulting company has little support for the project;

8. Closed-door seminar: all employees were not mobilized to participate in management change, only bosses and senior executives were allowed to study the change plan behind closed doors;

9. Only pay attention to consulting fees: do not bear continuous responsibility for the effect, and change performance is decoupled from consulting fees and corporate management interests.