1, the description language should be in the most concise form, and the process requirements can be clearly and accurately explained one by one with intuitive auxiliary tools such as flowcharts, photos, charts, tables and tapes. Use easy-to-understand expressions as much as possible, avoid using too many terms and technical terms, and keep the document concise.
2. Pay special attention to the problems exposed in the initial stage of improvement and the potential difficulties in implementation. , and send a warning signal in the appropriate place of the document, pointing out how to deal with it.
3. If the process is too complicated, it is not easy to determine all the operating program files at once. Process managers, technicians and operators can be involved in the discussion and repeated argumentation until the documents can be refined and executed accurately and smoothly. Also pay attention to entrust relevant management personnel to modify documents in time.
It will be more practical for people who will use these documents to help draft them in the future.
Show the draft to all relevant personnel and ask them to make suggestions.
The organic combination of individual execution and organizational supervision is necessary to maintain a stable and predictable process. First of all, the organization and supervision should clearly reward those who strictly implement the regulations and strive to maintain the improvement process, and try to avoid the slightest distraction. Not rewarding these good employees in this way will make most people slack off and think that there is no difference between good work and poor work anyway, so they will no longer insist on careful measurement and careful supervision of the operation of the process.
The second is to clarify the relevant regulations of an organization, which must be effectively recorded and published. Only by selecting, training, tracking and evaluating employees, especially appropriate evaluation and reward, can organizations truly establish discipline within the organization. If strict preparation is not in place, the control of the improvement process will become aimless. What employees think about is not hard work, but luck. "Integrated" meetings are usually a waste of time. At these meetings, managers will only repeatedly persuade employees to be more responsible! "Pay more attention to the details!" And "strictly abide by the rules and regulations!" And so on, but these exhortations cannot replace the systematic assessment and necessary rewards for employees. In order to avoid this situation, management organizations at all levels should clearly formulate a set of mechanisms to determine the responsibilities that each "process owner" should perform.
The "process leader" should not only complete his own work, but also be clear about how to be responsible for the whole process and ensure that the whole process is always in continuous improvement, real-time supervision and continuous improvement.
If every employee only looks at the problem from a personal perspective, it is difficult for him to understand why there is so much discipline. We must spend more time and energy on training, so that every employee can understand the reasons and benefits of supervision, control and improvement. If all employees can't understand this, collecting data and making charts will be regarded as "unnecessary work" by most people. Many employees just don't want to implement it, and this situation should be improved, which is why the organization should provide technical training for employees so that employees can truly understand the necessity of using relevant process management tools.
Only when there is a system and a corporate culture of conscious implementation can the system be implemented.