I’m really worried about the frontline employees.
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The company specializes in custom-made products; that is, we only produce what the customers request to have customized. So there are many R&D personnel, as many as the regular employees; there are numerous products, perhaps over a thousand kinds, not to mention the raw materials, which also number in the thousands. Over time, it becomes necessary to know what actions need to be taken regarding these products, and after a few days, it’s important to be aware of any new actions required for those same products. Anyway, I saw that the employee operation room was covered with various precautions, which seemed to cause some urgency, but since I’m not in charge of this area, there’s nothing I can do. The product qualification rate has been declining year by year in recent years; more and more QC staff have been hired, yet the problem remains unsolved. Haha.
It’s not the frontline employees who should be most anxious; they just work there to earn a salary. Those most responsible are the workshop supervisors and higher-level managers: failure to deliver goods, quality complaints, and persistently high production costs
Then an automated system was put in place, but the employees generally had low educational levels, and it was difficult for them to adapt even to the simplest types of operations. I’m really convinced now. HR does not function as it should; the boss only focuses on addressing surface-level issues. Professional positions are filled by unqualified beginners (yes, indeed, unqualified and still beginners), operational roles are occupied by people with low educational qualifications, and there’s even no need to talk about manual labor positions. It gives the impression that if you dare to come, I’ll dare to confront you
The manufacturing industry is unattractive, and it’s difficult to recruit qualified people. Qualified people demand high salaries, which companies cannot afford; they can only make do with less. Everyone goes through this during a company’s transformation period. The boss is just getting by day by day; he goes on as long as he can
Automated equipment, new management systems, and software all require learning – things that are quite troublesome. Many upgrade measures do not bring about improvement; instead, they impose a burden
"What does “more and more QCs are being hired” mean? A quality improvement project? In such cases, the principles of “lean production management” are applicable. A poor employee culture is relative; 76% of GAC Toyota’s employees are graduates from technical schools and secondary vocational schools. The boss should invest some money to hire a lean training institution to provide ongoing training for the company’s employees and to diagnose any existing problems. N years ago, our company’s general manager implemented this system; at first everyone was quite passive, but after one or two years, there was a noticeable improvement. The greatest role is to motivate employees, by using various tools and methods to develop work instructions. The current manager is implementing the five-system framework of the parent company, but in reality he is just relying on past achievements. Many private enterprises with assembly lines in the Jiangsu and Zhejiang regions are also adopting this approach.
The most valuable assets of chemical companies are their experienced and skilled veteran employees. The rest is all talk.
New employees, those with limited experience, are prone to making mistakes; such behavior falls under the category of unsafe actions by people who pose potential risks. If not addressed, it can lead to safety problems
If it’s a chemical company, it’s now mandatory; there’s no such thing as whether one can adapt or not
Yes, but often a company can keep functioning without any one particular person