Problems and countermeasures of quality management in small and medium sized enterprises

Governing a big country is like cooking a small fresh, the highest state of management is to rule by doing nothing, but doing nothing is the goal, doing is the means, only through the means of doing, can we achieve the goal of doing nothing. When it comes to the problems existing in the management of small and medium-sized enterprises, they can be described by the following key words: casual, subjective, blind, coping, ripping, internal friction, miscellaneous, chaotic, busy, and tired.

1. Random and blind

From the perspective of the decision-maker (boss), the business strategy is not clear or even not, there is no 2-3 years of planning, just according to the current understanding of the market information to adjust the business, when the market reflects the information is actually very outdated, this arbitrariness is the biggest shortcoming of the decision-maker, only 2-3 years in advance of the planning layout, decision-making judgment, in order to be in the increasingly fierce competition in the active position.

2. Subjective

Subjectivity is embodied in the decision-maker. There is no data analysis, no full discussion, and the judgment of business operation and employee ability performance is very subjective, and only looks at the appearance without analyzing the internal problems.

3. Coping

The meaning of the crisis is not strong, when there is a crisis, it will be in a hurry, busy to deal with, decision-makers should have a sense of crisis, analysis of market dynamics, trends, personnel changes, funds, products, warehouses, services and other problems and potential risks.

Fourth, ripping and internal friction

The division of labor in internal management is not clear, and the authority is not clear, which is the main reason for the quarrel and internal friction.

Fifth, miscellaneous, chaotic, busy, tired

Decision-makers should divide their own work, appropriately delegate power, prioritize work, grasp the main work, resolve the main contradictions, and solve other problems easily.

Sixth, information management

In the face of massive information and data, no matter how powerful the human brain memory is no longer enough, choose a good set of enterprise management software, to improve efficiency, standardize management, improve performance are very beneficial, not small and medium-sized enterprises do not need to use management software, but more needed, the problem of small and medium-sized enterprises is one person with more than one job, few people and miscellaneous things. A good set of management software is needed to solve the needs of small and medium-sized enterprises.

Dear, hello, I am happy to answer for you, the problems of internal management of small and medium-sized enterprises1. Financing and loan difficulties, serious shortage of funds At present, the vast majority of funds for small and medium-sized enterprises are partnership investments, with less registered capital and limited capital strength, many of which are the wealth accumulated by the owner's family, which leads to the small scale of the enterprise's funds. In reality, many small and medium-sized enterprises are in a period of growth and development for a long time, and the demand for funds is very large, so the shortage of funds will inevitably seriously affect their development.

At this stage, the small and medium-sized enterprises are backward in terms of technology, their business performance is not stable, and there are unsound factors in the financial system, such as the information disclosure system is not open and transparent, so it is difficult to obtain financing. In addition, due to the small scale of the enterprise and the small number of assets that can be pledged, it is more difficult to obtain capital guarantees. 2. The financial management objectives are not clear.

The pursuit of profit maximization is the ultimate goal of corporate financial management. However, many regard profit maximization as the only goal, and the vast majority of their business activities are short-term behaviors, pursuing short-term profits and hoping to invest as soon as possible, while the pursuit of long-term profits lacks planning, and the long-term development of enterprises also lacks perfect strategic goals. The management ability of small and medium-sized enterprises is relatively lacking, and the over-indebted operation is a common problem of these enterprises, in this case, the operating costs of enterprises will be greater, and the financial pressure will also intensify, in the case of this increasingly fragile ability to pay, enterprises often form a vicious circle, increase investment, and this investment is bound to be very blind, and the direction of investment has made a big mistake, resulting in many enterprises finally going bankrupt.

3. The development of unscientific financial analysis is inseparable from scientific financial analysis, and the business results of enterprises must be effectively analyzed in order to find out the problem and prescribe the right medicine, so that the enterprise can develop in a better direction. However, the financial statements of small and medium-sized enterprises lack authenticity and accuracy, because their original intention is generally to cope with tax inspections, and their financial analysis methods are not scientific, often mere formalities, so they cannot play a scientific role in financial analysis. I hope this service can help you, thank you for your consultation, and I wish you all the best!

You can go to the ** query and summarize experience, but don't be too rigid and elaborate it with your own views.

I have one, but it's better for you to do it yourself.

For the development of enterprises, it is fundamentally the quality of products

There is no guarantee of quantity.

There is no market for DU quality. With the development of the market, the competition is becoming more and more intense, and the quality of products has become the foundation and development guarantee of enterprises in the market, and the continuous improvement of product quality can promote market progress. The guarantee of product quality lies in the enterprise's awareness of the importance of quality management and the continuous improvement of the company's quality management system.

1. The management system is not perfect.

2. The effect of ISO9001 quality system is not significant.

3. The quality management methods and systems of the enterprise are not advanced.

4. Production or service is not customer-centric.

The quality management of small and medium-sized enterprises cannot be compared with large enterprises in terms of human capital investment or overall quality control organizational structure.

The introduction of the organizational structure of quality management has attracted the attention of many people, and to a certain extent, it can be explained that the allocation of quality personnel and how to reasonably set up quality management personnel is a very important thing for enterprises.

Large enterprises have more resource investment, such as material quality management, and can set up special engineers to deal with the management of several leading companies. This is a lot of a struggle for small businesses in terms of financial resources.

For small and medium-sized enterprises, how to do a good job in quality management.

1.Simplification of the process.

Due to the size of a large enterprise, a business unit may be several times larger than that of a small enterprise, and the corresponding process may be more complex. For small and medium-sized enterprises, it is necessary to simplify and optimize the specific operation process, and eliminate the complexity of the corresponding approval and confirmation process due to the large number of departments in some large enterprises.

Small businesses may have multiple jobs, but they need to be clear and clear when it comes to processes. In order to achieve a simple process and improve efficiency.

Many enterprises may have simplified a lot of processes that should have been due to human resources, but there should be enough regulations and clarity in terms of personnel responsibilities to ensure that someone should do it and do it in place.

2.Systematization of training.

Many large enterprises have set up special training centers, or invite professional consulting companies to conduct quality management knowledge training. For many small businesses, this kind of human and financial investment is somewhat difficult.

However, this does not affect the systematic planning of our training. The key is for the top management of the enterprise to have this awareness, and the value that training can generate for the enterprise.

In today's convenient Internet, many high-quality free quality management materials can be quickly found on the Internet. If the company has the heart to plan training matters, it can also be very professional if it arranges a person to follow up and sort out relevant information in his spare time.

Another important thing is to be able to combine the actual cases in the process of enterprise operation to make a regular summary, these case summary materials will be the best training materials.

In today's personnel recruitment is not easy, it is not easy for small and medium-sized enterprises to do a good job in quality management.