“The Spring Festival is coming soon. What preparations should be made in advance to ensure the smooth implementation of various plans and the effective implementation of various plans next year? What plans does the company have to implement?” The bosses and managers of textile companies You will probably have such questions at the end of the year. The editor has compiled a list of five important things to do at the end of the year. Come and take a look:
1. Annual business plan and comprehensive budget management
In view of the company’s business goals for next year, How to decompose the company’s goals into departmental goals, then into each group’s goals, and finally into individual goals, the company must have a set of very detailed decomposition actions. The so-called comprehensive budget management refers to very detailed budget management for departments, business units, and production lines.
Annual business plan and comprehensive budget management are the primary tasks of an enterprise. How to make next year’s sales plan, how to make the company’s production plan, whether the company reduces staff and increases efficiency, whether the company’s turnover increases, whether the company’s profit margin increases, all must revolve around the company’s efficiency, cost, and profit. Use data to make detailed breakdowns and comprehensive budgets. For the formulation of the company’s annual business plan and comprehensive budget management, four key points must be achieved: operable, detailed, executable, and controllable.
The formulation of annual business plans and comprehensive budget management plans requires the boss and senior management of the company to discuss and formulate them one by one. Why must we make next year’s annual business plan and comprehensive budget plan at the end of the year? It is to plan in advance, predict in advance, prepare in advance, and implement in advance.
2. Inventory of company materials
Most companies usually , materials are constantly coming in and out, and the company’s inventory data may lose accuracy as the prices of this part of the inventory materials fluctuate.
As the Spring Festival is approaching, we must make full use of this time node and do a large inventory of the entire factory’s materials. Because the Spring Festival is approaching, all materials and items in the factory are at a standstill. Status and usual inventory are all dynamic. Whether it is the data in the system or the data in the financial statements, they are not very accurate. Through such a large inventory of materials, the finance department can make a more accurate statistics on the factory’s operating status and financial data throughout the year.
3. Formulation of year-end performance distribution plan
Textile enterprises arrive At the end of the year, we are faced with the issue of how to distribute year-end bonuses. So what is the best way to distribute performance rewards?
“To evaluate work systematically, your company must do a good job in data-based, standardized, and process-based management a year ago. By the end of the year, performance will naturally improve. The reward distribution mechanism is there, management refinement is the foundation, and performance distribution is the icing on the cake.”
I want to formulate a systematic and practical performance reward assessment plan at the end of the year Three principles must be followed:
1. Systematic evaluation
Systematic reviews are for personal reviews. Many companies often rely on the boss to make personal evaluations and moral judgments. If they think this person is good and feels good, they will give him more points and give him more bonuses. Obviously this is not the best performance reward assessment plan. If you want to distribute performance rewards well, you must conduct systematic evaluations, including the boss’s evaluation and mutual evaluation among team members, as well as the horizontal departments that you come into contact with in daily work. mutual evaluation between them. To make a good performance reward assessment plan, we must abandon the boss’s personal evaluation and achieve systematic evaluation.
2. Establish a mechanism
From the formulation of the performance reward plan at the end of the year At this point, let’s think about how to establish a management mechanism to ensure that the performance reward distribution plan at the end of the year is done well and not to embarrass the boss.
3. Quantitative management
To assess a certain person or a certain Departments must rely on original data and try their best to evaluate through performance data. Financial data (result data), although these data have a certain lag, at the end of a year, the company’s profit, company’s profit margin, and the approximate costs of each department of the company can all be calculated, so a quantitative analysis is required. Management is presented through data quantification. Performance reward distribution at the end of the year: 90% is evaluated based on the quantification of things and performance, and 10% is based on mutual evaluation by bosses, senior executives and teams.
4. Formulation of recruitment and retention plan
After the Spring Festival , companies will lose some employees, so it is very important for companies to retain employees during the period approaching the Spring Festival. Not only do we need to find ways to retain old employees, but we also need to find ways to enable them to bring in new employees next year. We also need to formulate specific plans for recruiting people next year, especially now that the labor force is becoming increasingly scarce. This requires us to Just make a plan.
There are many specific actions in the recruitment and retention plan, including travel expense reimbursement, performance bonus payment methods, incentive programs for old employees to bring new employees on board, etc. Detailed plan. Each company can develop different recruitment and retention plans based on its own circumstances.
5. Formulation of annual equipment maintenance plan and technical transformation plan
Especially for some equipment-based companies with very high equipment downtime costs, they should use the period approaching the Spring Festival holiday to formulate an annual equipment maintenance plan and technical transformation plan. In order to make full use of this time to carry out equipment maintenance and technical transformation work.
Carrying out equipment maintenance and technical transformation requires careful planning and strong execution. We cannot say that we are still inspecting equipment in the workshop on New Year’s Eve. Equipment maintenance plans and equipment technical improvement plans must be formulated in advance. </p
