Generally, there are many kinds of crises in production and operation, and no matter what kind of crisis occurs, it may bring great blows to enterprises. For enterprises, crisis management is imminent. It is no longer limited to dealing with emergency management of unexpected events, but paying attention to excavating the deep-seated reasons of enterprise management is becoming an indispensable part of enterprise management. So, how to carry out scientific crisis management? Fei Yao, a French management scientist, once said that management is not a point, but a line and an interrelated movement process. The same is true of crisis management. Its process is a series of activities to eliminate enterprise crisis factors, which mainly includes three stages, namely, crisis prevention, crisis resolution and crisis summary. Excellent crisis prevention management can not only predict possible crisis situations and actively take pre-control measures, but also prepare for possible crises and draw up plans, so as to cope with crises freely. The preventive measures of crisis mainly include the following: (1) Establish a strong sense of crisis. The concept of crisis management is to prepare for danger in times of peace and prepare for a rainy day. When the business situation is not good, people can easily see the crisis of the enterprise, but when the enterprise is in full swing, it is not easy to be prepared for danger in times of peace, but the crisis often comes at an unexpected time. Therefore, enterprises should first establish a "crisis" concept and create a "crisis" atmosphere, so that business operators and all employees face fierce market competition, full of a sense of crisis, and understand that the company has a crisis and the market has a crisis. Inspire employees' sense of hardship and spirit of struggle with the concept of crisis, constantly strive, constantly reform and innovate management, and constantly pursue higher goals. (2) Introducing crisis management framework. In the past, people always set up an emergency management team to coordinate and control the crisis and its impact when a crisis occurs. However, this team is temporarily set up and does not have all kinds of skills necessary to perform some specific tasks. At the same time, it takes a lot of time to select team members. Therefore, we can try to establish the organizational structure framework of crisis management, which is mainly composed of three parts, one is information system, the other is decision-making system, and the third is operation system. The information system is mainly responsible for external work, and consists of the information department, the information exchange department and the consulting management department. The Ministry of Information sends information officers to collect information, and collates and evaluates the collected information; The information exchange department is responsible for dealing with people outside the crisis, and the consulting management department is mainly responsible for the impact of the crisis and the views of the public and related interest groups on the enterprise organization caused by the crisis management, and puts forward suggestions for improvement, and reports some important information to the senior management of the enterprise in time. The decision-making system is led by the crisis manager, who is responsible for handling the crisis in an all-round way. He must have enough authority to make decisions, which is generally the responsibility of the manager and the management decision-making level of the company. The operation system consists of the department production office and the operation office, in which the production office is responsible for contacting the departments affected by the crisis and the unaffected departments within the company, and the operation office is responsible for translating the strategic plan of the crisis manager into corresponding response strategies and plans, and implementing these plans through professional knowledge. This crisis management framework clearly defines the work and objectives of each department, regardless of the type, scale and nature of the crisis. Separating information communication within the organization from information provided to external groups reduces misunderstanding and confrontation and reduces the impact on corporate reputation. (3) Establish a crisis early warning system. Crisis early warning system is to use certain scientific and technological methods and means to analyze the variables in the company's production and operation process, set warning indicators on the sources of possible crises, capture the warning situation in time, monitor the management status of enterprises at any time, and predict and analyze the problems that endanger their own survival and development in advance, so as to achieve the purpose of preventing and controlling the outbreak of crises. The computer early warning system mainly includes the following aspects: First, crisis monitoring. It refers to closely monitoring various factors that may cause crisis and the appearance of crisis, collecting information about the occurrence of enterprise crisis, and grasping the first-hand materials of enterprise crisis changes in time. The second is crisis prediction and forecasting. It refers to the identification, classification and analysis of the monitored information, so that it can reflect the changes of the crisis more systematically and prominently, estimate the types of possible crises in the future and their harm degree, and issue crisis warnings when necessary. Crisis management and forecasting are complementary, and they are the foundation and basis for enterprises to pre-control and deal with crises. The most important thing is to collect and sort out information and choose appropriate methods to make judgments in order to win time for crisis handling. The third is crisis pre-control. It means that enterprises should take countermeasures and formulate various crisis plans according to the possible factors that cause enterprise crisis, so as to effectively avoid the occurrence of crisis or minimize the loss of crisis. 2. Crisis handling Crisis prevention management can only minimize the number or degree of crisis outbreaks, but can't prevent all crises from coming. So how can enterprises deal with the crisis in person? (1) Start the emergency response plan as quickly as possible. If the initial response is delayed, the crisis will spread and expand. Of course, we can't follow the script, because the crisis is sudden and urgent, and any preventive measures can't be foolproof. Therefore, we should revise and enrich the emergency countermeasures at any time according to specific problems. (2) Personnel safety should be put in the first place. In order to obtain long-term benefits, enterprises should pay more attention to the safety of personnel from the outbreak of the crisis to the resolution of the crisis, not just the short-term interests of enterprises, take practical actions to show the company's sincerity in solving the crisis, and try to make up for the losses of the people affected by the crisis, which is conducive to maintaining the company's image. (3) Open up efficient information dissemination channels. After the crisis, we should investigate the cause of the incident as soon as possible, find out the truth, and tell the employees the whole situation as much as possible to avoid all kinds of unwarranted suspicions. Sincerity is the best strategy for the company to face the crisis. The company should grasp the initiative of publicity and reporting, and inform the team of the specific situation of the crisis, the company's current and future response measures, etc. through holding production meetings and using the Internet, telephone and other forms. The information should be specific and accurate. (4) Choose appropriate emergency response strategies, such as crisis termination strategy, crisis isolation strategy, crisis elimination strategy and crisis utilization strategy. Isolation strategy, the occurrence of a crisis often has a chain effect, and the outbreak of one crisis often leads to another. Therefore, when a crisis occurs, enterprises should try to isolate the negative impact of the crisis in a minimum range to avoid harming other unrelated production and operation departments. The suspension strategy is to take the initiative to bear the losses caused by the crisis according to the development trend of the crisis, such as stopping construction and emergency replacement. Elimination strategy. It is necessary for the company to quickly and effectively eliminate the negative impact of the crisis according to the established emergency measures: it is necessary to be good at using positive materials to dilute the negative impact of the crisis, such as conveying the concerns of enterprises about the consequences of the crisis through the Internet, taking measures, etc., and using strategies. This strategy is an important part of turning "crisis" into "vitality". The more critical it is, the more it can show the overall quality and comprehensive strength of a company. As long as we adopt an honest, frank and responsible attitude, it is possible to turn the crisis into vitality. Properly handled, it will have the effect of turning bad things into good things.