McDonald's is an employee-intensive enterprise, with simple production and service, and its management essence focuses on the word details.
Fred, president of McDonald's? Turner attributed McDonald's victory over its competitors to details. He once said: "Our success shows that the management of our competitors failed to insist on participating in lower-level affairs, and they lacked deep attention to details."
Company founder ray? Crocker said: "I think in company management, the less the better." Because of the scale of McDonald's, McDonald's today is the most unorganized company I know, so I emphasize the importance of details. If you want to do the whole thing well, you must do every basic link in your business. "
In order to run through this concept, McDonald's constantly refines various management processes, which requires McDonald's employees to pay a lot of study time and work intensity. For example, a McDonald's employee once said, "When I first went to McDonald's, they gave me a little white hat and told me to start with the simplest job-French fries, and then let me make milkshakes. I have been baking buns and beef patties. We can only rest in a small room-we won't miss the training at this time-there is a TV and a video recorder, and there are promotional videos that emphasize the way McDonald's does things-how to make better hamburgers, how to keep French fries crisp, and so on. "
In order to make the details more perfect, McDonald's has a groundbreaking method. It painstakingly compiled the McDonald's manual, which is the embodiment of their extreme detail management.
This book contains every process and detail of all McDonald's services, such as "Be sure to turn the hamburger upside down, not upside down", or "If no one buys the Big Mac within 10 minutes after it is cooked, the French fries must be thrown away after it is cooked for 7 minutes." "Cashiers must keep eye contact with customers and keep smiling" and so on, and even specify in detail how to take cups, change machines and pack milkshakes until they are sold. McDonald's is constantly improving and adding the content of this book. Now, every chain store in McDonald's must strictly follow this book. It is the implementation of this book that enables all employees of McDonald's to perform their duties and act according to the rules. Even a novice can learn and operate quickly with the help of this book, which ensures that anyone can be proficient and competent in a short time and realize that "anyone can do it, anyone can do it".
It is this attention to detail that makes McDonald's franchise model develop rapidly. The chain operation of McDonald's has four characteristics: standardization, simplification, unification and specialization. Standardization requires chain stores to fully comply with the rules formulated by the headquarters in terms of store name, storefront appearance, equipment, goods and services, and reach the standard of McDonald's certification. Simplicity requires that all positions, processes and links of chain stores should be simplified and modeled as much as possible to reduce the influence of human factors on daily operations. Unified requirements for chain stores to coordinate advertising, information collection, staff training, management and operation policies in the course of operation. Specialization requires chain stores to refine all aspects such as decision-making, procurement, distribution and sales, and separate different functions. These four aspects are actually details, because as long as any one of these ideas is implemented, there are countless details that need to be strictly implemented.
It is what McDonald's is doing and will always do to pursue perfect service to the maximum extent and pay attention to every detail in the business process. It can be said that details are the essence of McDonald's management thought.
Case 2 Disney Exquisite comic world
To talk about Disney, we must start with its founder Walter? Disney talked about it. Walter. Disney knows very well that these seemingly insignificant details are of extraordinary significance when pursuing an extraordinary goal. With a pair of artists' eyes, he realized that attention to detail was the key to realize his dream.
In order to let the audience experience the magical experience in Disney, Disney has spent countless efforts on details and formed a unique style. Special attention to detail is a feature of Disney animated films. For example, in the movie Snow White and the Seven Dwarfs, there is a plot in which a drop of water drops from the soap, and the audience can see the sparkling bubbles in candlelight, instead of just seeing the water drop from the soap like other movies. These sparkling bubbles are unusual details in this animated film, which bring aesthetic enjoyment to the audience. Although this is a simple detail, it takes an extremely skilled and talented artist to create such a movie magic. In order to pursue the perfection of this small detail, Disney spared no expense to invite professionals to make it specially.
Disneyland may better reflect Walter's attention to detail, and no corner can escape Walter's pursuit of perfection. In order to fully prove that all the details are perfect and let his customers enjoy a unique and beautiful journey in Disneyland, the boss left his mark in almost every corner of the park. He even stipulated that the garbage bins in Disneyland should be set strictly every 25 feet. He painted roller coasters with high-quality paint, and sometimes even painted buildings with real gold powder and silver powder. He hired a special person to patrol Disneyland to ensure that all the colors in the park were in harmony. Entertainment giants intuitively realize that the whole package, color, sound and taste will have an impact on the guests watching the performance.
When explaining Disney's detailed service concept, Walter said that a restaurant with a prosperous business may go downhill because of an uncoordinated factor. Although the food, service and decoration of this hotel are first-class, diners may not be satisfied with the meal because the music it plays is not to their taste-a small disharmony factor may damage the image of the whole painstakingly managed hotel, and Disney doesn't want to take the risk.
"How can we do better?" This is a question that every Disney leader has to ask. Walter once said, "Whenever I visit one of my scenic spots, I will think about what is wrong with it and ask myself how to further improve it." There is also a story circulating in Disney: One day, Walter visited a scenic spot in the Disney jungle, and he was very angry afterwards, because the advertisement for this scenic spot said that the trip would take about 7 minutes. He calculated the time and found that it only took four minutes. It's easy for guests to feel cheated. This violates Disney's cultural values and does not meet Walter's quality requirements. He ordered an immediate extension of the trip. He explained that carelessness in details is intolerable, and such an attitude will make guests doubt Disney's reputation and his wholehearted service purpose and personal creed.
In order to keep the company's attention to detail, Disney has many ways. For example, the management receives a week-long so-called "cross-post" training activity every year. During the week-long training, Disney executives changed their usual work clothes, dressed in various props and costumes, and randomly selected from hundreds of basic positions, making guest appearances as cleaners and ticket sellers, selling popcorn, ice cream and hot dogs in amusement parks, or acting as tour guides to collect parking fees for tourists. In the process of first-line experience, fully listen to tourists' opinions and complaints, examine possible problems in every corner, and form an understanding and concern for details throughout the company, so that all employees of the company have a sense of responsibility. In addition, Disney attaches great importance to the on-the-job training of employees, and the details represented by each employee must be perfect. The cleaners of Disneyland will receive four days of extra training from Disney University to ensure that they can give positive and cordial answers to all kinds of questions raised by tourists during the visit. Disney Company realizes that the overall performance of the park is very important, but the attitude of cleaners to tourists is equally important, and perhaps their attitude is more important than that of tourists visiting Space Mountain.
When people lament Disney's success, don't ignore its extreme attention to detail. Disney pays great attention to details and carefully seeks a balance between keeping the lowest profit and pursuing perfection. The company believes that the investment will be rewarded by customer satisfaction and employee loyalty. It looks at investment in this way: paying special attention to details will bring high-quality products that employees are proud of. When employees are proud of their products, they will turn this pride into quality service and then pass it on to customers. It is precisely because careful attention to details can bring great benefits that Disney requires its employees to produce the best works for customers.
Case 3 delves into the details.
It is generally believed that the top managers of enterprises should not care about small problems, but only grasp the general principles of production, operation and sales of enterprises, and leave all the specific details to their subordinates. And Harold, CEO of American International Telephone and Telegraph Company? JiNing doesn't think so. He thinks it is a lack of management methods. A good leader never ignores the details, but will get to the bottom of it when appropriate. JiNing is quite famous in American management circles. His name is often associated with words such as genius, ambition, perseverance, strength, demanding and success. The demanding JiNing is almost obsessed with details, but this is the basic core of his management method and the key to his success. He has a good memory and fast reading ability, and likes to master the original materials by himself, instead of letting his staff refine the materials too much. He once said: There are many things I don't need to know, but I want to know what happened later. When JiNing finds a problem, he will act quickly and ask for details so as to solve the problem in time. One of his executives said: "At ITT, JiNing has solved more problems than any other big company-many of them are minor problems." Some people may say that this management method is too old-fashioned, but it is not. It is precisely because of JiNing's persistent pursuit of facts, rigorous work style and meticulous handling principles that under his leadership, the company has expanded its scale by 10 times and become a coordinated and efficient machine. It is true that as the leader and manager of a company, macro-control is necessary, but micro-control is even more essential.
Case 4 Toyota's lean production model
When I first heard about lean production, I didn't pay much attention to it. I just know that this mode of production originated from Toyota Motor Corporation of Japan, and it is widely promoted all over the world. Its basic idea is just-in-time (JIT), that is, "only when needed, according to the required quantity, produce the required products", and pursue seven "zero" ultimate goals: zero switching waste, zero inventory, zero waste, zero defect, zero failure and so on.
If we look at Toyota's example, we will find that lean production is actually a production method that pays attention to details.
Toyota Motor Corporation's main engine assembly plant is a modern large-scale factory that produces all kinds of small passenger cars. Apart from the particularly clean and bright environment and pleasant colors, there is nothing special at first glance, but careful observation will reveal that the workload of each task on the assembly line is surprisingly balanced. This is because in this assembly factory, all tasks are equal in time and workload, so everyone's work rhythm is the same. When a task is completed, employees in the upstream and downstream processes also complete their own tasks at the same time. When a link fails, the operator will immediately start the alarm system, and an electronic board will automatically flash, showing the failed workbench and the time taken to overcome it. Employees of other workstations will take the toolbox and rush to the faulty workbench to help their colleagues return to normal work. At the end of the first shift, the electronic board will summarize the faults and their causes, and then these problems will become the focus of project improvement. The key point of this example is that it shows us a very obvious feature of Japanese companies: to pursue uninterrupted engineering through engineering improvement, every mistake must be carefully checked, diagnosed and corrected. Nothing can be left to yourself, and any defect, no matter how rare, will not be regarded as a random event that can be ignored. This attention to detail and the connection between details is the concrete embodiment of lean production.
After reading the above examples, we can clearly see that these "Big Macs" regard the demand for details as the most basic and core element of enterprise management during their growth. When they grew into the world's top 500, their service concept and brand value were truly reflected and solidified in the details. It can be said that details are the soul of the company spirit and brand, the most essential embodiment of the differentiation between enterprises, and the concrete embodiment of the core competitiveness of enterprises. By extension, details are the essence of each era. The small details fixed by all appearances in each era are the spirit of that era, and the strength of the big era lies in the small details.
Now back to ourselves, what I am doing is the embodiment of detail management. Making sure that the workflow is compiled into a book is actually writing a textbook like the McDonald's manual. If this manual can achieve the purpose of listing details, scrutinizing processes, clarifying responsibilities and guiding employees, isn't it the best embodiment of detail management?
For start-ups, we repeatedly emphasize "starting with dolls and consolidating basic management ability", that is, starting with detail management, bidding farewell to the era of "rebellious heroes" and changing from blindly pursuing big and strong to practicing basic skills, so as to have enough confidence and ability to work hard.
Whether the details are "devil" or "God" depends on you.