Liu Qian immediately asked the financial director to arrange for the money to be transferred to Chen Daping's financial account, and arranged for someone to come and pick up the goods. The fire in the warehouse caused a loss of 3 million, and the purchase of fabric cost an additional 3.5 million, and the ground lost more than 600.
Wan, my hard work this year will be in vain.
Through litigation, the company recovered 1.5 million yuan. The treasury manager took the initiative to take responsibility and asked for no salary for two years as compensation. Liu Qian considered that the treasury manager did not intentionally neglect her duties, but only fined her 10,000 yuan, monthly
A thousand yuan will be deducted from the salary, which will not affect the normal life of the warehouse manager.
With the raw materials in hand, the first batch of clothing was completed four days ahead of schedule. The second batch of clothing raw materials was shipped back to the company seven days ago. This accident did not affect the company's reputation, which can be considered a blessing among misfortunes.
This raw material accident and turmoil sounded a wake-up call for Liu Qian. Whether it is fabric or other raw and auxiliary materials, we cannot just limit the purchase to bargaining. A competition mechanism must be established so that among three to five suppliers,
Admission can be based on merit. The same materials are better than the price, the same price is better than the quality, and the same quality is better than the service.
After the establishment of the competition mechanism for raw and auxiliary materials, it not only avoided the black-box operations of individual sales staff, but also ensured the supply time of raw and auxiliary materials. Since then, there has never been a shortage of raw and auxiliary materials. Liu Qian asked the raw material warehouse keeper
, registering the raw and auxiliary materials in and out of the warehouse on the computer every day, so that he and the leaders in charge can see the inventory materials at a glance and make up for the shortage of materials in a timely manner.
In the first half of the year, Liu Qian focused on the issues of raw and auxiliary materials, clothing development and sales. If a company wants to make money, it must first have something to do. The company's external operations are very critical. Without supply, everything is empty talk.
After having the supply of goods, whether it can make money depends on the company's output ratio. The ultimate goal of a company is to make profits. A company without profit cannot last long. A company's net profit is the company's performance in a specific period.
The difference between input and output during the time period.
In short, if a company is calculated on a monthly basis, the total income of a month is the balance minus raw materials, workers' wages, and all investment and equipment depreciation expenses. The cost of investment in equipment and factory buildings is certain, and the workers' wages are fixed every month.
Months are basically the same. Only by strengthening the company's internal management and reducing costs can greater profits be achieved.
It can be seen that the internal management of a company is also very important. In the second half of the year, Liu Qian launched an internal potential tapping activity within the company where employees made reasonable suggestions and reduced consumption. Just one month after the implementation of energy saving and consumption reduction, more than 30 cost savings were achieved
10,000. The money saved compared with before is pure profit. Liu Qian deeply realized that seeking benefits from management is not an empty talk.
Systems and policies are cold, but management methods and means must be humane. Liu Qian discovered a problem by visiting the front lines of the workshops. Some team leaders and workshop directors have a very good relationship. When they arrange work, the workers do not resist.
Emotionally, work is going well.
Some team leaders and workshop directors have a very tense and completely hostile relationship with workshop workers. Although the work has been arranged, the workers are very resistant and their work efficiency has dropped significantly. It seems that humanized management is crucial. Liu
Qian understands that all workers are devoting their mental or physical energy in exchange for remuneration. If you make employees feel comfortable, they will be willing to work more and pay more without complaining.
On the contrary, if you make the workers unhappy, they will become resistant, their efficiency will drop, and they will easily produce defective products. Liu Qian decided to conduct cadre training for team leaders and workshop directors from time to time. Of course, these trainings sometimes also
Chapter completed!