PCB News - Management problems are a common problem for small and medium PCB companies

Management problems are a common problem for small and mediumPCB companies

Not only small and medium enterprises in the PCB industry, but also small and medium enterprises in all industries need to overcome the common problem of management. So what are the main problems in the management of small and medium PCB companies? Next, let’s analyze another headache for small and medium-sized business owners in the PCB industry.

1. Unclear work assignments, easy to make opportunities
The scale of small and medium-sized PCB factories is generally not very large, so the number of management is small and the workload is relatively small. Therefore, there is rarely a situation of one person and one post to prevent waste of human resources. Then there will be one person in charge of several positions. When the scope of responsibility is wide, he will ignore many small issues and cannot concentrate on completing his own tasks. And when the company suffered losses due to negligence, the company did not have a clear way to trace the responsible person and could not solve the problem fundamentally. The factory will therefore fall into an infinite vicious circle.

2. Execution is too weak to implement tasks
Although every day the leader emphasizes the tasks and responsibilities of the work, but in the end it is impossible to implement the work situation. We all know that the quality department is an important department of the PCB company. When the management has formulated a quality department employee system to emphasize the responsibilities of the quality department, the quality department may not be able to implement the rules and regulations when performing tasks, and will have its own interface : In the process of implementation, too many main forces were encountered, or the production department did not cooperate, and finally this rule and system became a piece of waste paper and could not be implemented.

This situation can be considered from several points. The first point may be that this system does not integrate the actual situation of the company, and it cannot be a big fat man in one breath. This also shows that the correction of the company's regulatory management needs to be done step by step and cannot be rushed. The second point may be that the rules and regulations are not written in detail, and employees do not know where to implement these systems after being notified, which will directly lead to the inability to implement tasks and systems.

3. There is no detailed standard PCB operation process
There is no standardized process to standardize the operation steps of employees, which directly leads to non-standard operation of employees. For example, when there is no stipulation that the number of PCB boards is sampled and inspected, the employees will randomly check the samples, or simply let the boards on the assembly line pass all at one time without sampling. This will bring huge security risks to the company. For example, major losses such as incorrect quantity counting and product rework.

4. There is no detailed task process, and the task of the employee's opponent has no sense of urgency
A PCB order must be completed on the specified date, but the staff will always push three obstacles and four causes the task to take a long time to complete, which completely exceeds the customer's pick-up time.

5. There is no specific staff appraisal system
Every company will have its own set of employee evaluation system, but there is a common problem in the evaluation system of small and medium PCB companies, that is, lack of fairness and justice. This also directly leads to the futility of this assessment system. For employees themselves, they think that the rewards for doing a good job and not doing a good job are the same, so based on human inertia, there is not much desire to complete the task efficiently.

Management System

The above issues may not be comprehensive, and they need to be discussed and summarized by everyone. However, in view of the above points, we should improve the management system of the PCB company that we own as much as possible.

The first point: the division of labor between leaders must be clear, and each task must be traced to an individual, so that the process of PCB production can be well managed.

The second point: When assigning tasks, managers must confirm that employees clearly understand their work tasks and operating steps, so that employees will no longer work blindly, thereby improving work efficiency.

The third point: According to the actual situation of the company, edit the standardized and standard operating procedures, so that each employee can recognize his own work responsibilities and steps.

The fourth point: A task tracking system must be established to ensure that each process can be specifically tracked to each responsible person and matter. In this way, the company's production cycle will be smoother, and better efficiency and higher output will be obtained.

Fifth point: It is also the last point summarized in this article, that is, to establish a perfect employee evaluation system based on a fair and just system. Let employees know clearly that only when they create value for the company can they get the corresponding rewards. Only when employees with poor performance realize their shortcomings can they make them want to learn from their employees and gain more knowledge for themselves. PCB companies create higher value.