2.2000-200 1, ISO900 1 quality management system was successfully introduced into eight branches of Shenzhen Baoluhua Group, and more than 3,000 people were trained for Baoluhua Group, which was well received by enterprises.
3. During 20001-2003, we successfully conducted management consultation for Dongguan Dezhou Shoe Industry, including establishing and perfecting human resource management system, 5S management system, production management system, quality management system, target performance management system and Kanban management system, which improved production efficiency by 25% and reduced direct production cost and waste of more than 3 million yuan. The customer delivery rate increased from 60% to 100%, the turnover rate of core positions decreased from 20% to 0.5%, and the customer satisfaction reached 100%.
4.2006 54 38+0-2003, successfully provided management guidance for Shenzhen Hexing Die Casting Co., Ltd., including establishing and perfecting human resource management system, 5S management system, production management system, quality management system, target performance management system and Kanban management system, which improved production efficiency by 30% and reduced direct production cost and waste of more than 600,000 yuan. The customer delivery rate increased from 30% to 90%, and the customer bulk return rate decreased from 10% to 0, and the customer signed up as a perennial consultant.
5.2006 54 38+0-2006, successfully provided management guidance for Shenzhen Juwei Industrial Group, including strategic target management consulting, enterprise organizational restructuring, enterprise operation process optimization, establishment and improvement of human resource management system, selection and training of management cadres, establishment and improvement of 5S management system, establishment and improvement of production management system, engineering BOM table and standard working hours, technological process and work instruction. Compilation of work instruction, establishment and perfection of quality management system, establishment and implementation of KPI performance management system, consultation and guidance of Kanban management system and enterprise ERP system, etc. From the initial entry into the enterprise, there are only production departments and business departments, to the establishment of engineering department, quality control department, production management department, human resources department, warehouse and other parts, to the planning and solidification of all workflows, the establishment and execution of operation processes and forms, and finally the introduction and implementation of enterprise ERP system.
6. From 2005 to 2006, we successfully introduced and implemented BSC strategic balanced scorecard performance management, action learning method and the establishment and implementation of training system for Dexing Bank of China Resources Group, and conducted more than 65,438+000 trainings for middle and senior managers in four branches of Dexing Bank, which was well received by enterprises.
7. In 2006-2007, Han Zhen socks industry in Zhejiang Province successfully introduced KPI performance management system, which reduced the number of managers by 15%, increased the turnover by 20%, improved the production efficiency by 25%, and improved the qualified rate of finished products from 85% to 99.9%, which was well received by enterprises.
8. During 2006 -2008, I successfully conducted enterprise management consulting for Huizhou Jiafeng Rubber & Plastic Products Co., Ltd., and successfully introduced KPI performance management, human resource management system consulting, production management system consulting, quality management system consulting and marketing system consulting, so that the turnover of the enterprise increased by 65,438+00 times in two years. After the improvement of IE in production site, the production efficiency increased by 50% and the defective rate of products decreased by 65,438+05.
9. From 2006 to 2008, he successfully conducted enterprise management consulting for Dongguan Darrouy Electronics Co., Ltd., and successfully introduced strategic management, KPI performance management, salary system consulting, production management consulting, quality system management consulting, employee career planning, marketing management consulting, etc. As a result, the annual growth rate reached 40%, the turnover rate dropped from 20% to below 5%, and the production efficiency increased by 20%.
In 10 and 2008-2010/year, it successfully became Dongguan Li Xiang Kitchen Restaurant Chain Co., Ltd., and successfully introduced corporate culture management consulting, strategic management consulting, BSC balanced scorecard performance management, human resources system consulting, service process and standard specification formulation and training, and marketing management consulting, which enabled the enterprise to develop from one restaurant to five chain stores within three years.