Low cost and attractive. How do studio enterprises reduce costs?

The core competitiveness of enterprises is to achieve: high quality and low cost. Only high quality can qualify for survival, and low cost can attract customers.

First, reduce costs, first look at the mentality.

When many enterprises talk about cost, they think it is a matter of financial department or cost accounting. Most employees think that "I am not the boss, and the cost has nothing to do with me"; "Public property need not be used in vain"; "If I save the cost, what's good for me?"

In fact, reducing costs requires everyone's participation. First of all, as the decision-making class of an enterprise, it needs the concept of investment, which is the basic condition that determines and affects the formation of enterprise costs; Secondly, the engineers and managers of enterprises affect the consumption level of product design and production costs; Third, the employees in the supply and marketing department of the enterprise, whose business activities affect the purchasing cost of materials and materials and the sales cost of products. So the cost is closely related to everyone.

Therefore, reducing costs depends first on the mentality, and employees' mentality about costs is related to corporate culture. Generally speaking, it can be divided into four kinds of mentality:

1, working for the boss.

Enterprises with this mentality will never lose costs.

2. Work for yourself.

For example, in TCL's kanban management, five boards are placed in the staff passage, indicating output, quality, consumption, cost and team performance respectively. At this time, employees will unconsciously compare with others while paying attention to their own work results, which can stimulate employees to develop towards the goals required by the enterprise and transfer their dissatisfaction with their superiors. By establishing an imaginary enemy mechanism, employees will stare at their opponents to motivate themselves.

3. Work for a team.

In other words, individuals become very small and teams become very large. For example, Haier never rewards individuals but rewards teams, including recruiting people. It is also the team that has the final say. It is precisely because of this that many systems of Haier, including cost control, can be implemented.

4. Fight for your beliefs.

This is also the highest state of the enterprise, and employees will have a high degree of ideological unity.

Second, reducing costs begins with eliminating the source of waste.

If waste is not eliminated, it will be difficult to reduce costs. For example, Toyota has always been aiming at eliminating waste, and it took nearly 70 years to halve the cost.

There are two main ways to eliminate waste:

The first method is to advocate saving culture and put an end to waste.

First of all, we should advocate the culture of saving in enterprises, make saving a spirit of enterprises, and let the consciousness of saving penetrate into the hearts of every employee.

Secondly, we must seize the decision-making leadership and avoid overall waste. Decision saving is the saving that affects the whole situation. To establish a conservation-oriented enterprise, we must first start with scientific decision-making and get the maximum output with the minimum input, which is the greatest saving for the enterprise.

Third, we should start with the details, and the economy should be reflected in the details. Through refined management, profits will be squeezed out by the system. People envy Fortune 500 companies. After careful analysis, all the most important companies, such as Toyota, have no branches or offices in the world, but only a sales center in Nagoya. Wal-Mart Asia headquarters is located in an alley in Beijing, with an office of only 260 square meters and no meeting room. Contracts are all signed on the street at the mouth of the alley, and advertisements are never made by famous stars, but by employees as compensation. When the president of Wal-Mart Asia got off the plane, he had a calculator in his bag. When he saw the right position, he took it out, calculated the size of the room and began to attract investment. He paid the landlord's rent with the entrance fee. The management of the store draws lessons from the kanban management of Toyota in Japan, and the handling of the warehouse can reach the store accurately for three days. Fine management has always given Wal-Mart a unique cost advantage.

Fourth, the savings in the procurement process. To control the procurement cost, it is necessary to set it scientifically and reduce the procurement cost. The main methods are: strengthening inventory cost control; Break the whole into parts and purchase in large quantities; Establish a procurement cost analysis system; Take measures such as bidding, inquiry, price comparison, bargaining, fixed price acquisition and open market procurement; Establish supplier selection system; Plug the "rebate" loophole in procurement.

Fifth, control the core cost of enterprises by saving production. For example, reducing the consumption of materials and energy, improving productivity is saving; Establish raw material consumption quota standards; Establish labor consumption quota standards; Control the production cost; Implement a system of saving rewards and punishments.

Sixth, save marketing. Marketing expenses are a piece of fat that can be reduced. It is necessary to budget, analyze and make decisions on marketing expenses, control unnecessary marketing expenses, make every penny invested in advertising work, and control the expenses of marketing personnel reasonably at the same time.

Seventh, save management. Including saving meetings and time. The former can save meeting cost, meeting budget, control expenses, save meeting time and change meeting mode to implement meeting saving in every meeting; The latter can improve work efficiency by effectively controlling time, doing what should be done and doing things correctly.

The second method is to eliminate waste through field improvement.

Improvement is always more important than management. A manager should not be proud of punishing employees, but should work with employees to study ways to prevent employees from making mistakes, while not providing opportunities and conditions for employees to make mistakes. The seven tools for field improvement are:

First of all, create a visible waste scene, that is, carry out thorough 6S (sorting, rectification, sweeping, cleaning, literacy and safety).

Second, IE and work standardization are the best tools to eliminate waste. Haier successfully acquired more than 30 enterprises by using this management model.

Third, find waste through visual management. Visual management is a method to determine the current state through visual induction such as graphics and charts, and make judgments immediately, so as to solve problems quickly.

Fourthly, explaining waste with kanban management is to show the projects you want to manage through various management kanbans, so that everyone can know the management methods of the current management state, which can give customers confidence, create a competitive atmosphere within the enterprise and reduce waste.

Fifth, walking management. Management personnel are required to go to the job site, find and deal with problems at any time, and prevent consumption.

Sixth, ask five questions and answer five questions to find the key to the problem. Ask why five times more at ordinary times, and you will find a solution to the problem.

Seventh, use the method of foolproof and error correction to reduce waste. In fact, the simpler things, the more likely they are to make mistakes. Most people ignore the mistakes caused by some mistakes, so punishment is useless. Try to prevent stupidity and correct mistakes. For example, inserting a card in a hotel is a good way to prevent stupidity and correct mistakes.