管理者的职责,首先是建立一整套内部约束机制。让我们看看“长虹”的几条“家规”: 物资采购谁说了算?很多企业都是采购部门独掌大权。但在“长虹”。每采购一种物资,都要经过七八道关;设计部门先提出技术要求和参考价。经生产计划部门确认提出需求量,再由采购处选购,货进厂后即由待检处验收分流,移交品质保证处检验合格后方可入库上线,上线使用后经质量处整机综合检验优质,财务处才凭以上各环节签发的合格证开汇票,统一付款。建议权、采购权、使用权、认定权、付款权、权权分离既避免了企业资金流失浪费,又保证了大规模生产所需大批元配件的适时、适量、协调供应。 The responsibilities of managers are first of all to establish a set of internal restraint mechanisms. Let us take a look at some of the “house rules” of “Changhong”: Whoever has the final say for material procurement? Many companies have the sole authority of the purchasing department. But in “Changhong”. Every purchase of a material must go through the seven to eight levels; the design department first proposes technical requirements and reference prices. After the production planning department confirms the demand, it will be purchased by the purchasing department. After the goods enter the factory, they will be checked and diverted by the inspection department, transferred to the Quality Assurance Department for inspection, and can be put on the warehouse before going online. After the on-line use, the quality inspection department will perform comprehensive inspection. With high quality, the Finance Department opened the bills of exchange with the certificates issued by the above links and paid them in a unified manner. The separation of right of proposal, purchase, use, identification, payment, and power not only avoids the loss of capital from the company, but also ensures timely, adequate, and coordinated supply of a large number of parts and accessories required for large-scale production.