Tipping Recommendation Monthly Pass Pink Ticket Recommendation Ticket Evaluation Thing 1 You can do a lot of things right the first time, and you can do it right the first time (1) After 20 minutes, their discussion began with a slide show: Obviously take the bones and water to find the treasure.

Pen, fun, pavilion www.

biquge。

When he first entered the secret passage, the spider said to him, "If you are not fully prepared, you will encounter bumps and many detours through the passage!" ”

"Nonsense!"

"I'm quick-witted, nimble, and smart, and even if it takes two days and two nights to get there, I have energy and intelligence." Besides, what haven't I seen in my business? What when I haven't been on? I've always felt that anything is pretty much fine, don't take it so seriously! Are you tired? ”

As everyone knows, he finally managed to pass through the secret passage with great difficulty, and only found bones and water that could be used by the dog family for 1 month.

"The obvious 'stupidity' lies in not realizing that you have to do everything right in order to find the enough bones and water you want. Wise people are often meticulous and modest, while fools are always self-righteous, and similar people abound in life. ”

Crosby continued.

"Ming Ming thinks there are many opportunities to do things right. If a job has 10 chances to get it right, 'I didn't get it right the first time, I didn't get it right the second time, I didn't get it right the third time...... If you get it right the ninth time, you get it right, and if you don't get it right the first time, you get it right the second time, you get it right. Isn't the effect the same? Cong Cong believes that our requirements for work are to strive to do it right, and to do it according to the standards set by ourselves at the beginning, and try not to wear and tear too much. Huihui believes that if you don't get it right the first time, you must tinker, and you may have to do it a second or third time...... These are additional wastes. If you do things right the first time, there will be the least amount of waste and the best results. ”

"In fact, many things can be done right the first time."

Gary couldn't help but scream.

"Yes, we can imagine what hospital in the world has medical staff who can't do a good job of hygiene? Which driver could not follow the driving regulations, and which coal mine could not operate as required...... Tracing the cause of every unfortunate incident that has ever occurred, it is not difficult to find out from these thousands of mistakes: whether people can do right or not depends not on people's ability to act, but on the ideas that govern it! I once knew a very successful entrepreneur. Once, he complained to me that he was too busy to make money. Why? It turned out that his factory was always unable to complete the production plan and deliver goods on time. Users are complaining about this. In order to meet the deadline, he had to recruit 400 new workers, but the production schedule could never keep up with the increase in orders. So I went on a purposeful tour of his factory. It was a very modern and large factory, clean and well-planned. They have seven assembly lines that can put the different parts together. Checkpoints are set up at the end of each assembly line, and if there is a problem, it is recorded on a list by a dedicated person. Problems arise with every machine. The product in question is sent to a rework station. Several workshops were set up there, and the most experienced workers were responsible for the rework. After rework, the machine can be shipped out of the factory and shipped to the user. Back at the hotel, I didn't say a word. When I started eating at noon, my boss asked me: Is there any way to reduce the number of rework? He enumerated a number of conditions that could not be met: 1. It is impossible for the machine to be error-free. 2. All the workers are very dedicated, they can work until 12 o'clock at night in order to rework, they have worked to the limit. 3. Technological improvements will not be achieved in the next 2 years. I told him that there was really only one thing to do to fix all of these problems and never rework them later. 'It's impossible! The boss shouted. I advised him to give it a try. The method I'm giving is actually quite simple: cancel the rework zone. 'Cancel the rework area? Where is the reworked product reprocessed? You should know that reworked products account for 30% of all products! I wrote down the following suggestions on paper: ・ Close the rework station and let the people who work there go back to their own production lines as instructors and trainers; ・Place 3 tables at the end of the production line and have one for each of the quality engineer, design engineer and professional engineer; Classify defects according to "supplier problems", "problems arising in the production process" and "design problems", and insist on solving and eliminating these problems forever and thoroughly; ・Send the machine back to the production line for repair; ・Establish "zero-defect" work execution standards. They looked puzzled, but they did as they could. As a result, they found a number of management problems, such as ordering parts based on the price and not training the workers on the production line well; Some people have embraced the notion that everything needs to be reworked. A few weeks later, they were able to produce on schedule again. They also erected a sign board on the manufacturing floor that said the number of days without faults and defects. Over time, the number grew so large that even they themselves did not believe it. They also learned a good way to inspect new products: workers assemble and solve problems that arise. And the most pleasing thing is that it occupies the largest market share due to the stable and reliable quality of the products it provides. The Japanese had already entered this market, but because they saw the company's leading level, they withdrew from the market. In their industry, they became the first Chinese company to beat a Japanese company. When I told them about the cancellation of the rework zone, almost everyone, including the boss and employees, thought that it was impossible for them to make a defect-free product the first time, which was a myth! They believe that 'doing it right the first time' is just an ideal situation and that it doesn't happen in reality, especially in their business. The reality is that it's so simple and easy to get it right the first time, and the seven factories they have since acquired have all done just that. Even those factories whose workers had only a primary school level education managed to achieve 'no rework zones', and subsequently, each factory's profits increased more than tenfold. ”

Listening to Crosby's experience, Gary, Bill, and Young all opened their mouths wide and were dumbfounded, and for the first time, they deeply felt that "they did things right the first time"

The power of immenseness.

Crosby took a sip of his coffee and began to tell another story of his own experience.

"Another time, I went to China, Yang, which is a coking plant in the northeast of your country. It is an enterprise mainly engaged in the production and sales of coke. Within a year, they had sent senior managers to my lectures four times. Once, one of their leaders finally talked to me about why. It turned out that some of their products were resold in China back then, and the products that sold very well abroad could not be sold in China. After analysis, it is their price that is too high. As a result, the company lowered the price of the product, but the cost ratio increased, and the company still had no profit. They are a very excellent enterprise, the equipment, technology is first-class, and the products are first-class in Europe. Why can't you make money at home? I worked with them to find out why. In fact, the reason is very simple, the quality standard of the products they sell to Europe is a fixed carbon content of more than 86, while the domestic product quality standard is a fixed carbon content of 80. Using "86" as "80" is to use the cost of "86" to calculate the profit of "80", and naturally there is no profit. It took them half a year to know that the high quality and high cost they paid for customers were not what customers needed. What we say every day is 'for the sake of our customers', but in fact we think about our own subjective wishes. Even though they didn't get it right the first time, they quickly adjusted their product strategy after understanding the 'do it right the first time' philosophy. As a result, the production cost alone saved 30 million. ”

Crosby paused slightly, glanced at Yang's face with a concerned look, and continued: "Later, I summarized the experience of these two experiences, which became the core elements of my "do things right the first time" concept: 1. First of all, determine the purpose of your work: to work to meet the requirements of the customer, not your own subjective will. 2. Establish a basic standard for getting it right the first time: "80" or "86". 3. Remove barriers to meeting this standard: Eliminate the "rework zone" at work, especially mentally. 4. Work hard for the standard: All your hard work will be rewarded highly. ”

Crosby wrote the four elements on the blackboard as he spoke, and then asked them, "What do you think about this?" Speak up. ”

------------------------------------------------------------ get it right the first time: the lowest cost (1) Bill has always been very concerned about the military, and he knows the military history of the countries of the world inside out.

At this time, in connection with his hobby, he began to express his opinion: "In my opinion, 'getting things right the first time' is equally important for a general. Because, on the battlefield of life and death, there is absolutely no chance of a second choice. Whether or not a general can 'do things right the first time' not only has a bearing on the lives of thousands of officers and soldiers, but also has a direct impact on the success or failure of a country and a nation, as well as its long-term peace and stability. However, not all generals can do 'get things right the first time', and in the history of human warfare, different generals have paid different prices, and of course the results will be very different. We can even say that in many wars, the outcome of the victory or defeat is already clear before the battle begins. ”

At this time, Bill had a strong desire to vomit in his heart, and his excitement was overflowing: "For example, in the Russo-Turkish War, in December 1790, the Russian army and the Turkish army fought a battle in Izmail. This is a classic urban offensive and defensive battle. At the same time, it is also the famous work of Suvorov, the first Russian general. The war took place in the Second Russo-Turkish War in Izmail, Turkey's strongest fortified fortress on the Danube. Located on the right bank of the Danube, the Izmail Fortress controls the lower reaches of the Danube and is strategically important. The fortress is heavily fortified, the city wall is erected, and the moat is surrounded. The Turkish garrison of the fortress of Izmail consisted of 35,000 men and 300 artillery pieces. The Russian siege force consisted of 31,000 cavalry, 600 artillery pieces and more than 200 small ships of the Danube flotilla. From October to November 1790, the Russian army attacked several times in succession, all of which failed. After the headquarters of the Russian army commander replaced several generals like a flash, the famous general Suvorov was ordered to come to the front line. He devised what was almost a bold plan at the time: to capture Izmail in about 10 days at once. This plan shook the entire Russian command at that time. Suvorov told all the Russian generals and soldiers: if our method is not right, even if it takes another 2 months, we will not be able to take Izmail. If done correctly, it only takes 1 time to take down Izil. It was a visionary idea. He spent eight days preparing and then sent a letter to the commander of the garrison of Izmail, in which he wrote: 'I have taken command of the army, and I have given you 24 hours to consider it. Only by surrendering can there be freedom. Once the attack is launched, you have only one way to die! But the commander of the city, Ados Muhammad, believed in his own strength and replied arrogantly: "The sky may fall, the Danube can flow backwards, but Izmail will not surrender!" A day later, however, Suvorov's Russian troops captured the impregnable city of Izmail. All the Turkish troops were killed or captured, and only one Turkish soldier escaped from the castle and swam across the Danube, bringing the news of the fall of Izmail to the Turkish Sultan, who was beheaded by the angry Sultan. After the battle, Suvorov described the battle of Izmail in his recital to Tsar Catherine II as follows: "There is no fortress stronger than Izmail, no resistance is fiercer than Izmail, but it fell under the throne of our emperor as a result of a heroic attack. This phrase was later engraved on the monument to Suvorov. An important reason for the victory of this campaign was that before the start of the war, Suvorov had set the guiding principle of 'careful preparation and absolute guarantee of capture the first time' at an internal military meeting. Under the guidance of this operational thinking, the Russian army made thorough and meticulous preparations, and during the battle, all columns attacked at the same time, and their actions were highly coordinated. 'When we were sure we had to take the enemy's fortress the first time, we had already found a way to take it. Suvorov said in later years. And winning it the first time was the best deal of my life. We only paid the cost once. ’”

Bill said so much in one sitting.

"So, how did Suvorov manage to get the job done the first time?"

Crosby didn't give him a moment to catch his breath, and then asked.

"At that time, most of the Russian attack troops were cavalry, which was not suitable for siege operations. The Turkish army was not only numerically superior, but also had strong castles, which it was difficult for the Russian army to take. Despite this, Suvorov was not deterred, he had his own philosophy and method of doing things. First of all, he immediately set about organizing the Russian army to conduct training for a strong attack. In training, efforts were made to make every soldier "understand how to maneuver." In the command of the reserves, the principle of combining centralized use with the independent command of the commanders of each column was implemented. He built an earthen enclosure in the town of Busrock, near the castle, in imitation of Izmail's fort, and every night he had his soldiers practice siege maneuvers one by one, and ordered the construction of tools for filling the trenches and ladders for climbing the city walls as soon as possible, and personally led the soldiers to practice white-knuckle combat during the day. Suvorov encouraged the soldiers: "Sweat more in training, shed less blood in wartime." "At the same time, in order to confuse the Turkish army, the Russian army is still ostensibly still preparing for a long-term siege. Suvorov set up his headquarters on the Trubayev Heights near the castle, where he completed all the preparations related to the siege, made careful and meticulous arrangements for all kinds of situations that might arise in the battle, and drew up a special combat manual for the officers and men, including the rules for siege operations and operations in the city. Suvorov's battle plan was that the ground forces would form three groups and launch a simultaneous onslaught from the east, west and south. The direction of the main attack was directed to the south, where the defense was weaker, on which Suvorov concentrated two-thirds of his forces and three-quarters of his artillery. After eight days of preparation, Suvorov convened a pre-war military mobilization meeting, at which he made an oath: 'The Russian army has twice attacked the city of Izmail, but twice retreated. Now that we are here for the third time, we must not return in vain, and I am determined to take this fortress, and if I do not succeed, I will die under it! All the officers and men present responded and their morale was greatly boosted. The battle was won by a resounding victory. ”

With that, Bill felt much more comfortable.

"Suvorov became famous in the first battle, and he will live on in the military history of the world. In this campaign, he made full use of the concept of 'doing things right the first time'. ”

Crosby concluded.

"Before that, the Russian army could not attack for a long time twice, because they did not think that Izmail could be captured at one time. And Suvorov believed: I could complete the task in one go, and for this, Suvorov worked out detailed steps of action. ”

As he spoke, he wrote the following on the blackboard: ・Make a plan: Make a targeted "do it right the first time"

Goal plan・Unity spirit: Guide the whole team to form a unified combat force・Proactive prevention: Prevent all possible difficulties in advance・Manage the campaign process: Break down all siege processes, strengthen soldier training for each node of decomposition・Establish a standard combat manual: Let each soldier in the battle understand his own combat content and the battle plan of the entire unit・Pursue the result: Defeat the enemy"Moreover, the final result of the war also shows the benefits of the war in exchange for 'Wollov-style doing it right the first time'. ”

Crosby drew a comparison table on the blackboard: RussiaTurkey killed: 4,000 killed: 28,000 captured: 0 captured: 9,000, only 1 escapedBooty: 30 ships, booty: 0,245 artillery pieces heavily equipped Campaign result: VictoryBattle result: Defeat"We can also compare Suvorov's battle this time with the Russian offensive before the war, and we can also see the effect of "doing things right the first time". ”

Crosby quickly listed the following: The number and time of this previous attack: several attacks, 1 attack in 2 months, 8 days of preparation, 1 day to conquer the attack method: forced attack, siege of the simulated enemy, targeted training casualties: 20,000 people4,000 people Trophy: 0 Trophy: 30 ships/245 artillery pieces/large amount of equipment" It can be seen that the effect that can be achieved by doing it right the first time: the least cost, the lowest cost, the least time, and the highest efficiency. Suvorov was not a conscious executor of the idea of 'doing things right the first time', and in many battles in his life, not every battle was won, and in the battles he won, he did not always do it right, but he was a person who knew the way of 'doing things right the first time' and did not consciously put it into practice. At critical moments, he knows how to effectively set goals, plan effectively, and do it right, and in today's management terms, he knows how to 'set goals, manage processes, and pursue results'. He made 'doing the right thing' the most important military rule in his life, and because of this, he became one of the greatest military generals of his time. ”

Crosby concludes, looking at Bill with caresses, relieved by his little improvement.

Gary and Young were gradually freed from the atmosphere of the battle, and they were filled with great reverence for Crossby, as if he had become an omnipotent God, or a prophetic deity.