JP2002099710A - Method for promoting management innovation and system for managing progress situation of management innovation - Google Patents

Abstract

PROBLEM TO BE SOLVED: To provide a method for promoting management innovation and a system for managing the progress situation of management innovation, by which the result of management innovation can instantly be grasped and the results of the other departments or the other sections can instantly be known, too, in the case of carrying out management innovation from a view at a section level being the low-order organization of a company. SOLUTION: The method for promoting management innovation and the system for managing the progress situation of management innovation for carrying out the management innovation of the whole company with a single company or a company group as the whole company and with the sections being the low order organization of the departments constituting the company as promotion units stores the progress situation of respective sections, the progress situation of the respective departments obtained by collating the progress situation by each belonging department and the progress situation of the whole company obtained by generalizing them respectively in a server terminal 1. The respective progress situations can be accessed mutually from client terminals 2 arranged at the responsible person and the respective sections.

Description

DETAILED DESCRIPTION OF THE INVENTION

[0001]

BACKGROUND OF THE INVENTION The present invention relates to the advancement of company-wide management innovation by accurately grasping the promotion department, the department to which the department belongs, and the overall progress of the company as a whole. The present invention relates to a management innovation promotion method and a management innovation progress status management system for promoting management innovation.

[0002]

2. Description of the Related Art In recent years, due to the progress of IT technology and the like, society and industry have become borderless, the industrial structure has reached a period of change worldwide, and global competition between companies is intensifying.
In this context, companies are thinking of things that are a continuation of
If we had been working on it, we would lose our competitiveness in the course of the times, and for that purpose we would promote various management innovations, and in this fierce environment, we would have a profit It is necessary to change to a certain strong corporate structure.

[0003] Conventionally, such management innovation is based on a case where management innovation is performed from a company-wide viewpoint, such as renewal of a management organization.
In some cases, management innovation is performed from the perspective of the department level, which is a subordinate organization of the company, that is, the department to which each member belongs, and these are usually promoted in combination. Management innovation from a company-wide perspective is a matter in which the manager at a company-level selects in advance themes at the company-wide level, and promotes them from the top down to lower-level organizations. Each department will independently raise the theme, promote the theme, and report the progress to the manager. The advantages of implementing management innovation from this department level perspective are that the staff members are familiar with their own markets, products, technologies, etc., and understand what to attack and protect. Based on the above, it is possible to select themes for which management innovation should be carried out, and to efficiently promote management innovation.

[0004]

However, the business innovation performed from the department level viewpoint has the above-mentioned advantages, but has the following problems in the past. In other words, the results obtained for each department in the management innovation of each department are tabulated for each department that is a higher-level organization, and these are tabulated as company-wide results. It is difficult, it is difficult to immediately grasp the progress of each department, department, and company-wide, and it is also difficult to compare the progress of the own department with other departments, so the principle of competition does not work However, effective promotion has not been made.

[0005] Further, when selecting themes for which management innovation is to be carried out in each department, although the staff members are familiar with the contents of their own departments, they tend to fall into arbitrariness and prejudice. In addition, it is necessary to grasp the promotion status of other departments, incorporate the good points into their own departments, and deploy them horizontally, so that they do not fall into arbitrariness and prejudice. However, it is difficult to increase the exchange between departments as the number of departments increases, as described above, and if the exchange with other departments is not performed very well, each department will be scattered. As a result, management innovation will not be promoted efficiently from a company-wide perspective.

Accordingly, the present invention solves the above-mentioned problems and immediately grasps the results when carrying out management innovation from the viewpoint of a department, which is a sub-organization of the whole company, and can grasp the results immediately. It is an object of the present invention to provide a management innovation promotion method and a management innovation progress management system which can immediately grasp the results of the office.

[0007]

In order to achieve the above object, the present invention has the following arrangement. That is, the management innovation promotion method according to the present invention is a method for promoting management innovation for carrying out company-wide management innovation by setting a single company or a group of companies as a whole company and a department, which is a subordinate organization of a department constituting the whole company, as a promotion unit. In the server method, the progress status of each department, the progress status of each department obtained by summarizing the progress status of each department to which the department belongs, and the progress status of the entire company integrating them are stored in the server terminal. The invention is characterized in that management progress is promoted by making the above-mentioned progress status mutually viewable from a manager in charge and client terminals arranged in each section.

According to the present invention, the progress status of each department, each department, and the whole company obtained based on the management innovation is stored in the server terminal, and the progress status is allocated to the manager and each department. Can be viewed from client terminals, so that not only the Chief Executive Officer but also each department can immediately grasp the results of management innovation according to the organizational hierarchy. You can also immediately grasp the results of.

[0009] Therefore, it is possible to immediately grasp the results of the management innovation and give appropriate instructions to the manager,
In addition, in each department, it is possible not only to view the results of the own department and own department, but also to browse the results of other departments and other departments. Due to the relationship, the principle of competition to keep up with other departments and other departments will work, and themes and methods of other departments and other departments will be adopted in their own departments, and horizontal development will be carried out with reference to them to promote management innovation. Can be effectively promoted.

In the present invention, it is preferable that a department secretariat is provided for each department in order to manage the progress of each department, and the client terminal is also arranged in the department secretariat.
In other words, it is difficult to manage the progress status of each department and give thorough instructions accurately and speedily as the number of departments increases, and each of them has various functions such as sales, production, development, etc. It is difficult to accurately manage the progress status and give thorough instructions to these departments. Therefore, if the department secretariat as described above is set up, and sales, production, development, etc., the progress status management and thorough instructions are performed for each department, the progress management of "seeing / seeing" can be achieved. At the same time, accurate progress management and thorough instruction can be performed, and management innovation can be promoted more effectively.

[0011] The server terminal may be provided separately from the client terminal, or at least one of the client terminals may also serve as the server terminal.

[0012] If a mailbox capable of mutually receiving and sending mail is allocated to each client terminal, the manager can immediately send an instruction and can exchange information quickly between the respective sections.

Also, a button for selecting any one of each section, each section, and the entire company is provided on the screen browsed from the client terminal, and by clicking the button, the progress status of each section, each section, and the entire company is displayed. If the screen can be selectively shifted to any of the screens to be displayed, the screen can be immediately shifted to a desired screen and viewed.

[0014] The progress status viewed from the client terminal may be displayed in a table format, or may be displayed in a diagram format.
Further, the information may be displayed in a table format and a chart format.

It is preferable to add a theme newly discovered in the promotion process each time as the theme of management innovation, and the progress is based on the results of the current month and the total of the previous month produced by promotion of the theme of management innovation. Preferably, the transition is divided into an initial theme and an additional theme added thereafter, and a display is provided for indicating the comparison between an initial plan based on the initial theme and a modified plan in which the additional theme is added to the initial theme.

That is, in the conventional management innovation, once a plan is once made at the beginning of the year or the like, it is common to promote and manage the plan in the form of achieving the plan.
The plan and the theme were rigid. Therefore, in the latter half of the initiative period, the theme effects will be reaped at the beginning, and as a result, themes will not be raised in response to the drastic changes in the market environment and fast-moving technological innovations such as IT. Becomes

Therefore, as described above, the plan is not rigid, and the additional theme is fluidly and creatively enhanced in order to respond to changes in the market environment, etc., and the plan itself is called “Evolution and innovation every day”. In order to respond to changes in the market environment and technological innovations, discussions on finding themes for management innovation will be held daily at each department, and from that point on, create further increases in the effects through further theme enhancements Will be performed.

[0018] Then, in order to "see and see" the situation of "Everyday evolution / innovation", the original plan and the correction plan each time an additional theme is added are displayed in contrast. The CEO can immediately grasp the status of "Evolution and Innovation every day".
Due to the relationship of "seeing and seeing" the situation of "Everyday evolution / innovation", the principle of competition works so as not to lose to other departments and divisions, and drastic changes in the market environment and fast-moving technologies such as IT The additional theme up corresponding to the innovation can be effectively performed.

In the present invention, the theme of management innovation is not particularly limited, such as one that enhances profitability and one that improves the global environment. In order to clarify the "defense" and "defensive", expand the business field that aims to increase sales, which is an "offensive" measure,
It is preferable to clearly separate and promote the restructuring of existing fields to reduce costs such as variable costs and fixed costs, which are measures of "defense."

In other words, in the past, in a rising economy, various business innovations have always been promoted on the premise of growth.
Even if it is called management innovation, it tends to be merely passive reform of cost reduction, and it was not enough to innovate management based on a structurally declining economy . So, as mentioned above,
If you clarify the "defense" and carry out management innovation,
It can respond effectively to a declining economy and produce results.

It is preferable to calculate the results of the management innovation based on the quantitative effects created by the respective measures so that the results can be grasped as quantitative effects so that they can be clearly evaluated by specific numerical values. Therefore, progress is shown by the transition of quantitative effects generated by the promotion of the theme of management innovation, and the quantitative effects are calculated based on the sales increase, gross marginal profit increase, and gross margin generated by the promotion of management innovation. It is preferable that at least one of the subtracted profit increments calculated by subtracting the fixed cost from the profit increment is used as an index.

Next, the management innovation progress management system according to the present invention uses a single company or a group of companies as a whole company, and promotes the management innovation of the whole company by using a department, which is a subordinate organization of a division constituting the whole company, as a promotion unit. This is a management innovation progress management system to implement the progress of each department, the progress of each department obtained by summarizing the progress of each department to which it belongs, and the overall progress of the company And a client terminal capable of mutually browsing the progress of each department, department, and company stored in the server terminal.

According to the present invention, the client terminal is arranged in the manager and each section, and in some cases, the department office, etc., so that not only the manager but also each section can improve management innovation. The results can be immediately grasped according to the organizational hierarchy, and especially for the department members, the results of not only the own department but also the other departments can be grasped immediately. Therefore, it is possible for managers to immediately grasp the results of management innovation and give precise instructions.In addition, each department can view their own departments and their departments' results, Because the results of other departments and other departments can also be viewed from each other, that is, each department has a "principal / viewable" relationship, so that the competition principle for competing with other departments and other departments works. Themes and methods of other departments and departments can be adopted into their own departments, and they can be used as a reference for horizontal development to effectively promote management innovation.

[0024]

Next, an embodiment of the present invention will be specifically described with reference to the drawings.

According to the present invention, a single company or a group of companies is set as a whole company, and a plurality of departments constituting the whole company, for example, a head office department, a business department department, a branch department, a head office development department department, a group company, and the like. In the case of an organization subdivided into a plurality of departments such as A branch, B branch, and C branch, which are sub-organizations of each department, for example, in the branch department, management is performed from the perspective of each department. It is a management innovation promotion method and a management innovation progress management system for performing company-wide management innovation by performing innovation and accumulating it,
FIG. 1 shows the overall configuration of the system of the present invention. In the present invention, when the management innovation is performed by a single company, the entire company can be set as a whole company, and when the management innovation is performed by a company group, the whole company group can be set as a whole company.
In addition, as an example of a case where a corporate group is used, a parent company and a subsidiary can be added to make the entire company. The invention can be applied. In the case where the holding company is a holding company, the holding company corresponds to the whole company, the subsidiaries constituting the companies correspond to the departments, and the respective organizations constituting the subsidiaries correspond to the departments, and the present invention can be applied. That is, in the present invention, the whole company, department, or department may be an organization actually owned, but regardless of this, the whole company, department, or department may be appropriately determined from the viewpoint of promoting management innovation.

In FIG. 1, 1 is a server terminal, 2 is
A client terminal connected to the server terminal 1 via a communication line such as a LAN line or a telephone line.
Are allocated to the CEO and each department, and each client terminal 2 is assigned a mailbox 3 capable of sending and receiving e-mail to each other, so that the CEO can immediately send an instruction to each department. At the same time, information can be exchanged quickly between each department.

In addition, a department secretariat is set up for each department, and the client terminal 2 is also arranged at the department secretariat. The manager sends instructions to the department secretariat, and the department secretariat sends the contents to each department. You may make it transmit to. Further, the server terminal 1 may be provided separately from the client terminal 2, or at least one of the client terminals 2 may also serve as the server terminal 1.

The server terminal 1 stores the progress of management innovation for each department, the progress for each department obtained by summing up the progress for each department to which the department belongs, and the progress of the company as a whole based on the progress. Are respectively stored.

The client terminal 2 can browse the progress status of each section, each department, and the whole company stored in the server terminal 1 in a table format, a chart format, and the like. The progress can be created using any software, but if it is created using a unified format using general-purpose spreadsheet software, for example, Excel (manufactured by Microsoft) or Lotus (manufactured by Lotus), tabulation,
Operations such as input can be easily performed.

Next, a description will be given of a method of promoting management innovation by this system in a case where the theme to be managed is assumed to be the theme of increasing profitability.

First, each section selects and promotes a theme for which management innovation is to be performed, and calculates the effect of each predetermined period (in this embodiment, monthly, that is, monthly) produced by this management innovation. Themes of management innovation are clearly defined as expanding business fields to increase sales as an aggressive measure and restructuring existing fields to reduce variable and fixed costs as a defensive measure It is preferable to promote it separately. Themes are not limited to those initially selected. New themes discovered in the process of promoting management innovation are added each time.

It is preferable that the effect produced by management innovation is grasped as a quantitative effect that can be clearly evaluated by specific numerical values, and that the progress is preferably indicated by the transition of the quantitative effect. For example, the quantitative effect is represented by an increase in sales, an increase in gross marginal profit, and an increase in marginal profit calculated by subtracting fixed costs from the increase in gross marginal profit, which are generated by promotion of management innovation.

Each department reports on the status of promotion of such management innovation.
For example, as shown in FIGS. 2 and 3, a progress report 4 in the form of a table in a tabular form and a monthly progress report 5 summing up their quantitative effects as shown in FIG. These are inputted and stored in the server terminal 1 every month. The stored progress report 4 and the monthly progress report 5 for each theme are mutually processed by the client terminal 2 allocated to the manager and the respective sections as the progress status for each section. It can be browsed.

The form of the progress report 4 for each theme includes a theme column 41, a subject column 42, and a plan / actual column 43 as shown in FIGS.
Shows the theme of management innovation to be promoted.
2 shows an index as a quantitative effect for the theme, and a plan / actual column 43 shows a plan and an actual result corresponding to each index for each theme on a monthly basis.

In this embodiment, the theme of management innovation is divided into expansion of business fields and restructuring of existing fields. The form of the progress report 4 by theme shown in FIG. The theme of the thematic progress report 4 shown in FIG. 3 is about themes divided into the expansion of the business field, and the theme divided into the restructuring of the existing fields.

The indicators of quantitative effects are sales, gross marginal profit, fixed costs,
Themes that are considered to be net profits and are divided into restructuring of existing fields are gross marginal profits, fixed costs, and net profits.

The monthly progress report 5 shows that the quantitative effects shown in the progress report 4 by theme regarding the expansion of the business fields and the restructuring of the existing fields as described above indicate the expansion of the business fields and the This is a summary of the restructuring of existing fields.

The form of this monthly progress report 5 is:
The theme column 51, the subject column 52, and the plan /
An achievement column 53 and the like are provided. The theme column 51 shows the expansion of the business field and the restructuring of the existing business, which are the categories shown in the progress report 4 by theme, and the subject column 52 shows Indices corresponding to those, namely, sales, marginal profit ratio, fixed cost, and deducted profit for business field expansion, and marginal profit ratio, fixed cost, and deducted profit for restructuring existing businesses. In the performance column 53, totals of the quantitative effects corresponding to the index are shown on a monthly basis.

In addition to this, the monthly progress report 5 includes a column 54 for entering main items to be implemented in the current month, a column 55 for entering main items (plan) for the next month, and the like. Further, a transition graph 56 showing the transition of the quantitative effect, a chart column 57 showing the transition of the monthly settlement contribution amount, and the like are provided so that the specific promotion status of each section can be immediately grasped.

Next, the transition of the quantitative effect of each section is as follows.
Aggregated by the department to which it belongs, as shown in FIG.
A section-specific progress report 6 is created for each section. The section-by-section progress report 6 is stored in the server terminal 1 as the transition of the quantitative effect for each section, and the client terminal 2
It can be viewed at. Regarding the tabulation by department, the department for each department is divided into multiple units for different organizational units, such as organizational units by function, such as branch departments and factory departments, and business units, such as products, regions, and customers. They may be set and they may be tabulated as needed.

The progress report 6 for each department shown in FIG.
Indicates the transition of quantitative effects by sector, and its form is shown in the target column 61, department name column 62,
Transition table 6 in tabular format with an actual / achievement rate column 63
4 and a chart-type transition graph 65 are provided.

The target column 61 of the transition table 64 indicates the classification of the theme, in this embodiment, the expansion of the business field and the restructuring of the existing business, and the department name column 62 shows the promotion department belonging to the department. Each department name as the plan / actual / achievement rate column 63
Shows the monthly net incremental profit increase at each of these departments, divided into plans, results, and achievement rates.
Further, the sum of the gross marginal profit increment and the deductible profit increment in the division is similarly shown.

It should be noted that the plan is not rigid, but it is preferable to add and promote a new theme in a fluid and creative manner. To this end, monthly progress reports by department 5
In the transition graph 56 and the transition graph 65 of the progress report for each section 6, the results of the current month and the previous month of the net profit as a quantitative effect in the relevant department and section are classified into an initial theme and an additional theme. In addition, it is shown in comparison with the original plan based on the original theme and the revised plan in which the additional theme is added to the original theme. In this way, by showing the quantitative effects of the initial theme and the additional theme separately, and by showing the initial plan and the revised plan, which departments and departments actively incorporate the additional theme, that is, the new theme, Innovate every day and clearly show whether you are always challenging, and you can read the vitalization of each department and department.

It is possible to extract only the transition graph 65 for each section and display only the transition graph 65. FIG. 6 shows a state in which transition graphs 65 for each department and for the entire company obtained by summing them are arranged.

The progress of each division is tabulated company-wide and stored in the server terminal 1 as the company-wide quantitative effect transition 7 indicating the company-wide progress. It can be browsed.

FIG. 7 is a form showing the transition 7 of the quantitative effect of the whole company, and the transition graph 7 of the total sales increase as the whole company obtained by summing up the quantitative effect of each department.
1. A transition graph 72 of the total gross marginal profit increment, a transition graph 73 of the total subtraction profit increment, and, in addition thereto, those transition graphs 74, 75, 76 of the business unit profit / loss contribution amounts.
Are shown side by side.

The company-wide progress report includes a company-wide progress report in tabular form as shown in FIG. 8 in addition to the company-wide quantitative effect transition 7 consisting of the display of the transition graphs 71, 72, and 73 as described above. 8 can also be displayed.

The form of the company-wide progress report 8 is as follows:
As shown in FIG. 8, a column 81 indicating the total of the entire company, a section column 81 configuring the total of the entire company, a section column 83 configuring each of the sections, a total of the entire company, the total of each section, and the quantitative effect of each section. Has a plan / actual column 84 indicating the plan, actual, and achievement rate of the deferred profit increment. By viewing the company-wide progress report 8, the total company, the total of each department, the total of each department, The quantitative effect, that is, the progress status can be immediately grasped.

FIG. 9 shows an example of a display screen 9 showing the progress of a certain department viewed from the client terminal 2. The display screen 9 has a selection area 91 and a display area 92 showing the progress. Area 91
Is provided with a button 93 for selecting any one of the departments, departments, and the whole company in accordance with the hierarchy. By clicking any one of the buttons 93, the desired department, department, or company is clicked. The progress is immediately displayed in the display area 92.

[0050]

According to the present invention, the progress of each department, each department, and the entire company obtained based on management innovation is stored in the server terminal, and the progress is reported to the manager and each department. Because it can be viewed from the assigned client terminal, not only the chief executive officer but also each department can immediately grasp the results of management innovation according to the organizational hierarchy, especially for department members, not only their own department but also other departments The results of departments can be grasped immediately.

Therefore, it is possible to immediately grasp the results of the management innovation and give an appropriate instruction to the manager.
In addition, each department can browse the results of their own departments and departments, as well as the results of other departments and departments, so that each department can “see and see”. As a result, the principle of competition for competing with other departments and other departments will work, and themes and methods of other departments and other departments will be adopted in their own departments, and horizontal development will be conducted with reference to them.
Effectively promote management innovation.

[Brief description of the drawings]

FIG. 1 is an explanatory diagram showing an embodiment of the overall configuration of a system according to the present invention.

FIG. 2 is an explanatory diagram showing an embodiment of a theme-specific progress report showing the progress of management innovation for each department.

FIG. 3 is an explanatory view showing another embodiment of the implementation of a progress report by theme indicating the progress of management innovation for each department.

FIG. 4 is an explanatory diagram showing an embodiment of a monthly progress report showing the progress of management innovation for each department.

FIG. 5 is an explanatory diagram showing an embodiment of a section progress report showing the progress of management innovation for each section.

FIG. 6 is an explanatory diagram showing one embodiment of a transition graph showing the progress of management innovation for each section.

FIG. 7 is an explanatory diagram showing one embodiment of a transition graph showing a transition of a quantitative effect as a company-wide progress.

FIG. 8 is an explanatory diagram showing an embodiment of a company-wide progress report showing the company-wide progress.

FIG. 9 is an example of a display screen viewed from a client terminal.

[Explanation of symbols]

 1 Server terminal 2 Client terminal 3 Mailbox 4 Progress report by theme 5 Monthly progress report 6 Progress report by department 7 Changes in quantitative effects of the whole company 8 Company-wide progress report 9 Display screen 91 Selection area 92 Display area 93 button

Claims (13)

[Claims] [Claim 1] A single company or a group of companies is a whole company,
This is a management innovation promotion method for carrying out company-wide business innovation with the divisions that are subordinate organizations of the divisions that make up the entire company as promotion units.The progress of each division and the progress are tabulated by the department to which they belong. The progress of each department obtained by
Management that stores the integrated company-wide progress status in a server terminal, and promotes management innovation by making each of the progress statuses mutually viewable from a manager in charge and a client terminal located in each department. Innovation promotion method. 2. The department secretariat is provided for each department in order to manage the progress of each department, and the client terminal is also arranged in the department secretariat. How to promote management innovation. 3. The at least one client terminal,
3. The management innovation promotion method according to claim 1, wherein the method also serves as a server terminal. 4. The management innovation promotion method according to claim 1, wherein each client terminal is assigned a mailbox capable of sending and receiving mails to and from each other. 5. A display screen browsed from a client terminal has a button for selecting any one of each section, each section, and the whole company. By clicking the button, the progress of each section, each section, and the whole company is performed. The management innovation promotion method according to any one of claims 1 to 4, wherein the screen can be selectively shifted to any one of screens displaying a status. 6. The management innovation promotion method according to claim 1, wherein the progress status can be browsed in a table format and / or a chart format. 7. The progress is based on the fact that the results of the current month and the changes of the previous month produced by the promotion of the theme of management innovation are divided into an initial theme and additional themes added after that. 7. The display according to claim 1, wherein the display has a display indicated in comparison with a modification plan in which an additional theme is added to the initial theme.
Management innovation promotion method described in section. 8. The management innovation includes the following two themes: expansion of business fields for increasing sales, and restructuring of existing fields for reducing costs such as variable costs and fixed costs. The management innovation promotion method according to claim 1. 9. The progress is shown by the transition of the quantitative effect produced by promoting the theme of management innovation, and the quantitative effect is at least one of an increase in sales, an increase in gross marginal profit, and an increase in net income. The management innovation promotion method according to any one of claims 1 to 8, wherein one is used as an index. 10. A management innovation progress management system for carrying out company-wide management innovation by using a single company or a group of companies as a whole company and a department, which is a subordinate organization of a department constituting the whole company, as a promotion unit, A server terminal for storing the progress status of each department, the progress status of each department obtained by totaling the progress status for each department to which the department belongs, and the company-wide progress status obtained by integrating the progress status and the server terminal. A management innovation progress management system, comprising: a client terminal capable of mutually browsing the progress of each department, department, and company. 11. The management innovation progress management system according to claim 10, wherein at least one of the client terminals also serves as a server terminal. 12. The management innovation progress management system according to claim 10, wherein a mailbox capable of mutually receiving and sending mail is assigned to each client terminal. 13. A display screen viewed from a client terminal has a button for selecting any one of each section, each section, and the whole company, and by clicking the button,
13. The management innovation progress management according to any one of claims 10 to 12, wherein the screen can be selectively shifted to any one of screens displaying the progress of each department, each department and the whole company. system.