Lean operation is the core competitiveness of pension enterprises.

For the participants in China's pension industry, it is still in the exploration stage, and all kinds of formats and modes are being tried. Some people say that the institutions with light assets operate well, some people say that the pension community with heavy assets is good, and some people say that the community home market is the largest. Perhaps, from different dimensions, it does have its own merits.

Of course, it is not easy to do a good job in any format or mode, and it is necessary to build your own core capabilities, such as operational capabilities, financing capabilities, project development capabilities, and public relations capabilities. Different formats or models need different core competitiveness. But no matter what format or mode, it is inseparable from operation, because behind the operation is actually service, not customers. Even enterprises like KFC, in their business model, profit mainly depends on property rather than buying chicken legs and hamburgers, but if they can't make delicious chicken legs and hamburgers, people won't go to KFC and can't make profits from property. Making a good drumstick burger depends on supply chain and operation management. With the enterprise management becoming more and more customer-oriented, the customer-centered business model is in line with the current development trend.

For the old-age care industry, it is the ultimate goal to build core competence based on operation management and continuously meet and improve the service level for the elderly. The elderly come to our institution not to buy beds, but to buy nursing services, communicate with other elderly people, engage in cultural and recreational activities, eat well and provide convenient medical services. Therefore, service is the product we provide to the elderly and the fundamental reason why the elderly choose us. The improvement of service essentially requires the improvement of operation and management level.

Therefore, lean operation strategy is the best choice for pension enterprises, especially institutional operation enterprises, and it is probably the inevitable choice. Some people say that lean production is not used by production enterprises. Mainly just-in-time production (JIT), one piece flow and Kanban management, which are not applicable to our service-oriented enterprises. These tools and methods are often used in lean production, but in fact they are not the core of lean production at all. The core of lean production is to respect employees, take customers as the center and emphasize cultural drive. Aren't these exactly what our pension enterprises need most?

Lean operation is a systematic concept, which needs a complete system from culture to organization to talent, process, daily service and management. To implement lean operation, it seems that there are many things ahead, and it is often the case that tools are easy to learn and cultural concepts are difficult to change. Without good culture and concept, it is difficult to implement lean operation strategy. Maybe we can't make a perfect plan, but we can choose to break through from two points first:

The first is decentralization. Regardless of the company's headquarters, holding companies or even internal organizations, we must first manage what managers do and sort out the jobs that create value for customers according to the customer-centered standards. The headquarters delegates power to the holding company or organization, the president of the organization delegates power to the middle-level manager, and the middle-level manager delegates power to the grass-roots employees, so that the value-creating personnel have appropriate authority and work is easier. Everything is about how to improve the service, regardless of anything else. Managers are at the highest level, and all management work is designed and optimized for the work of people who create value.

The second is to break through one or two services to achieve the ultimate. I once read an article about how to improve the service level of pension enterprises. The first way is to clean up, the second is to insist on cleaning up, and the third is to clean up regularly. Behind it is that the author thinks that a clean and tidy environment is the most important. What is the most important thing for us? I haven't done any research now, so I can't draw a conclusion easily. According to the people in the operation department, I learned in some institutions that meals are a service that the elderly in our institution pay more attention to. In this case, we will take food as the first breakthrough and make it to the extreme, even if the food itself is slightly deficient. When necessary, a special team can be set up to research and develop special meals suitable for the elderly and innovate constantly; Chefs in institutions should conduct unified management and centralized training, greatly improve the quality of catering services, and even implement standardization. Wherever I go in the future, whenever I mention our organization, I immediately think of delicious food. Bairentang, food, can be our slogan.

To sum up, customers are the foundation, operation is the core, everything, including organizational structure, incentive mechanism, process design, personnel training and so on. , should be built and optimized around the operation. Lean operation strategy is the best choice for current pension enterprises, especially institutional operation enterprises. The implementation of lean operation strategy is followed by tools and methods, and the core is the reshaping of culture and ideas. However, this is a long-term process. Realistic practice can choose some points to achieve the ultimate, and gradually build the core competence of lean operation, so as to be in an invincible position in the future development, no matter what format or mode.