Experience refining of MUJI post (best practice) 0 15 mujigram

Experience refining of MUJI post (best practice) 0 15 mujigram

Muji has a set of MUJIGRAM to regulate all aspects of the company's operation. Extremely detailed

Although the popularity of MUJI is very high now, there are countless shops in Chinese mainland alone. However, before this popularity, it has been proved that Muji also fell into the trough of 3.8 billion deficit due to poor management. MUJIGRAM developed by the author pulled Muji out of the valley. All stores follow the same rules, so that customers can get the same treatment no matter which city or country they enter, just like entering the same store.

Non-internal members will be surprised after watching MG. "Is there even a rule for this kind of thing?" For example, there are five kinds of hangers in Muji store, and the shopping guide will use pictures to explain the precautions when using each hanger.

That is to say, "will that kind of thing be directly taught orally?" The details are clearly defined. The goal of MUJI is to make customers feel the same division and get the same service no matter which store they enter. A penny for a penny can also be achieved through "details" such as the layout of the store, the display of goods, the clothing of employees and the cleaning methods. These "details" are often easily understood by individuals, so it is difficult for the whole company to treat them equally. That's why we should guide it.

Some people may think, "It's too much trouble to stipulate such a small thing." Work is full of rules and regulations. On the contrary, straight men can even make the work smoother, because the Muji guide was born by combining the creativity of the field staff to "do better".

In addition, more problems and improvement methods will be found on site every day, and the guide will be updated once a month. Working methods are constantly being refreshed, and natural employees will take the initiative to find places that can be improved in their work.

1.MUJIGRAM is extremely detailed. Every word in the MUJIGRAM needs a detailed definition, such as "neatness", that is, "face up (with the labeled side facing up), the direction of the object (the handle of the cup should face the same), and the gap and interval should be in a straight line. 」

2. No matter where the leader is, you need to have a sense of presence. Mr. Matsui (all employees of MUJI call each other Mr./Ms.) became the president, and the first thing he did was to visit stores all over the country. He thinks that hiding in the office can't understand the real situation in the shop. The producer of MUJIGRAM, only the employees on site, as its users, have the right to make and constantly modify it. There is a process of "improvement suggestion" in MUJIGRAM, and the clerk can submit the plan in person, and a review department judges whether to adopt this suggestion. The concept of minimalist products originated from nature is deeply rooted in people's hearts and has been used for reference by many companies around the world.

3. Employee participation. In addition to the above optimization schemes that can be submitted as long as there are reasonable suggestions, MUJIGRAM can be optimized after approval; Employees can also choose the products they want to sell most and sell them at a 20% discount. Personally, I think this is very interesting. Employees are no longer simple executors, but can participate in the formulation of the company's final code of conduct.

4. Only work with a deadline can be called work. In order to ensure that employees can finish their work on time and not work overtime, Muji's solution is to make information transparent. Every employee's daily work content and time limit are on the "time limit announcement". He finished typing on time but didn't finish typing on time. Employee Alexander. I don't particularly agree. For example, when we do mobile phone software projects, there are many unpredictable things, so we can only set a rough time point. In my opinion, there is no difference between a few days earlier and a few days later.

5. You can also build your own MUJIGRAM in your life. This concept is actually to fix and standardize some trivial or procedural things in life and become a "routine". Only in this way can we grasp the time and focus on the matter itself. I personally agree with it and try my best to carry it out, although the result, you know.

6. MUJI advocates not working overtime. I think this premise is that there are enough people and the efficiency of employees is very high. However, this is only possible for large companies. How can a small company, especially an entrepreneurial team, work normally when one person has several jobs?

7. The decision-making efficiency is high, and there are only three seals for a process approval. It looks beautiful. If a big company can be invincible so soon, I recently sent an email from an application company. I'm so stupid that I don't even understand the process. I keep asking the relevant contacts. So there is some doubt that there is no printing in these three processes. How can there be three? For example, for such a big thing as opening a shop, there will definitely be many departments to cooperate with each other to ensure the synchronization of information, otherwise who will be responsible.

? There are about 6000 kinds of brand products.

? From the deficit of 3.8 billion to the legend of 654.38+062 billion turnover.

? Forbes once rated it as the best medium-sized enterprise in the world.

Yes, these are Japanese brands Muji. However, you may not know that such a successful enterprise has also encountered a crisis of declining performance and serious losses. But in the following years, the company turned losses into profits, and then became a world-renowned Japanese national brand, and maintained a decade of prosperity. How is the performance recovery of V-type realized? How does MUJI stay competitive for a long time?

The book Muji Decryption is the answer given by Tadashi Matsui, president of Muji Project. He attributed the success of MUJI to two guiding principles established since he took office:

1.？ MUJIGRAM: a guide to the use of Muji shops;

2. Business specification: a guide to integrating the business of the store development department, planning office and other departments.

These two guides represent the management philosophy of Tadashi Matsui and are the soul of this book, namely, "Establishment of Mechanism". The two guides already contain various mechanisms of MUJI, such as the selection of store address, early meeting of employees, store display and so on. In addition to these two mentors, Tadao Matsui has also established various mechanisms to run the whole enterprise, and it is these countless mechanisms that support the myth of MUJI.

Why establish a mechanism to enable MUJI to achieve V-shaped recovery? In other words, what can the establishment of the mechanism bring to the enterprise?

1. Eliminate sensibility and establish standardization.

Everyone has his own set of evaluation and judgment system for all affairs in his work. However, people's perceptual knowledge is often based on their own intuition and cannot guarantee its correctness. I don't know if you have ever met such a private enterprise: the general manager has the final say in all decisions in the enterprise, from office supplies procurement to customer billing, which also exposes a drawback-even the most successful entrepreneurs can't guarantee that every decision they make is correct. Muji's two guides cover all aspects of store management and headquarters business, minimizing the negative impact of personal sensibility and empiricism.

For example, in a shop window, 1,000 people may put on 1,000 kinds of effects, but MUJIGRAM condensed all the key points on one page, "set the outline as △ or △", "keep the colors of matching clothes within three colors" and even added "basic knowledge about colors". In this way, even the new employees will definitely put on a display that conforms to the tonality of Muji, so that Muji in different regions can make customers feel the style of Muji and ensure that customers can get the same goods and services wherever they go.

2. Enterprise internal knowledge precipitation

In the continuous operation, the company will accumulate various experiences in product design, sales and store management, but in traditional companies, this experience generally exists only in hard-working employees in various positions. Due to the lack of mechanism to accumulate work ability and knowledge, once employees are poached or transferred from their original posts by headhunters, new employees will have to study again, which is a waste of time and resources for enterprises and employees.

Two guides of MUJI are a solution to this problem. The content of the guide is the result of the knowledge precipitation of employees in various positions, which transforms personal wisdom and experience into the wealth of the organization. For example, MUJIGRAM is compiled with the participation of the whole MUJI company, and employees in all positions can add their own knowledge. In addition, as described below, MUJIGRAM will be constantly modified and added according to the update of employees' knowledge. The clothing collocation mentioned above is the final result of knowledge precipitation.

3. Bottom-up communication channels

When the scale of the company expands to a certain extent, the vertical management level of the company may be very complicated, and it is basically impossible for grassroots employees to have the opportunity to communicate with the management. This is a very typical big enterprise disease, that is, the management is out of touch with the sales site of the enterprise business, and only the on-site employees know the on-site problems. In most companies, it is such a "disjointed person" who has formulated mechanisms or guidelines.

In order to hear the voice of the on-site staff, Tadashi Matsui visited the Japanese 107 store at the beginning of his tenure, and even had a drink with the staff and talked a few words, creating an opportunity to tell the truth. The preparation of MUJIGRAM creates a bottom-up communication channel. MUJI Headquarters receives 20,000 suggestions from stores all over the country every year, with an average of more than 400 suggestions adopted each year. All this is based on the mechanism of Muji.

4. Reduce the examination and approval links and optimize the decision-making process.

The larger the enterprise scale, the longer the decision-making process may become, which is another common big enterprise disease. For a top 500 beverage company, contract approval may even require the signatures of more than a dozen responsible persons. I believe you have had the experience of going back and forth between offices in order to intercept funds or plan activities. If the person in charge goes out, he has to go back and forth many times, and physical exertion is not counted. Half a day or even a day may be wasted.

Muji once had this problem, and one book was stamped with seven or eight seals. Tadashi Matsui first established the mechanism of "no more than three seals", which shortened the decision-making process. Later, he also used the intranet of the enterprise, and he didn't have to stamp it.

5. Unify "weights and measures" and realize standardization.

Imperfect business and irregular organization are common problems in the initial stage of startups, and even many companies that have been established for many years still have this problem. This involves all aspects of enterprise operation. For example, sales in Guangzhou are different from those in Beijing, and it takes a long time to study documents even if they are shared; Successive employees in a certain position can't understand the sentences left by former employees; When submitting the reimbursement, the financial personnel will repeatedly emphasize that everyone should stick the invoice in his way. This is all because a standard is needed.

Muji's clothing grocery department is subdivided into five departments, and the person in charge of each department manages his own department according to the Excel table created by himself. Therefore, information such as how many orders have been sent to which factory, how many semi-finished products are left, when to put them in storage, when to reduce prices and so on. It is in the hands of the person in charge, and personal ability directly becomes the level of the company. Later, the company established a unified sales status management form, confiscated the old form of each person in charge, and finally successfully reduced the inventory to one-third of the original.

6. Voice of customers-improving products

Every company will have a hotline or a channel to communicate with customers. However, how many people really pay attention to customer opinions and apply them to product design? Even the communication channels of many companies are only nominal, such as the following figure.

Many companies only pay attention to customers' complaints and ignore customers' product suggestions. Both complaints and suggestions, if they can play a practical role, can be the source of enterprise creativity. MUJI has established a mechanism of "collecting customers' voices" and a website of "Quality of Life Research Institute", and established a mechanism for customers to exchange product development. The website will also publish the details of how customers' opinions are reflected in products, so that customers will be more motivated to make suggestions.

This popular sofa is the product of adopting customers' suggestions.

7. Improve work efficiency

There are more and more businesses, the volume of business is increasing, and the workload of each employee is increasing, so overtime has become a practice, and fewer and fewer employees leave work on time. Some bosses are even very happy: employees are so enthusiastic about their work that the company's performance must be getting better and better. Actually, it is not. Overtime is also a manifestation of low work efficiency. Why do you have to work overtime when you can finish the work during working hours?

MUJI has established the visualization of task flow and the mechanism of getting off work on time at 18:30. Each task must have a time limit, upload it to the internal system of the enterprise and mark the progress, and the information is shared by multiple departments. Getting off work on time can't be achieved immediately with a dozen slogans, so Matsui began to set a "no overtime day" every week, which was increased to two days a week within six months, and finally basically achieved zero overtime. Even if overtime is inevitable during settlement and commodity exhibition, the number of overtime workers is controlled at 7%.

In fact, any mature company will have a set of mechanisms or guidelines, but why can't these companies reach the height of MUJI? How can we formulate a mechanism for enterprises to keep moving forward?

? Mechanism belonging to the company

Different companies have different employees, different products and different partners, so copying the mechanism of any other company will not have much effect. Therefore, even if it takes a lot of time, we should make a guide that belongs to our enterprise from scratch. MUJIGRAM took five years to perfect.

? Explain the reason (of)

While standardizing behavior, employees should also know the motivation for doing so. MUJIGRAM will definitely indicate "Why do you want to do this job" at the beginning of each project. Don't think that such a trivial matter should be written. It is this kind of subjective assumption that will cultivate an empirical atmosphere.

? Attention to detail.

As mentioned above, MUJIGRAM has more than 2,000 pages, and the business specification book used by this department has more than 6,600 pages. You can imagine how detailed the guide is. What kind of system should the enterprise's mechanism be refined to? MUJIGRAM's answer is: explain in a language that newcomers can understand. If there are professional terms in the enterprise, they must be explained, and the requirements of the guide must be specific, and pictures should be used to explain when necessary.

? Continuous update

No matter how perfect the guide is, it is impossible to support it for more than ten years, and the mechanism or guide designated by the enterprise should be updated at all times. MUJIGRAM is updated once a month, and employees can see that their opinions are adopted by MUJIGRAM, which can also stimulate their enthusiasm.

? Repeatedly emphasize and strengthen implementation

Facts have proved that no matter how good a tour guide is, it will be forgotten or thrown aside. Therefore, Matsui will repeatedly emphasize the importance of the guide at the weekly meeting and organize a store manager exam once a month to ensure that MUJIGRAM is thoroughly implemented in stores all over the country.

? Organizational knowledge precipitation

As mentioned above, some people will say that every document of our company will be automatically uploaded to the cloud, but it is useless in the end, and it is often not found when looking for documents. This illustrates a problem: only letting knowledge precipitate without using it will not have any results. A library without index classification is not a good library, no matter how big the collection is. Muji has a department responsible for the production, modification and update of MUJIGRAM. This does not mean that every company has to recruit people from one department, but must maintain and sort out the knowledge precipitation.