Panasonic certain level of high-level cadres, everyone standing to carry emergency medicine, including the response to avian influenza and SARS prevention drugs, all drugs are due for replacement. Now, almost every business has a Japanese-based companies continue to plan (BCP) and the configuration of strategic materials, masks, medical alcohol, clothing, and certain drugs that are not valued in Chinese goods among them. Leadership of the company to avoid all traveling on the same flight traveling for work, these appear to be risk prevention guidelines state leaders, likewise comply with many multinational corporations. Risk management and peers. Danger, usually necessary to establish an effective risk management mechanism, which is a lesson many other Japanese companies, life and death resulting. Without the initiative to establish the enterprise risk management mechanism, make good use of the current crisis passively build, is a blessing! Narrow risk management, in order to prevent the risk; generalized risk management, also includes crisis management, ie for risk has occurred and take effective measures to reduce losses to a minimum. In the practice of Japanese companies, the company should have the risk management mechanisms include three categories: strategic risk management, operational risk management mechanism and crisis management mechanisms. Any strategic activities could not escape the risk with accompanying strategic risk management mechanisms aimed at business investment, important reform, strategic cooperation and mergers and acquisitions (M & A); business risk management mechanism mainly for sales risk, quality risk and supply chain tune up crisis management mechanism aimed at major quality issues, corporate scandals and disasters; risks.
In order to improve the robustness of the risk response, these three mechanisms need to complement each other. Next, we focus here is crisis management mechanism, especially when faced with how to respond effectively to the epidemic enterprises. Disaster is the most common source of corporate crisis, they are often caught off guard. Disaster is not just a natural disaster, epidemic this natural and unnatural disasters intersection together, involving a wide cross-impact, a great deal with the difficulty, no doubt, this is a human and the plague of war. When the risk of sudden, do not panic, you should take it easy. Enemy at the Gates, calm crucial leader, calmly campaign to win the courage of your convictions, give employees confidence, adding to the team courage, in this strategy emotional and psychological atmosphere, to develop a detailed response plan, will harm minimized. Crisis response four steps to deal with the crisis caught off guard, usually in accordance with the four steps to deal with: First, the development to ensure employee safetyThe action plan, and second, to prevent the occurrence of secondary crisis action plan, the third is action plans to resume business, Fourth action plan to ensure that the business continues. These four steps, together called integration BCP (Business Continuity Plan), that is planned to continue the cause. The purpose is to restore business operations as quickly as possible to ensure that the company’s cash flow and contribute to a stable supply chain. Here, we have to deal with the outbreak of the crisis will be explained. 1, a plan of action to ensure the safety of employees. After the outbreak occurs, the primary task is to ensure the safety of employees, this time the threat is super-human transmission of the virus, the most decisive action must be taken to isolate drug sources, interrupt transmission, for suspected cases have been found, and confirmed cases closely contacts, fastest and most secure means of quarantine, and then observe and treatment, all this requires a sufficient degree of sensitivity, decisiveness and reliable information, professional judgment and leadership. If there is sufficient sensitivity, judgment and action is not difficult, the key is to be well-considered, to avoid a loss. Under strong leadership organization, to discuss the development team through a surefire plan to come up with a plan of action to ensure the safety of employees, reached a consensus on a document, the division of labor, concerted action. “Not to receive, no infection and do not pass” as the goal, to ensure employee safety action plan should include: (1) the fastest stop employee turnover (2) with the fastest speed the formation of decision-making ability, can mobilize resources to deal with high-level organizations, including the decision-making group, rapid action teams and logistical support group. (3) establish formal communication channels, the rapid flow of information internally and externally, eliminating employee anxiety, ensure effective dynamic decision. (4) conduct of staff emergency mobilization, universal access to knowledge and the importance of disease prevention and control, confidence and strength to employees, to ensure that employees accurately report their whereabouts and physical condition, do not hide, not omissions. (5) access to external professional support, to quickly identify suspected cases and close contacts. (6) in a secure manner so that the safety of the staff back to the dorm, house or apartment, and in accordance with company requirements, do not go out, not stopping, not gathered, in the meantime to guarantee the basic living needs of the staff quarters, remind employees ample supply of home needed for living. (7) open area within the company, effectively isolating suspected cases and close contacts, to open up channels when external conditions do not have the close contacts of social isolation, the suspected cases securityTo the social agencies confirmed. (8) from 5M1E (personnel, equipment / facilities / equipment, materials, methods, environment, measurement system) six dimensions, clear inside the spacer, send external isolation and out operational criteria of suspected cases and the resources and support needed to ensure foolproof . (9) with 5W3H (When, Where, What, Who, Why, How, How many, How much) a concrete plan of action, that is clear – at what time, what place do something (including work object) , who is going to perform, objectives, how to do, to what extent (data, standard) and cost budget. (10) for rapid action team members and members of the logistics team needs to work flow, to have foolproof security measures. (11) do quarantined time management staff, schedule, and psychological counseling, so that employees feel at ease with. During the 2003 SARS, Beijing Matsushita CRT company appeared infected, they are using the above method to block the transmission of the virus to protect the safety of employees. Where the dormitory was requisitioned as an emergency quarantine, hundreds of employees are isolated in the dormitory seven days, three meals a day, waste disposal and logistics by dozens of staff of the “kamikaze squad” responsible. Novel coronavirus pneumonia in January 2020 is happening, because it is the Chinese New Year holidays, employees have been at home, returned home or went abroad, local governments have clearly delayed start time, because the virus incubation period of up to 7-14 days epidemic there is still much uncertainty, at this time we have repeatedly told employees to take care of themselves, protect their families, to follow up on the city where each employee every day, physical condition, travel plans, with or without special circumstances, etc., through the micro-channel group Solitaire or online form be exhaustive management. 2, to develop a plan of action to prevent the occurrence of secondary. After blocking the spread of the virus, to ensure employee safety, then to develop a plan of action to prevent the occurrence of secondary. To the epidemic, for example, during the restricted activity, home workers, quarantine personnel in accordance with government directives, professional guidelines and company requirements to avoid secondary infection, there are many public employees as a result of external liaison, field service and logistics, how this process to ensure safety, prevent secondary infection, to develop detailed plans to use 5M1E and 5W3H method for each possible scenario, sure. Following the above case, during the SARS epidemic in 2003, Beijing Matsushita CRT company spared no effort in the security , was isolated entire staff quarters safely spent one week observation period, there was no secondary infections within the company. Novel coronavirus pneumonia in January 2020 is taking place, be sure to take into account the way back to work from home employees and reach a safe house after house, do not let employees go to work immediately, be sure to isolate themselves at home for 14 days and then back to the company after confirmation work. Employee self-isolation at home, be sure to follow the government directive, professional guidelines and requirements of the company to act, not relax. Has confirmed that the company went to work safety of employees, the company should develop detailed guidance for the office environment, indoor plumbing, employees and self-protection and other abnormal respond to execute and supervise staff in place, and must not be careless. Imagine: one case of work if employees are suspected cases or confirmed cases, what the consequences will this time, when to resume production and operation of the company is not the most important issue, to come up with a surefire plan to ensure employee safety, fundamentally prevent the occurrence of secondary this is the premise of the company to live. Otherwise, the consequences could be disastrous. This time, the main difficulty is: enough money? I can sleep through the operation of a few months? 3-month money into the company, wages to employees of money ready yet? If as long as six months, how do? These should now proceed to develop business continues to plan (BCP), all Yaoan worst case ready, go after is the best direction. The critical moment, but also to unite the people tide over the difficulties with employees, to avoid the loss of key personnel. No wonder (China), former president of Panasonic, Mr. Kimoto zero licensing Sook Sook Longwood Yuan Zhe, said: These past few years Japanese companies have experienced. It is not hard to understand why Japanese companies rely on their own funds to pay much attention to the operation and development. Chinese people always love to save money, I think that it is interlinked. 3, a plan of action to restore service. While the emergency response to the epidemic, to be synchronized start preparing a plan of action to restore service. The goal of this program is in a safe context, to restore production (operations) and shipping (delivery), its essence is to restore cash flow. Otherwise, long-term cash flow disruption, there will be the risk of corporate death. Spent the last savings to an operating period of dormancy, the savings is not enough, the company will raise capital, which is blood transfusion; resume operations as soon as possible, restore the cash flow, which is blood. Around quickly resume production Control Engineering Copyright to order shipping center, from 5M1E (human, machine, material, method, measured) to proceed on, put in place personnel in place, operating equipment, supplies, field operations, environmental management, measurement systems and logistics, this time also linked to external suppliers, power supply (gas, steam, water, electricity, etc.), logistics (grain dishes) and customers, we can say, win the ‘battle “is a systematic project, must be mobilized rapid response in the shortest possible time. In order to overcome the major obstacles may be carried out in accordance with management resources to deal with its basic principle is as follows: (1) Buildings: look for alternative office, working from home, to find alternative factories, warehouses and other alternatives. (2) production equipment: looking for alternative production equipment, increase the necessary inventory to ensure adequate storage product. (3) personnel: ensure replacement person can use rotation system, the office staff to support front-line production. Similarly, action planning recovery operations Control Engineering Copyright , also need to use 5W3H method of output file to ensure that all departments and orderly work under the guidance of the same plan. After the 2011 floods in Thailand, because a short time can not resume production, many commercial supply the fastest speed in the mold of Toyota Thailand shipped back to Japan, quickly find the relevant factory production, needed skilled workers from factories in Thailand last dispatch such transfer of production capacity, if not a plan before experienced, is hard to explain contingencies. Chinese enterprises also need to build capacity in the future on a global scale rapid transfer of production capacity. 4, to develop an action plan to ensure that the business continues. After the service is restored also not be overlooked, because in the early stages of recovery tend to be fragile, the slightest mistake or accident it is easy to break. Therefore, employee safety, plant safety should remain vigilant and effective management, focusing on how to ensure the stability of the top five: site stabilization, personnel stabilization, stabilization equipment, supply stability and quality stabilization. At this stage, the development of an action plan to ensure the business continues, the target closer to protect the normal production period. As long-term measures, companies must pay attention to the following two aspects: (1) suppliers and raw materials: all materials have two or more suppliers, additional inventory is reasonable, to ensure smooth supplies. (2) Information Technology (IT): establishment of information systems double backup, make sureCompany data security (3) To expand Group Corporation and horizontal management of huge risk point for investigation, to make adjustments to prevent possible major crisis. (4) pay more attention to cash flow: optimizing customer structure, determined to give slow payment, lack of customer credit; optimization vendor to ensure security of supply; reengineering business processes, accelerate the company’s cash flow, increase its own funds. December 2019, I took the “foreign management” hidden champions cooperation of China delegation to Japan to study. At that time, thousands of professional production of soldering material live Metal Industry Co., Ltd., said: The aftermath of earthquakes, after floods and other disasters, Senju Metal normalized to maintain adequate copper, tin and diesel stocks, there are power generation systems, can a month to ensure the company’s production needs. Follow these four steps, in 2001 the United States “911” terrorist attacks in 2003, China SARS, the 2004 earthquake in Niigata, Japan, Mexico, in 2009 bird flu, flooding in Thailand in 2011 and 2011, a major earthquake in Northeast Japan (Fukushima) and so many crises in history class cONTROL ENGINEERING China Copyright , Japanese companies are handled properly, the loss of control at a minimum and the fastest recovery operations return to normal operating state. 2 usually necessary to develop “business continues to plan” part of the business activities have an impact on society as a whole to stop. Facing the crisis, so that business activities can continue, thus ensuring the normal operation of related industries, which is the company’s social mission. Strong crisis response capability of enterprises, will be highly valued by customers and the community, will help improve corporate value; suppliers and customers a sense of security and stability in the enterprise is closely related to, if not through the crisis, companies are likely to lose customers or supplier. Continue to develop business plans (BCP) is necessary, usually have to prepare, not panic wartime. 1 global bird flu cases occur from time to time remember that H1N1 avian influenza in April 2009 in Mexico do? Spread to more than 200 countries and regions, continued until August 2010 until the end of the span of 16 months, this world epidemic, though not become virulent virus, but the death of more than 18,000 people, bird flu is in fact on Earth common epidemic, according to the World Health Organization (WHO) and the World Organization for animal Health (OIE) to incomplete statistics, at 2003 during November to January 2016, H5N1 virulent bird flu infection confirmed 846 people, killed 449 people, more than 50% mortality rate. Normalization of bird flu presence, almost once every couple of years there will be outbreaks, but the virus mutating, if there is a vaccine, then you can control. For businesses, the epidemic began to spread from the vaccine to be developed, how to protect our employees during this period? How to guard our cause? This requires in the absence of the epidemic, continue to develop effective business plan (BCP), once the outbreak occurs in an orderly manner immediately launched emergency plans. Panasonic certain level of high-level cadres, everyone standing to carry emergency medicine, including the response to avian influenza and SARS prevention drugs, all drugs are due for replacement. Now, almost every business has a Japanese-based companies continue to plan (BCP) and the configuration of strategic materials, masks, medical alcohol, clothing, and certain drugs that are not valued in Chinese goods among them. Leadership of the company to avoid all traveling on the same flight traveling for work, these appear to be risk prevention guidelines state leaders, likewise comply with many multinational corporations. Case 2 Fukushima nuclear accident in Japan to rewrite the global automotive industry chain layout look at an example of Japan’s Fukushima nuclear accident. Located in the northern Tohoku region of Honshu island in the automotive industry gathering area, there are more than 500 automotive suppliers, due to the division of the industrial chain, some OEMs secondary suppliers, some third-tier suppliers, which is typical of pyramid supply chain. As market competition, the auto parts industry continues to restructure CONTROL ENGINEERING China Copyright , few enterprises unwittingly become a supplier of diamonds, the most representative is Renesas, also That people are most likely to see the pyramid below the supply chain, there is a diamond supply chain. A car to use 30 to 100 semiconductors, Renesas automotive highest in the world with a global market share of semiconductors, the highest of 39%. March 2011 earthquake in northeastern Japan after the Fukushima nuclear accident, the Japanese auto industry hard hit, because parts supply disruptions, most vehicle production line shutdown, effective functioning of the Toyota was only in March of the previous year 37% recovery of that year to 50% the previous year, the recovery in June to 70%. In this epic disaster peopleAfter the disaster, the Japanese auto companies of all vehicle factories and one, two, three suppliers of global security supply system conducted a thorough survey took about two years to complete the plant location of adjustment: All far from the coast, there are nuclear power plants and other major security risk (such as landslides) locations and facilities (such as chemical storage), ensure adequate safety distances and emergency measures, while promoting industry restructuring, the elimination of the diamond supply this type of Renesas Electronics ‘s excessive dependence. After experiencing crises large and small, companies must constantly sum up experience and lessons, and constantly improve the mechanism to deal with the crisis, there are three main points: First, usually necessary to develop management manual to prepare for contingencies; the second is the establishment of a temporary crisis situations institutions through information management, to prevent the loss of magnification; the third is the rapid recovery after the crisis, so that business activities can continue. A hundred years, a hundred years of wind and rain. Wars, earthquakes, floods, tsunamis, epidemics, nuclear accident, the international situation, international relations, business and political distance …… many significant changes in non-economic factors, resulting in an instant into extreme harsh business environment, how to live? In history, such extreme challenge will not be the first time it will not be the last. Extremely harsh business environment, this is the normalization of business experience and longevity. It seems that Japanese companies continue to risk management and career planning (BCP), the Chinese enterprises have a long history of reference value.