Why Do You Always Want To Walk In?

In the MUJIGRAM, all the details of the store are standardized, and the consistency of the store is achieved through details of store layout, commodity display, staff costumes and cleaning methods.

What did you first think of when you mentioned Muji, a Japanese brand? "Cold sex" style?

I asked a few friends, and one said, she thought of the foggy aromatherapy machine and the pleasant smell.

In her view, a brand is very strong place to let consumers want to go in.

Whether you are in Beijing, in Shanghai or in other cities, when you enter Muji, it gives you the same feeling.

All these can be achieved by the two guide, MUJIGRAM, and the business specifications for headquarters.

In the MUJIGRAM, all the details of the store are standardized, and the consistency of the store is achieved through details of store layout, commodity display, staff costumes and cleaning methods.

Maintain a sense of coherence

Before owning MUJIGRAM, the quality of the store depends largely on the manager. There is a good shop manager who has a good shop to give consumers a good experience.

However, one is dependent on the ability of the store manager to have risks to the company. Secondly, the difference between the different shops is too large. MUJIGRAM is used to solve this problem - find the knack of work, then standardize it, use it to examine, guide the work, get experience from the work, and iterate it continuously.

This is a long road. Muji has been working hard for many years and is still moving on.

The leader of this is Matsui Chusan, the former president of imprint. In his opinion, the decision that can be carried out simply is really attractive and can quickly end "the problem in front", but the problem will appear again and again if you only look at the problem.

In most cases, only the difficult options hide the essence of solving problems.

Therefore, even if the road ahead is hard, we must choose a right road.

Reexamine

In his "declassified Muji", Matsui Chusan mentioned that he urged employees to have doubts about their daily behavior. The common sense of a company is the heresy of other companies.

In the face of accustomed work, we must hold a "look at" attitude -- what is the purpose of the work, whether there is a more efficient path, and so on, and constantly optimize and iterate.

For example, Lok Kaiser has a process called cutting pie, that is, the operator is responsible for cutting out the baked pizza and giving it to the distributor, which looks like a simple repetitive process.

After optimizing the test, Kaiser found that under the original moving line, each operator had to walk tens of thousands of steps a day.

The optimization of the moving line directly saves labor costs and improves efficiency.

The independent strategic marketing consultant, Xiao Ma song, mentioned in the public number that 90% market activities may be useless. Sometimes we must think of something to do, just to prove the necessity of existence of this position or department, and may have no influence or even negative effect on the company.

Instead of constantly fighting blood for employees, hoping that they will work hard, it is better to re-examine the necessity and effectiveness of their work.

This is the way of thinking of a company.

When the Muji post office made the decision to not work overtime after 18:30, the employees' behavior began to change. They stopped to think about what work should be done first and what jobs should be saved to improve their work efficiency.

Establish mechanism

Mechanism is the underlying system of an enterprise's operation.

In Muji, the mechanism is embodied in the guide. One of the purposes of the guide is to enable everyone to carry out the work perfectly.

For example, how can we improve our performance in a 100 meter race? One way is to keep running for 100 meters, but progress will soon encounter bottlenecks.

Another way is to decompose the 100 meter race and then train it.

For example, leg muscle training, trunk muscle training, etc., to strengthen each small exercise.

Take our familiar Ding Taifeng as an example. Their staff pack each of the 18 plaids, with a total error of not more than 5 mg.

Before that, a Chinese chef had to learn for one or two years to make it.

And Ding Tai Feng cut the process, divided into rolling, stuffing, kneading pleat, a month can achieve this level.

Cutting training

Book recommendation

"Declassified Muji" bean score 7.5.

The writer is Matsui Chusan, former president of Muji.

In 2001, with 38 yen billion yen deficit in Muji, he entered the Muji at this low point. The measures he took were not to directly withdraw unprofitable sectors, nor to sell assets, but to find out the root cause of the deficit.

He concluded that the mechanism was to create mechanisms for "making efforts to produce results", "mechanisms to inherit experience and inspiration" and "complete elimination of waste".

Declassified MUJI products

I guess you must be curious. What are the contents of Muji's 2000 page guide?

More importantly, what is the system logic of Muji operation? Two the guide is the result of this logic operation. The result is suitable for those who belong to Muji and does not match your business.

Learn the way of thinking, but do not copy the results.

The establishment of the mechanism is not achieved overnight. It is a relatively long and not lasting event. Muji has an average monthly iteration of the guide.

How do you teach a new employee to display skills in a window display? A simple way is to find an old employee directly and tell him how to work, which is purely "experiential teaching".

One step ahead may be the regular training of new staff skills and so on.

And Muji is to make all work experience "concrete" and "guide", so that new people can understand the guide.

Standardized display of windows

In the short term, this way of investment is high, the cycle is long, and the effect is slow.

And from the long term

Look at the mechanism.

The foundation is solid.

This is why Matsui Chusan has chosen this path which is more difficult, but the result is correct.