In management, when the responsibilities are clear, a problem-solving mechanism should be established, which can resolve the nodules in the production process, and enable employees to learn the ability to deal with problems in the problem, so that similar problems can be reduced in the future. How to build a combat team? How to make the team truly become the core competitiveness of the company? I think these issues have been discussed in the industry. There are many models and various ways. But the author believes that collaboration is very important for a truly competitive team. By doing the collaborative article, other things will be as orderly and effective as a slap. Let's take a look at collaboration. It literally emphasizes coordination and cooperation. This requires a way to bring people together and put them on the team's overall goals. The author believes that a company's internal and external collaboration is not doing well, it may be a company with serious internal consumption, or it may be a problem that is difficult to solve, it is either inefficient or not competitive, or is on the verge of elimination. Danger. So how do you do a good job of teamwork and make it more efficient? I believe that we must first unify our goals so that our goals are consistent with our personal goals, so that employees can follow the company, rather than slack off, or shirk their responsibilities or mismatch. So how do the goals of business and individuals be consistent? This inevitably involves a question: how companies view their own profitability. Some companies make more money, but employees still maintain a lower level of income, which may be a problem for the company's profitability. Only when the development results of the company are linked to the gains of the employees can we maintain the same goal. Enterprises have earned money, and employees who have contributed have not increased their income. If the company grows and employees are not properly promoted, it is difficult for such enterprises to achieve sustainable development. The author believes that to do business not only for profit, but also to consider the development of employees to profit; in this way, it is possible to truly let the enterprise and employees develop in parallel, resulting in a virtuous circle. Of course, in specific operations, monthly or quarterly corporate production or marketing goals can be directly linked to employee income or rewards, which of course can motivate employees to collaborate and pay for common interests. Let the company's goals be consistent with the individual goals of the employees, which is just the core of teamwork. If you have this, and ignore other aspects of management, it will also make teamwork happen. For example, the responsibility is clear. Responsibility is unclear, and it is easy to create overlapping responsibilities. This leaves an excuse for the responsibility of the staff, which will result in a decline in product quality. Based on this, the post and transaction responsibility system is very important. Only when the responsibility of each functional department of the enterprise is clear and the division of labor is accurate, can the collaboration be truly ruled. Otherwise, it will fall into the muddy management, and no one will serve anyone. In this way, even if there are common goals, it is difficult to achieve consistency, of course, it is impossible to talk about collaboration. In management, when the responsibilities are clear, a problem-solving mechanism should be established, which can resolve the nodules in the production process, and enable employees to learn the ability to deal with problems in the problem, so that similar problems can be reduced in the future. These management systems and mechanisms are the key to ensuring smooth teamwork. Only the less coordination is done, the cooperation will be smoother and the production efficiency will be higher. In addition, I feel that an important means of doing teamwork is communication. Although everyone understands this truth, it is not easy to do. Many corporate communications have not been done, resulting in frequent problems. Communication is not only the communication between the supervisor and the employee, but also the communication between the employee and the employee, the communication between the boss and the employee. These communication may be just a few words, but it has a great lubrication effect on the teamwork. In order to strengthen communication between employees, we can often do some activities, such as birthday parties, training sessions, and expansion training, to strengthen communication and trust between employees and supervisors. In terms of teamwork, Qunfujia Lighting attaches great importance to it, especially in the system and humanized management, focusing on communication and implementing responsibility, which makes the team's cooperation strong, and makes the per capita monthly production stay high for a long time. Last month, Qunfu’s family organized all members to participate in high-intensity field development training, which further enhanced the team’s cooperation and cohesiveness. In short, teamwork relies on both the direction of the dredge and the art of small problems. It needs to start from all aspects, and it is not a one-time thing to insist on team management for a long time.