1. Reasonable downsizing: As the company's administrative, general affairs, logistics and other personnel have little direct contribution to downsizing or business, when the company's operating performance is low, these internal "civil servants" are often regarded as a heavy burden, so they should be the most "priority" to consider when the company layoffs. The company's "civil servants" are heavy in quality and light in weight, but they are not good at it. The highest performance should be achieved with the most reasonable number of people.

Second, psychological re-dyeing: when the company lays off employees, it must carry out psychological construction for those lucky enough to stay and re-edify them with the company's goals and concepts.

Third, job reengineering: after the personnel are restored, many jobs in the company may be out of touch because of the departure of people. Therefore, while streamlining personnel, we should reorganize our work at the same time. And master the following skills: (1) fast-because the staff has been streamlined, if you can't launch a new operation process in time, the consequences will be unimaginable. (2) Objectivity-In the process of job reengineering, human factors should be excluded, and the feasibility and consequences should be considered at the same time. Otherwise, the formulaic process will remain a constrained system and will fail in operation. (3) Fairness-in addition to eliminating some unnecessary forms and processes, some work should be redistributed. When assigning a new job, we should not only consider the number of jobs, but also consider the complexity and difficulty of the job. There should be no uneven work and rest, otherwise it will affect the morale of some employees.

Fourth, system regeneration: changing a system is often a big project, which can be said to be a big project. Therefore, the company must do regular work inventory, find out some unreasonable or repetitive systems, delete, merge, simplify and rationalize operations. In this way, they can improve their work quality and efficiency. Fifth, e-Remote-control: If the company can make full use of computer technology and convert many jobs that were originally completed by hand into e-control, it can not only reduce manpower demand and improve work efficiency, but also reduce paper consumption and operating costs.

Sixth, timely incentives: after downsizing, there are fewer people in the general company and more things come out. I believe that any office worker will be dissatisfied with such a change, and the biggest headache is probably the heads of various departments. They are caught between the company and their subordinates, in a dilemma. At this time, if there are good incentives, it will be very helpful to make up for the psychological imbalance of employees.

The basic goal of 6R is to reduce costs and build a high-performance team.