—— Liu Changlin, General Manager of Xi Ankunlun Industry (Group) Co., Ltd., China Ordnance Equipment Group
Wen Guo Wang Fu Hong
In the weapons enterprises in xi 'an, Shaanxi Province, as long as Liu Changlin, general manager of Xi 'an Kunlun Industry (Group) Co., Ltd., a China weapons group, is mentioned, almost everyone gives a thumbs up: Great! He is talented, courageous and knowledgeable. As everyone knows, he also has a tortuous and touching story.
33 years ago, Liu Changlin, who was only 16 years old, worked as a child laborer in Kunlun factory. Now, his fate is linked with this factory. Since then, he has assiduously studied business technology and public relations skills, and has served as an inspector, sales section chief and other positions, making suggestions for enterprises and contacting business, which has won the recognition of employees. But in the era of planned economy, Liu Changlin's silence seems to be a complaint. In his prime, he can only pace on that small workbench. 1996, the last thing employees in Kunlun factory wanted to see finally appeared. Enterprises are heavily in debt, and employees have not been paid for several months in a row. The factory has 6,700 employees, accounting for more than 60%, leaving the factory to fend for themselves. Employees are unemployed, products cannot be sold, and the factory is in a state of paralysis.
1one day in July 1996, the superior leader came to the factory and held a special meeting. An important decision was announced at the meeting: From today, Liu Changlin will become the director of Kunlun Factory!
As soon as the resolution came out, there was an uproar under the stage: can a soldier shoulder this heavy responsibility? He is experienced and knows how to operate and manage, and he is sure to do well. The most heated discussion was that Liu Changlin finally crossed the river.
After crossing the river, the hero has a place to play.
At the beginning of his tenure, Liu Changlin's first task was to stabilize the team, resume production and conduct in-depth enterprise research.
After investigating and talking with more than 0/00 employees and middle-level cadres in/kloc-00, he finally found the crux: the main reasons for the loss of enterprises are ineffective mechanism, poor leadership and management, backward concepts, brain drain and overstaffed personnel, and the core crux is the lag of reform. First of all, through newspapers, radio stations and related news media or posting advertisements, call on employees who leave the factory to return to the factory in time. Those who leave the factory without authorization will return to the factory within a time limit, and those who violate the factory regulations will be dismissed or expelled. In a very short time, the enterprise resumed production, and it was orderly and the employees were in high spirits.
Soldiers crossing the river should have the power of cars, the speed of horses and the flexibility of guns.
After the factory stabilized, Liu Changlin found and handled the internal contradictions of the enterprise as soon as possible according to the accumulated experience. He believes that the main contradiction is the contradiction between the country's demand for high-tech equipment and the relatively backward scientific research and production capacity of enterprises, and the contradiction between the strong desire of employees to get rich and the relatively low economic benefits of enterprises; At the same time, it is also recognized that science and technology, military support, joint venture and shares are the four advantages of enterprises. On this basis, he personally formulated the three-year development plan of 1998-2000, that is, taking three advantages as the standard, taking capital management as the core and taking product structure adjustment as the main line, establishing a management pattern of enterprises, multi-systems, three regions and four economic departments (multi-systems are various forms of ownership, and the three regions are military products, civilian products and three production areas respectively) Reform the management system, implement separate management and accounting of military products and civilian products, reorganize and transform civilian products and tertiary production units, and establish an internal market system; Implement the opening-up strategy and establish joint ventures; Turn losses into profits within three years.
After three years' efforts, Kunlun Factory achieved its strategic goal as scheduled. The personal income of employees increased from 4300 yuan three years ago to 1. 1 000 yuan. However, with the establishment of the new enterprise system and the intensification of market competition, especially with the approach of joining the WTO, Liu Changlin is not satisfied with the present situation of the enterprise and its own implementation plan. Before the end of the first three-year plan, he took the establishment of modern enterprise system and leap-forward development as the theme of the new stage. At the end of 2000, he organized and formulated the 200 1-2003 advanced development plan for ordnance enterprises. Its core content is to implement product adjustment, increase scientific and technological content, optimize and upgrade the four economic sectors of military products, civilian products, tertiary industry and joint ventures, and achieve four first-class goals, namely, research and development and production of first-class high-tech equipment with independent property rights; Establish a domestic first-class modern enterprise group integrating scientific research, production, commerce and service. Establish and improve the two-level corporate governance structure, set up wholly-owned, holding and shareholding subsidiaries, and build a 2+4+6 parent-subsidiary management model, so that the company's production and sales volume will maintain steady growth on the platform of 100 million yuan, and its profitability will continue to improve. In 2002, the company's production and sales both exceeded 654.38+0.5 billion yuan, and the profit without state subsidies was 654.38+0.65 million yuan. The targets set in the three-year plan were completed one year ahead of schedule, which has written a glorious page in the history of Kunlun ordnance enterprise.
People who cross the river should be dedicated and have no way out.
When a chess piece crosses the river, no matter how dangerous it is on the way, he must go forward bravely and there is no retreat.
Today's Kunlun Company, whether it is the employee's thought or the enterprise's benefit, has been affirmed by the superior leaders and employees, but Liu Changlin doesn't think so. He is convinced that enterprise development is the last word. So, he started a joint venture with the subsidy of two fees for several years given by the state; Optimize the personnel structure, divert more than 3200 laid-off workers, and save more than 40 million yuan; Invest/kloc-0.0 million yuan to train 60 MBA managers and on-the-job graduate students, and continuously improve the overall quality of employees.
In the three times of system reform, he acted impartially, offended some people, caused many blows to his family and suffered great losses, but he never changed his determination and confidence in enterprise reform and development.
As a national key military security enterprise, Kunlun Company's sacred duty is to protect the family and strengthen the army. How to maintain the leading position of the company's military products, and achieve the goals of Kunlun military products, military products first, domestic leading, world integration and independent property rights, this bigger problem is placed in front of Liu Changlin. After careful planning, he has successfully completed the development, localization and serialization of two national key projects, and now nine projects have been put into production, bringing hundreds of millions of yuan in revenue to the company. At present, they are developing the 12 project, some of which have reached the advanced level in the world and filled the domestic gap.
What should Kunlun Company do in the increasingly fierce situation? Increase capital operation and implement capital expansion. Taking advantage of the famous brand effect of Jianlibao, we cooperated with it and invested more than 67 million yuan. In just eight months, Jianlibao (Xi 'an) Beverage Co., Ltd. covering an area of more than 60 mu was built. The contract was signed that year, completed that year and came into effect that year. It has set an example for the efficient development projects of China ordnance industry enterprises and formed an enterprise group model with unique Kunlun characteristics.
Up to now, Kunlun Company has established six joint ventures, including Jianlibao (Xi 'an) Beverage Co., Ltd., Huakun Packaging Products Co., Ltd., Trauma Hospital, United Automotive Electronics Co., Ltd., Kunlun Automotive Electronics Co., Ltd. and Tang Xing Automobile Shop, with a total investment of 695 million yuan. Among them, the company invested 74.28 million yuan and employed more than 1 10,000 people. By the end of 2002, the investment has been recovered by 765,438+0,654.38+500,000 yuan.
Liu Changlin once thought that although his own opinions played a certain role in decision-making, the role of democracy was also one of the key factors for success. Therefore, he extensively solicited the opinions of employees and conducted a democratic evaluation of leading cadres at least once a year. At the democratic life meeting before 1997, Liu Changlin was criticized by employees for having a bad temper and not caring enough for employees. To this end, he reflected on himself and summed up the lessons. Since 1998, he has always been the first in the general evaluation of democratic appraisal. 1999 was rated as an advanced individual who made outstanding contributions to the military parade equipment work in the 50th anniversary of the National Day by the provincial government. 1999, in 2000, Liu Changlin was awarded as a model worker of Northwest Bureau of Ordnance Industry for two consecutive years, and in 20001year, he was awarded the title of advanced individual in national defense science and technology industry and advanced worker in field management of Ordnance Group Company. In 2003 1 month, it won the special prize of Bingzhuang Group. At the same time, he also completed his postgraduate studies and was hired as an adjunct professor by the School of Economics and Management of Northwest University.