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Haier Group
Haier Group is a national super-large enterprise integrating scientific research, production, trade and finance. More than 1 years ago, Haier's predecessor was a collective enterprise with a deficit of 1.47 million yuan, insolvent assets, unpaid workers and extremely chaotic management; By 1998, Haier had achieved industrial sales income of 16.2 billion yuan, with profits and taxes of more than 1 billion yuan, and its products were exported to 87 countries and regions, earning 76.65 million US dollars. The development of Haier has attracted the attention of Harvard University, Fortune magazine, Financial Times and Wall Street Journal.
the main driving force of Haier's rapid development is the spirit of innovation, which is embodied in the words "dedication to serving the country and pursuing Excellence".
Haier group now has more than 1,7 patents, which is the largest number of enterprises applying for patents in China. In 1998, Haier developed a new product on average every working day and applied for two patents every day. In the whole year, 262 new products and technologies were completed, and 236 achievements were commercialized, with the commercialization rate reaching 9% and the contribution rate of science and technology reaching 63%.
With the development of Haier Group today, we deeply realize that technological innovation is the foundation of high-speed, stable and sustainable development of enterprises, and it is also the cornerstone of Haier's internationalization. Brand strategy is the carrier of Haier's innovative spirit, and the process of implementing Haier's brand strategy is the process of technological innovation.
Case
In p>1985, Haier introduced a world-class refrigerator production line from Germany. A year later, some users reported the quality problems of Haier refrigerator. After exchanging goods for users, Haier Company inspected the refrigerators in the whole factory and found that 76 refrigerators in stock did not affect the refrigeration function of refrigerators, but their appearance was scratched. Zhang Ruimin, then the factory director, decided to smash these refrigerators in public, and put forward the view that "defective products are unqualified products", which caused great shock in the society.
Anecdote and innovation of management mode
Zhang Ruimin summed up Haier's management mode into 12 words: "eclectic, innovative and developing, and unique". In Haier's theory of slope sphere, the basic management named after OEC is the stopping force of enterprise management and development. Many enterprises visit and study in Haier, hoping to learn from OEC management mode, but few can succeed. The reason is that these enterprises only learn the management system and fail to realize that the success of OEC management system must be based on corporate cultural values.
Haier's OEC management system is a successful example of enterprise site management and detail management, which embodies the essence of scientific management from the west. This management system requires employees to strictly abide by the system and absolutely obey the management. Due to the differences between Chinese and western cultures, according to the psychological principle of social interaction, employees' absolute compliance and implementation of OEC system must be based on the "benevolence-oriented" of management.
Haier's OEC management system is not independent, and it is combined with other practices that embody the Confucian values of "benevolence-oriented" to ensure that the monotonous, boring and strict OEC management system can be implemented and maintained.
in Haier, the ways to embody the value of "benevolence-oriented" include the following.
1. "Fan Ping Incident" and the 8/2 Rule
On July 12, 1995, Haier Washing Machine Co., Ltd. announced a handling decision: quality inspector Fan Ping was fined 5 yuan because of her poor sense of responsibility, which led to the wrong plug selection and missed inspection. Haier executives are keenly aware of the philosophical proposition revealed by Fan Ping's omission: contingency contains inevitability. Fan Ping's missing inspection is accidental, but if the product quality is as excellent as that of American GE products, this accident will not happen. And what is "necessity"? The answer is: management loopholes! On July 19, 1995, Haier newspaper took the lead in creating momentum and named: "What responsibility should Fan Ping's superiors bear?" This incident caused a great shock to the whole company, and everyone commented one after another, and finally reached the understanding that the key to the development of enterprises lies in talents, and the key to people lies in the level and style of cadres. What is leadership? "A leader must take the leadership responsibility". Taking the leadership responsibility is not a verbal talk or a trivial self-criticism, but a real thing, with a feeling of immediate pain. At the end of this incident, the person in charge of quality punished 3 yuan and made a profound written inspection, which further laid an important principle in Haier culture: the 8/2 principle (that is, managers should bear 8% responsibility for any fault in the enterprise); For the broad masses of workers, the concepts of "you have me, I have you", "cooperation" and "continuity" in business operation have also gained an image and an essential understanding.
the key minority restricts the secondary majority. Managers account for 2%, which is a minority and a key minority. Management should grasp the key minority, and also grasp the system, so that the whole enterprise can operate effectively. How to really manage 8% through 2%? The most important thing is that when employees have responsibilities, managers should also bear 8% of the responsibilities. Through "linking up", managers always keep close monitoring of their subordinates.
In the TV film "Interpreting Haier", Yang Mianmian, then executive vice president of Haier Group, was interviewed, and she explained that "workers make mistakes and cadres are punished". She said: "when I disagree with manager Zhang, then I will listen to him;" Similarly, I and my subordinates, like Chai Yongsen, sometimes disagree. As a subordinate, when I don't figure it out, I still do what I do. If something goes wrong, the superior will be responsible and make a mistake. If I don't take responsibility, then how can he do what I do in the future? I always push it on him, which is called irresponsibility. Pushing his leader above and pushing his subordinates below, then what he has done, he is equal to nothing. "
because of the interactionism of social interaction in Confucian culture, it often causes prevarication and wrangling in the work process. The general treatment method is "5 boards each". Haier's "8/2" principle requires managers to take the leadership responsibility and the main responsibility, not only to be beaten, but also to be beaten 8 times. Because Haier's middle managers have to bear greater responsibilities and face more uncertain factors (caused by the faults of subordinate employees), Haier's strict OEC management will not be resisted by employees.
2. "three hearts for one heart" and "solving problems"
an old saying that Zhang Ruimin likes to quote is: "He who wants the same thing wins." Business leaders must work hard to ponder and care about people. Haier pays attention to "three hearts for one heart": "be enthusiastic in solving sufferings, be sincere in criticizing mistakes, and be intimate in doing ideological work", in exchange for employees' "iron core" to the enterprise.
Enthusiasm
Haier has a running system to help employees solve practical difficulties in life in time. The company has organized a rescue team in the form of self-help and self-help. Employees have a copy of Troubleshooting Book. If there is any difficulty, just fill in a card or make a phone call, and the troubleshooting team will send someone to solve it at any time.
Sincerity
For more than p>1 years, Haier's middle-level and above cadres have implemented a red and yellow card system. At the monthly appraisal meeting of middle-level cadres, cadres with the best and worst performance should be judged, with the best red card (praise) and the worst yellow card (criticism), and the situation should be analyzed in detail, so that the criticized cadres can clearly understand where they are wrong and the direction of their efforts. In Haier, interpersonal relationships are transparent and the assessment system is open.
Intimacy
Intimacy is embodied in establishing various systems to understand what employees are thinking and what they want enterprises to do.
① the system of semi-annual workers' congress. Let employees know about the enterprise, fully express their opinions and participate in the democratic management and supervision of the enterprise. Major decisions involving the vital interests of employees can only be implemented after discussion and approval by the workers' congress. Employees participate in the evaluation of leading cadres, and the proportion of cadres and workers in the judges is not less than 1/3 each time.
② various forms of forum system. The Group stipulates that all business divisions will hold symposiums twice a month, and symposiums of companies, branches and workshops will be held at any time. Employees and leaders, be open and speak freely.
③ "Heart Bridge Project". Use Haier people to open up the column of "Heart Bridge Project", and reflect what you don't want to say in public through this column.
Haier's ideas and practices of "three hearts for one heart" and "solving problems" have outstanding characteristics of oriental Confucian cultural values and are typical manifestations of family culture.
3. Shame culture and 6S big footprint
"6S big footprint" is an original method of Haier in strengthening production site management. There are two big footprints in Haier's production workshop, which are called "6S big footprints", before and after the class meeting. If anyone violates any one of the 6S (sorting, rectifying, sweeping, cleaning, safety and literacy), he/she should stand on these two footprints in front of everyone at the meeting after work, reflect on himself, and the person in charge should explain the situation and educate and criticize. After the meeting is over, everyone will leave, and those who stand for 6S can leave only after getting permission from the person in charge. This management system based on shame cultural psychology effectively regulates the behavior of employees through negative incentives.
the improvement of enterprise management level depends on the performance and quality of both the manager and the managed. In addition to grasping the quality of cadres according to the 8/2 rule, 6S big footprint management has greatly promoted the standardization of employees' professional behavior, the improvement of employees' quality and the strengthening of enterprise basic management. This management method is effective because this system is based on the unique cultural psychology of China employees.
cultural concept
Zhang Ruimin, president of Haier, believes that the main task of enterprise leaders is not to find talents, but to establish a mechanism that can produce talents and maintain the healthy and lasting operation of this mechanism. This talent mechanism should give everyone the same competitive opportunity, turn static into dynamic, turn horse racing into horse racing, fully tap everyone's potential, and talents at all levels should be supervised, and pressure and motivation coexist to meet the needs of the market.