Entering Weichai , the reporter saw a spotless workshop with a wide variety of engines. Behind them, a series of numbers makes people clearly feel the trajectory of this 67-year old state-owned enterprise from weak to brilliant. Since 1998, sales revenue was only 500 million yuan, and tax revenues were 300 million yuan. By 2011, sales revenue was 98.3 billion yuan, creating a miracle of nearly 200 times in 14 years.
In the past 14 years, under the leadership of Chairman Tan Xuguang, 50,000 Weichai people have been relying on self-discipline, system constraints, and supervision and restraint to create a clean business practice and democratic supervision of corporate management models, making Weichai the ship of “ China Power †all the way. Sailing galloping.
Tan Xuguang's "Approximately Three Chapters"
On June 27, 1998, on the ninth day after Tan Xuguang took office, he held the "All-Factory Management Leaders' Meeting". At this time, the firewood he faced was a mess. In the first half of 1998, taxes, interest, arrears, and arrears of wages have reached 300 million yuan, employees’ wages have been delayed for 6 months, and thousands of products have been accumulated in warehouses. Enterprises have arrived. On the verge of bankruptcy. At this meeting, he solemnly proposed "three chapters of the covenant", namely: First, adhere to the principle of dare to grasp the courage to manage; Second, rush down, really do practical work; Third, set a good example, honest and clean.
Tan Xuguang put forward the “three chapters of the covenantâ€, mainly self-discipline, with the sense of social responsibility and mission of the entrepreneur. This realm also infected the members of the team he led. Weichai began drastic reductions in efficiency, diverted personnel, and the number of employees was reduced from 13,000 to 8,000. There are more than 20 relatives and friends of middle-level and above leading cadres laid off from the factory. However, no one has spoken and no one has done anything. On October 19, 1999, on a business trip to return, Tan Xuguang broke four ribs in a car accident. However, just two weeks after the company entered the critical period of the construction machinery market, he did not continue to operate. The enterprise ran and won multiple orders in one fell swoop.
Wang Yong, deputy general manager of the Weichai Group, still remembers that he had been degraded from the office director to a deputy director due to work mistakes, and he had been deducted for several months. "Although there were some grievances at the time, seeing Weichai was relying on these iron disciplines, and the principle of inflexibility had trained one and another excellent Weichai people. We are proud and proud to have us leapfrogging in development."
Weichai Chairman Tan Xuguang
"The three chapters of the covenant" have become a spirit of leaders at all levels of Weichai. Under the influence of the leadership team “shut down the body†and “lead by exampleâ€, the unprecedented strength and execution of the coalition have been achieved. The “three-three system reformâ€, the acquisition of the Hunan torch, Weichai Power Hong Kong listing, the Blue-Ling engine, and the acquisition of France Baudouin, through a series of successful operations, in 2011, Weichai has grown into an international large enterprise group with operating revenue of nearly 100 billion yuan.
Strictly regulate enterprise purchasing
When we met with Ren Bingbing, vice president of Weichai Power, she had just returned from France. She had given her a purchase order and handed it to the reporter a “commitment letter from the procurement management team.†Its purpose is to standardize procurement practices, strengthen the awareness of honest and self-discipline among employees, ensure that the procurement process is fair and open, and maintain the corporate image. The details of the punishment process in the commitment are clear, and the signatures on different fonts are signed.
Li Jiajia, deputy secretary of the Disciplinary Committee of Weichai Group and the head of the supervision department, told reporters that since the implementation of the sunlight procurement, through the public reports, pre-tender audits, and process audits, Weichai has investigated and dealt with 13 illegal suppliers in 2010 and deducted default funds. 2.36 million yuan; in 2011, a total of 8 violators were investigated and dealt with, and the breach of contract was 1.7614 million yuan.
“Although the corporate culture based mainly on the three chapters of the Law has been unanimously recognized by all employees, with the rapid development of the enterprise, Tan Xuguang has successively proposed 'four promises', 'six criteria', 'five to five', 'Eight not use', etc., to establish a clear and honest corporate culture. In order to fully implement these measures, Weichai to the system design to restrain and urge cadres and staff." Weichai Group party secretary Xu Hong summarized.
Wang Xiangzhi, Secretary of the Party Branch and Vice Minister of Weichai Power Continuous Improvement Department, told reporters that since 1998, Weichai Group has streamlined more than 250 institutional processes.
Through careful reading of the "three chapters of the covenant" and "five-to-five-do nothing", the spirit of honesty and probity has always been reflected in the management ideology and corporate culture of the enterprise.
“The French Baudouin acquired by Weichai is a company that has a hundred years of history as a shipping engine. There are more than 200 French employees here. How to cooperate with them to develop the business is a problem we have to face and solve. The clean corporate culture has created a good atmosphere for us to go abroad and expand markets overseas.†Ren Bingbing, who has just started working overseas, has gained some basic insights into the applicability of his corporate culture abroad.
Establish supervision and restriction mechanism
How to make Weichai such a huge management system to "responsible for all the systems, do it in place", supervision and restraint mechanisms are indispensable.
Weichai's supervision mechanism starts from two levels: First, democratic supervision.
In the Spring Festival of 2011, Tan Xuguang opened a "Bancher's Blog" on the company's intranet to build a platform for communication, exposure, and advice in the company. It has received extensive attention from the general staff as of May 2012. There are more than 2.49 million blog views, and employees have proposed more than 10,000 suggestions for rationalization.
In February 2012, an employee reported in the chairman's blog that some of the leaders of the customer service center had abused their rights to use their positions, lost service management, delayed settlement of service fees, and poor service personnel. Tan Xuguang instructed the relevant departments to take serious measures and seriously deal with them. This incident has a strong response among the majority of cadres and workers in Weichai. The reporter saw on the computer page of the Weichai workshop that all high-level team members had a blog. The workers could send their opinions and suggestions to the relevant management cadres at any time in the workshop.
The second is the reward and punishment system. In order to ensure the implementation of the "Three Acts" management system, Weichai combined the selection and use of cadres, and implemented a 360-degree, three-dimensional evaluation of leading cadres in accordance with the evaluation criteria of "German, Can, Diligence, Performance, and Integrity." . According to Yuan Zaixin, the Weichai Group's human resources department minister, according to the results of the assessment, the top 25 percent of the cadre ranks are promoted each year to be rewarded, and the latter 10 percent are eliminated.
For more than ten years, from the initial “about three chapters†to today’s “three-in-one†system of self-discipline, institutional restraint, and supervision and restriction, Weichai has formed a scientific and democratic decision-making system, a transparent and transparent business, and a comprehensive and fair assessment system. The active support of employees and the effective integration of the concept of corporate culture and the modern scientific management methods in the “three chapters of the Constitution†have become new advantages in the development of Weichai.
Today, Weichai Group has three listed companies. In January 2012, Weichai Group signed a strategic restructuring framework agreement with Ferretti Group, a world-renowned yacht company, and obtained a 75% stake in Ferretti. According to Weichai's plan, sales revenue in 2015 will reach 200 billion yuan, and sprint in the world's top 500.
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