His Excellency Watanabe, from Osaka, ran all the way to Tianyang, and became the director of a battery factory that almost went bankrupt.
Watanabe's management approach is quite different from that of Zhou Qingfeng. He has great patience. On the first day of employment, he went to the factory staff to chat and ask questions one by one.
It’s pitiful to see Tian, many of the workers in the factory have stayed in Tianyang all their lives, and they haven’t even been out of the province. A few days ago, if an old devil would come to chat, they would definitely not believe it.
Almost all the employees are very nervous and can't fart or say a few words with a stick.
But Watanabe has been in China for many years, and he is a thief who speaks Chinese. He changed his stern appearance, chatting very cordially, being familiar, talking hard, and always finding topics to move people's hearts.
There are nearly 500 people in the factory, one by one, enough for Watanabe to chat for two months. But in fact, he only talked for three days, and he roughly figured out the details of the factory.
Watanabe unearthed the history of the establishment of the factory, contradictions among employees, and anecdotes about cadres. A lot of things were only known to veteran workers like Lin Zhengyi, and now he also knows.
By the fourth day after the investigation was over, Watanabe began to exercise his management power. As soon as he made his move, he overturned the original production model in the factory.
Total quality management, full participation, and traceability of every link of production. Emphasize preventiveness, spend more time and cost in the early stage, and avoid post-processing.
Customer-oriented redesign of products and production processes. Strengthen system supervision and do not allow unorganized work attitudes. All the processes are broken down and all come in a step-by-step manner.
To put it bluntly, it is a stern look, and no cutting corners are allowed. For example, the electrode must be polished after welding, and it is stipulated that the polishing should be done several times, and the front-line workers should not be random.
Establish a strict product sampling inspection system, where is the problem must be traced back to the unqualified sampling inspection? Whoever is responsible is responsible for the problems, and the performance of the supervisors must also be deducted.
In short, it is meticulous in accordance with the rules and regulations, no one is allowed to make arbitrary opinions.
Don't think it's easy. For a long time, state-owned enterprises have had the problems of poor quality of cadres and employees and inadequate skill training, which is no better than the third brother.
Workers in a large military industry factory have a bad temper, dare to change the design drawings at will, violate the process discipline, do not operate according to the process specifications, change the production process casually, and install fewer parts.
There was an anecdote about the production of 300 F-6-3, 299 unqualified.
That's right, I'm talking about the factory in the Northeast.
For Watanabe, poorly-qualified workers don't need too much brainstorming because their education level is too low. The rigid Japanese management method is more effective.
According to Watanabe's three consecutive days of interviews, it was discovered that once the workers at the battery factory use their brains, they will not think about how to do better. Instead, it is not uncommon for them to be lazy and slippery.
In order to establish the concept of quality and discipline, Watanabe stands at the door of the battery factory early in the morning. Go to work at eight o'clock, and be late at eight and one.
All those who were late were caught out and scolded. The members of the working group were late, and the group leader was also scolded. The group leader was late, and the whole group accompanied him and was scolded.
Three days ago, Watanabe smiled as if he was going to be friends with all the employees of the factory. After two days, he could scold him for an hour without repetition. He would alternate between Chinese and Japanese.
If the scolded person resists, he will be expelled directly to establish the authority of the management. The remaining workers are often scolded with earthy faces and trembling.
Hearing about this, Zhou Qingfeng not only did not interfere, but instead sent health care products to Watanabe to maintain his body. He sent engineering director Zheng Ping to support him. He also organized a group of workers from the machinery factory to visit the battery factory to learn.
Those who have returned from study all scold Watanabe as a smiling tiger behind their backs, but on the bright side, they are really afraid of the old devil who buckles the details to the extreme.
Watanabe scolded for three days, and the battery factory fired more than a dozen workers. Arriving late and leaving early, smoking and chatting, things like going around are basically eliminated.
It's absolutely impossible to change this kind of thing to "Mr. Good." You have to be ruthless and unrecognized by the six relatives.
Watanabe himself felt refreshed, drinking the'health tea' sent by Zhou Qingfeng, and feeling the awe and'greeting' of all the employees from top to bottom.
After solving the surface problem, the next step is the production details.
Lead-acid batteries? The craftsmanship is too old.
There are standards for lead strip rolling, lead paste processing, grid production, lead paste filling, curing and drying, pole group casting and welding, etc., all according to the process manual.
The stricter the requirements, the more problems will be exposed-many workers have been working for more than ten years and cannot understand the craft manual. Even the technicians in the factory are not familiar with it, and instead find it troublesome and unwilling to implement it.
When Zhou Qingfeng learned of this situation, he was amazed. He thought of Mao Xiong's "Uncle Steel", the ruthless man who turned an agricultural country into an industrial country with only two five-year plans.
Facing similar problems, just use similar methods to solve them.
"There is nothing extra to say. If you don't change your mind, you can change people. This one hundred thousand yuan a month seems to be quite worth it. Let Watanabe use it all."
Zhou Qingfeng's employment has always been based on actual results, regardless of origin. Who can do the job well, he will support whoever.
This kind of power to let go has given Watanabe great confidence. He simply shut down the factory and spent a month training for employees. Only those who have completed the training can take up the job.
With this combination of punches down, the employees of the city battery factory go to work every day as if they go to the grave, almost crying and wearing filthy filial piety.
In half a month, more than 50 people could not stand the strict discipline and resigned by themselves. In the second half of the month, more than 50 people were too poor in learning ability and were also fired.
The number of employees in the whole factory dropped to their early 300s. The factory area is much empty. Some people were so angry that they went to the city hall to file a complaint, saying that Zhou Qingfeng had sent a gangster to abuse them.
Every day in the factory, it is necessary to memorize the factory rules and spot checks on the learning situation, even for the old workers in their 40s or 50s.
All employees must dress neatly every day, and all procedures must be compiled and recorded. Parts cannot be placed randomly, operations cannot be redundant, and all invalid activities in the production process are eliminated.
After hearing the complaint, the city expressed deep sympathy, but expressed that it was helpless. By the way, the complainant was notified to the battery factory and several more were fired.
When Zhou Qingfeng heard this, he was very interested, and went to the battery factory to learn from Watanabe. But he soon discovered that he couldn't learn this management method with his temperament.
This kind of management method of deducting details is not only tiring for employees, but also for managers. It is necessary to have a stage of habit formation to adapt.
but... ...
Zhou Qingfeng sent the managements of other companies in the two groups of "Holy Light and Harmony" to the battery factory, asking them to learn how to manage from Watanabe, and then to promote this rigid model.
"This is probably the prototype of the sweatshop." Zhou Qingfeng visited the battery factory rebuilt by Watanabe. The latter is breaking down the process, spending a lot of money to build an assembly line, and using machines to improve efficiency.
This not only reduces labor demand, but also allows workers to quickly become proficient in the few remaining processes. Anyone who is lazy will slow down the entire assembly line and be discovered soon.
Watanabe pinched a stopwatch to calculate the speed of the assembly line, so that the workers at work were extremely busy in a few simple actions, and after working for a long time, they didn't even have the energy to speak.
The advantage is that the product quality and production efficiency have been linearly improved, and the cost has been drastically reduced. The disadvantage is that the workers are extremely stressed and their work is extremely boring and monotonous.
Zhou Qingfeng didn't have a good solution to this, at most, he would pay overtime.