Comrades:

We used two days to hold a special meeting on the style of Weichai Group's rectification function management department. Leading cadres above the middle level of Weichai Group and representatives of employees from functional management departments attended the meeting on-site. The middle and high-level leading cadres of Shandong Heavy Industry Headquarters and various affiliated companies watched online. A total of 2,600 people participated online and offline. At the meeting, we listened to the report of the leading cadres of 15 functional management departments and offices, and everyone carried out "shelling" mercilessly. Why is it called "Bombardment"? That is, each business department has "deeply hated" the style of the functional management department. The whole process embodies three sentences: "Right things are not right people", "Don't lose face and pay attention to yourselves", "Healing diseases and saving people", I think the effect is very good. General Secretary Xi Jinping put forward the requirement of "always rest assured" for leading cadres. We must firmly establish the awareness of "always rest assured" in functional management departments, and thoroughly eradicate the inertia of "always let go". Below I summarize from three aspects.

Why shoot at the functional management department?

The functional management department is an important starting point to stimulate the vitality, competitiveness and productivity of the enterprise!

To manage the main contradictions of enterprises, our main contradictions are technology, marketing and management. Technology and marketing are "blood creation" and directly create value; management is the rule, order and pivot of the operation of the enterprise, which is indirectly transformed into productivity by empowering the business. , more like "dark matter", which is important but also easy to be "hidden". The functional management department is an important starting point for the implementation of high-level ideas and corporate strategies, and plays a role in linking the previous and the next. If the functions are not in place, the operation of the enterprise will be a mess, and major "traffic accidents" will easily occur. If any organ of the heart, liver, pancreas, spleen and kidney goes wrong, the whole body will go wrong. Our functional management department did not realize that its biggest problem is functional attenuation. Everyone knows that patients with renal failure, lung failure, and heart failure are not far from entering the ICU. A rescue in the ICU.

The functional management department has not realized the transformation from a factory-based enterprise to an international group governance system!

We have grown from a few hundred million Weifang Diesel Engine Factory to several billions, tens of billions, and now a 500 billion-level multinational group. The functional management department has not kept up with the rapid development of the enterprise, and has not played the leading role of the locomotive. Outdated knowledge, backward methods, passive adaptation. In our bones, the original thinking, original logic and original disease of the traditional factory system of state-owned enterprises are still deeply rooted and not eradicated. In the past, the old bull pulled the cart, but now it is the Fuxing EMU, with a speed of 400 kilometers per hour, which is a very complex system engineering, and the management difficulty is a geometric increase.

The "long-term illness" of functional management departments and personnel has seriously affected the high-speed operation of the enterprise!

The day before yesterday morning, Hao Peng, director of the State-owned Assets Supervision and Administration Commission of the State Council, praised Weichai for the three institutional reforms at the local state-owned enterprise reform three-year action promotion meeting. Otherwise, the brain will have a fever. When the temperature reaches 39 or 40 degrees, the enterprise will be finished. In the past two years, I have mainly focused on Sinotruk, and in Weichai, I have also focused more on product technology and less on management. Later, I found out that Hu Haihua and Zhang Quan basically did not pay attention to management. If you think I don't value functional management, you're wrong. The purpose of me not arresting is to verify whether Weichai's operation system is effective for a long time, and the purpose is to fully expose the deep-seated problems. It is impossible for me to arrest Weichai forever. Due to the epidemic, I stayed in Weifang for 20 days, and I centrally dispatched the situation of the functional management department. The functional management department has begun to suffer from some necrosis, numbness, and internal friction of the tissue, but there is no pathological change, and some "anti-inflammatory drugs" need to be taken. Now the functional management department has gone to two extremes: some are like a nursing home, a bunch of lazy people, with no sense of value and presence in the enterprise; some are like fighting a war every day, running here and there, talking about themselves all day long Very busy, not doing much of the right thing. I want to tell you that the style of cadres is the ecology of enterprise development, and the efficiency of cadres is the speed of enterprise development. If a company's work style is no longer good, its efficiency is no longer good, and it is not far from closing its doors.

Prominent problems arising from the "shelling" of functional management departments

I summarize four "soft" problems and four "hard" problems that exist in functional management.

Four management "soft" issues:

Bureaucracy: only up, not down

The bureaucratic style is prominently displayed in: regard functional management as bureaucratic power, and even fight for power and play power; only focus on the top, not the bottom, staring at the top executives, not knowing that they are serving customers; work does not sink, does not work Research, not in-depth, do not understand the business and do not study, very self-righteous. A typical example is that the standards and system formulation departments issue more orders and less communication. From the top to the grassroots level, orders are issued layer by layer, and the big lazy makes the small lazy and the small lazy stare blankly. Recently, we conducted a 360° quality stress test for all cadres. We tested corporate culture, Weichai operation management system WOS, computer, English, and product technology. All the results have been published on the intranet, and you can evaluate for yourself.

Don't dare to be tough: Contradictions are avoided and problems are put back

Not daring to touch hard is the biggest flaw for many leading cadres. The biggest advantage of Weichai in the past was that it dared to be tough, but now the post-80s generation dare not be tough. The head of the department is afraid of offending the leader of the company. Doing so will offend the leadership. Many of our documents were signed by more than a dozen people. The most prominent problem was that the leaders of the financial system signed with their eyes closed, which scared me a lot. When some departments and personnel encounter difficulties and cannot coordinate, they push outward, push up, and push back. Typical Tai Chi masters! It is very dangerous for Weichai to have such lesions.

Maagement inertia: would rather not innovate than make trouble

Functional management departments are generally content with the status quo, and passively accept the arrangements of superior leaders at work. Some people only think about doing the things assigned by the leaders all day long, and make no mistakes as the first principle. Once there is a problem with high-level decision-making, do we need our functional management department to correct the deviation in time? The reason why we haven't had any major incidents to this day is because there are layers of audits and in-depth checks. Some management departments never take the initiative to find others, not me or him. Some managers lack a spirit of change, a bold approach, and a lack of initiative.

Self-righteousness: what you say is right, others don't listen

We held a democratic life meeting some time ago. At the meeting, it was pointed out that Weichai has several stubbornness. Comrade Tong Dehui said that he was the first stubborn, and he was very frank. Some cadres do not listen to other people's opinions and always think they are right. I never said that everything I said was right. When I made a decision during the day and went back at night, I always had to think about the opinions of other comrades. If the decision was wrong, I would immediately adjust it. This is "dynamic clearing". When someone asks a question, don't think about how to refute it first. This is Comrade Jiang Ningtao's performance. You have to learn to let others finish what they say, think about whether what others say makes sense, and then answer in a systematic and logical way. Weichai has this problem from top to bottom, and the higher the level, the more prominent the problem. You don't have the capital to admire yourself, is there a head of the functional management department who can be called a group management master and management expert? We need to communicate more, do more research, and think about all the possibilities before we can introduce the most accurate and effective measures.

Four management "hard problems":

The contradiction between institutional process and efficient operation has not achieved dialectical unity

The institutional process is the place where everyone's bombardment is most concentrated. The main problems are: unreasonable organizational structure, fragmented functions, poor coordination, and mutual complaints between upstream and downstream customers; some systems and processes are not connected, and process informatization is not fully covered; process owners lack active control and continuous process control. Optimization; the formulation and revision of the process are not rigorous, the opinions are not fully listened to, and the review is not fully carried out; the system and the implementation are two separate skins. This problem is even more terrifying, and it is easy to breed corruption.

The lack of transparency and fairness makes management lose its authority and people's hearts

There are many unreasonable places in our assessment standards and remuneration system, which affects the fairness of management to a certain extent and is the most important reason for "envy, jealousy and hatred". Some people make money with their big shoes, some people don’t want to be cadres and just want to work as experts to make more money, some people want to be both cadres and experts to make money, some people have different salaries in different places, and some people Changing multiple positions in a year, some people's rockets being promoted and rockets falling, etc., these phenomena all reflect that we have long-term problems such as oversight of personnel ability, failure of assessment, complicated salaries, and deviation of indicators.

It is irresponsible for management to act under the banner of leadership and show it to leaders

I heard that many people arrange work under the banner of leadership. This is arranged by Chairman Tan, this is arranged by Secretary Hu, and this is arranged by President Zhang. Such cadres are irresponsible and irresponsible. We all serve the enterprise, and we should "accurately understand and implement innovatively" for the leadership's decision-making, rather than "literally understand and execute mechanically". The most typical of these is the problem of personnel recruitment. In order to complete the indicators regardless of the quality, there is no accurate identification of talents at all. For many years, we haven't solved the problem of "free-range" for fresh graduates to practice in the workshop after entering the company, and trainee for trainee's sake.

Failing to wake up "sleeping" data is a huge bloodshed of management

We have invested a lot of resources to online data, but the data will be finished when it is stored, and the inability to mine the value of data is a huge bloodshed of management. We must combine the innovation of enterprise management thinking and management methods with informatization and digitization, so as to maximize the creation of value and solidify the results. Data access cannot be optimized and improved, it is bloodshed without output!

Hw to turn firing into action?

We can't just shoot empty cannons, fire cannons are just means, and promoting the work style and ability improvement of functional management departments is the fundamental to solve the problem. In my opinion, the functional management department should do a good job of "four positions":

Precise control

Management should be transparent, fair, and in place. It should not only firmly grasp the main contradiction, but also achieve full coverage without leaving any dead ends. It should be strict and serious, and ruthless, and it should also convince and approve of everyone.

business empowerment

The functional management department must not only do a good job in management and control, but also understand the business, actively empower the business department, realize the deep integration of management and business, and actively provide a methodology for business value-added.

activate organization

Management is an important means to stimulate the vitality of the organization and employees. We must study how to maximize the vitality of innovation and entrepreneurship of all employees, so that everyone can work hard, instead of controlling everyone to death. Only by activating all the cells of the enterprise can great vitality be generated!

service front

The functional management department is a service department, not a power department. Now you have reversed service and power, with power in the front and service in the back. Take the initiative to go deep into the front line, let the front line feel the value of your existence, thank you for solving problems for them sincerely, and at the same time gain insight into the real demands from the front line.

Regarding the implementation of this meeting, I would like to make four requests:

Normalize the "shoot at me" mechanism

The mechanism of firing guns at executives and functional management departments must be normalized, which is an important manifestation and starting point of our spirit of turning inward and self-revolution. Our target is world-class enterprises, and world-class enterprises must have their own management ideas and methods. Due to the time of this meeting, many departments did not have time to give their opinions. After the meeting, the office should summarize the opinions of all executives and various units on the functional management department, and track and schedule them. Comrade Hu Haihua and Zhang Quan are responsible for scheduling once a month. I will hear the implementation of this meeting in early July.

Carry out a major rectification of functions, processes and standards

The artillery fire this time is most concentrated on our functional settings, institutional processes, and management standards. It is necessary to adhere to the principles of precise goals, refined plans, and streamlined processes, ensure transparent, fair, and data-based management, and resolutely eliminate human interference.

Layers of pressure, layers of responsibility, layers of landing

We must decompose the problems of our management department layer by layer, so that each level of management and each cell are activated, and jointly assume the responsibility for management improvement, and whoever is responsible is responsible.

Promote the integration of industry management in the flow of personnel

This meeting exposed the problem that our functional management department does not understand the business and does not go deep into the business. Under normal circumstances, managers should come from the business or exercise in the business first, and then manage the business in turn. This time, we have put the main persons in charge of the organization and human resources department and the operation management department into the main leaders of Factory No. 1 and Factory No. 3, just to exercise their business understanding ability. We will continue to strengthen the two-way flow of management and business talents and accelerate exchanges.

In the next step, all the affiliated enterprises of Shandong Heavy Industry should refer to the model of this meeting to carry out a rectification of the functional management department's work style, and implement it according to the characteristics of the enterprise. Comrade Jiang Kui is in charge. The results of this meeting are beyond my imagination. I hope everyone can remember it accurately, go back and correct it, and the effect will be better. It seems that businesses must be rectified every three to five years. I estimate that this rectification can be managed for three to five years. It is best for us to have a stress test every year.

This concludes today's meeting, thank you all! Editor/Zhao E