That year the flowers bloomed 1981

Chapter 778: Profits are the driving force behind your support
Li Ye calmly looked at Guan Liang who was rushing towards him, not even bothering to move his butt.

Regardless of Guan Liang's fighting strength, he could still beat him up with his "sitting on the ground" move and make his face bruised and bloody.

But after Guan Liang rushed to Li Ye, a smile suddenly broke out on his face.

"Li Ye, this is the speech I summarized. It contains the key points of the new management system. You can refer to it when you go on stage to give your speech later."

"."

[You've been beaten to a bloody pulp, and you still want to turn from evil to good? ]

Having lived two lives as a human being, Li Ye is considered to be knowledgeable and experienced, but he was also very surprised at this moment. A real man is one who can bend and stretch. People who can do this are definitely not ordinary people, they are either heroes or tyrants.

This kind of people must be completely eliminated.

Li Ye said calmly: "I don't need a speech."

Guan Liang smiled gently and said, "For this kind of new thing, we still need to learn from many aspects. With so many leaders present, the more comprehensive your speech is, the more successful it will be, right?"

Li Ye glanced at Guan Liang and finally couldn't help but said, "I have visited companies that have implemented quality management system standards in Dengta, so the so-called experience you summarized is of no use to me."

"."

Guan Liang looked at Li Ye in shock, and after a long while he said, "You actually visited the Lighthouse Enterprise, why didn't you tell me earlier?"

Li Ye rolled his eyes and ignored Guan Liang.

[You are so smart, don't you understand? I don't want to build a ladder for you, understand? ]

"Dear leaders and colleagues, Secretary Min has just introduced in detail the content of ISO quality management standards and the necessity of implementing advanced management standards. I will add some other details and personal opinions."

"When I was in my senior year, I had the opportunity to visit Dengta for a three-month internship, where I learned about some relevant information about overseas companies."

“The prototype of ISO management standards actually originated from lighthouses during World War II. The conditions in lighthouse factories at that time were very similar to the conditions in our companies today.
At that time, whether a production line could produce high-quality and efficient products depended heavily on the workers’ personal skills and habits.

It is the same in our mainland. All the key points of production in a workshop are in the mind of the master chef. Others cannot understand them at all. If something goes wrong, they don’t know who is responsible.”

"."

When Li Ye reached this point, the audience suddenly became agitated.

When Min Lei, the secretary of the Hong Kong manager, was explaining the ISO management standards one by one, everyone was confused and had no idea what he was saying.

When Li Ye came up, he aroused everyone's interest in just a few words.

First, Li Ye has been abroad to see the advanced productivity overseas, and has also visited and studied in related enterprises, which increases his credibility.

Second, Li Ye actually pointed the finger at the "old masters" on the production line. You know, these level 6, level 7, and even level 8 workers are the treasures of the factory.
In the words of later generations, the master craftsmen in these factories were the "main arteries" of production. They could not be moved at all. If an axe was chopped down, the entire workshop would be paralyzed.

So! When the factory manager sees these uncles, he has to give them cigarettes. Li Ye, you, a young boy, actually dare to openly criticize them. You don’t want to work here anymore, right?
However, Li Ye continued, "Of course I am not saying that this model is bad. We have always emphasized that the old should guide the new, and the inheritance should be passed down from generation to generation, and the master should guide the apprentice.
This model helped us train a large number of skilled workers and established the foundation for our full-category industrialization. But when we urgently needed to expand production, this model became insufficient."

Li Ye said: "During World War II, the Dengta factory received ten or even dozens of times more orders, and the factory also recruited more than ten times more workers.

Then, what followed was production chaos, uneven product quality, excessive waste of raw materials, and other phenomena, because every master craftsman has different ideas in his mind. "Before the reform and opening up, some factories in the mainland had no standards. Today it was like this, tomorrow it was like that, and it was a real "hand-kneading" industry with constant changes. So what Li Ye said resonated with many people below.

"Later, based on the experience gained during World War II, Lighthouse first proposed the suggestion of standardization of production and management, no longer using people as the standard, but using standards as the standard, clarifying quality goals and job descriptions and work instructions.
After years of summarization, this set of standards has been perfected and achieved good results, and finally developed into an international standard. "

Seeing that there was some commotion among the people in the audience, Li Ye took out a small blackboard that he had prepared temporarily and wrote a set of numbers on it.

"What I just said may not be straightforward enough. I will now use the specific situation of a company in Beijing to give you an example."

"Three years ago, Changbei Machinery Factory was an ordinary machinery processing factory with no production plan and serious decline in efficiency. Later, Changbei Machinery Factory, like our unit, attracted foreign investment and carried out production reforms,"

"In the first year of attracting foreign investment, the output value of Changbei Machinery Factory increased sevenfold. The workers were very enthusiastic about their work, but the defective rate of products did not change much from the previous decade, hovering around 0.03%. Of course, this 0.03% is already very good."

"But last year, Changbei Machinery Factory began to reform its quality management. Based on the current situation in the mainland, they adopted some relevant requirements of the ISO quality standard system.
Then this year, in the same production workshop, without adding equipment or personnel, the output increased by 35%, but the defective rate dropped to less than one thousandth."

"More importantly, if there is a problem in the production process, they don't need to hold a meeting to discuss who is responsible, because everyone knows who is responsible, even ordinary workers know who is responsible."

When Li Ye said this, he saw that Director Zhu and others in the audience were obviously moved.
If Min Lei had explained the standards in a dry way, people would not have felt involved at all, but Li Ye had directly given examples, which was equivalent to telling everyone present clearly that as long as you carry out management reforms, the increased profits will be considerable.

You have to know that state-owned enterprises have to pay a proportion of their profits to the state every year. If more profits are paid, that is the result of many people's promotion.

Only if you can provide everyone with results will they be motivated to support you, right?
Otherwise, who would be willing to find work for themselves? Don't they need to take responsibility?

"If you are interested, you can ask in the sewing equipment industry whether the quality and reputation of Changbei brand industrial sewing equipment have been getting better and better in recent years?"

If possible, you can also visit Changping to prove that what I said is true. Thank you. "

"."

Li Ye's last two sentences sounded a bit "youthful".

If you don't believe me, you can go to Changbei Machinery Company and have a look! It's only a few dozen kilometers away.

But after Li Ye finished speaking, the scene was quiet for a few seconds, and then applause quickly broke out, and it was very enthusiastic.

Because Li Ye speaks the truth.

You may not have been to Changbei Machinery Factory, but which of these leaders doesn’t know about the wrangling within the company?
Just like the defective headlights sent by Fangshan Auto Parts Factory, in the end no one admitted who was responsible, and in the end they simply deducted the balance from Fangshan.

The Light Automobile Company has been established for more than a year, and Hong Kong capital, COFCO and the mainland have injected large sums of money, but no corresponding benefits have been generated, which is like throwing money into water.

But look at the Changbei Machinery Factory. What is the return on investment in just three years?

If others can change, why can't we?

If these internal frictions can be resolved after management reforms, it would be worth a try.

worth.

(End of this chapter)