The 1,500-person auditorium was packed with seats, high-temperature weather, depressing feelings... People looked anxious and irritated. Many people held paper, fans and fans. The time is 14 years ago. At that time, the Weifang Diesel Engine Factory was near the edge of bankruptcy: on both sides of the plant road, diesel engines that were not sold were piled up. The employees had not paid wages for half a year. The enterprises owed taxes, interest, and arrears of up to 300 million yuan. The people’s minds were floating and the prospects were bleak. In this context, Tan Xuguang , then only 37 years old, was on the ninth day after being the director of Weichai —on June 27, 1998, he faced the head of the whole factory class and issued an “inauguration speechâ€.
"Insist on principles, dare to grasp the courage to manage, do not be good old people, improper peacekeepers; throw down the body, really work hard, do solid things for the enterprise, do good things for the employees; set an example, honest and clean, require employees to do, we first We do not allow employees to do it. We will not do it resolutely.†At this meeting of leading cadres at or above the head of the whole factory, Tan Xuguang promised to start from himself and the leading group practice the “ three chapters of the law â€. While the employees applauded warmly, they also wait and see. , to see where this leader leads Weichai.
In the past 14 years, Weichai has grown from a sales income of less than RMB 500 million to nearly RMB 100 billion, from a loss of RMB 80 million to a profit of RMB 10 billion, and has grown from an impending bankruptcy into an industry leader. Today, Weichai affiliated companies and agencies throughout Europe, North America, Southeast Asia and other large and medium-sized cities in Beijing, Shanghai, Zhuzhou, Xi'an, etc., have become manufacturing groups with strong international competitiveness and influence.
In the past 14 years, under the guidance of the “three chapters of the lawâ€, Weichai has created a contingent of clean and honest cadres, created a corporate culture that is united and progressive, and establishes entrepreneurship, and realized the brilliance of enterprises from small to large and from weak to strong. Span.
Every time there is a key "node" in the development of a company, "the three chapters of the Covenant" are always given new meaning.
From the time he took the "top position" position, Tan Xuguang knew that he was at the core of enterprise management and had the decision-making dominance and the command and management of business management, which affected the direction of the company's development. They must dare to shine their swords, dare to show their attitudes, require members of the team to do it, and must first do it themselves; requiring the cadres and workers to do it, the leadership must first do it.
The core of the “three chapters of the “covenant†is to build a leading group of companies that have the hearts and minds of the people and the officers and entrepreneurs; the purpose is to unite the people, boost confidence, stimulate energy, unite and lead the majority of cadres and employees to overcome difficulties, and strive to embark on sustained and healthy The road to development.
Soon after the “Three Acts of the Covenant†were proposed, Weichai began drastically reducing staff and increasing efficiency, diverting personnel, reducing the number of management departments from 53 to 18, reducing the number of management personnel from 1,500 to 700, and reducing the number of employees from 13,000 to 8,000. More than 20 relatives and friends of middle-level and above leading cadres have been laid off from the company, but no one has spoken and no one has done anything.
Its body is positive, but it does not make it. The leadership team used practical actions to practice the "three appointments" and set an example for the employees. Although some employees cried and clamored, even individual leaders did not even hold a small axe in the mouth of the Hutong, and other leaders “had something to sayâ€. However, when they saw that there were no special members of the team, without exception, the reform was eventually supported by most of the cadres and workers. .
Over the years, the members of the Weichai Group’s leadership have kept their relatives away from “iron law,†and so far none of the family members of the leaders has held important positions in important corporate positions.
As the company's development progresses one step after another, the connotations of the “three chapters of the Covenant Law†continue to be enriched and its vitality continues to increase.
At the beginning of 1999, corporate reforms entered a crucial stage. In order to eliminate malpractices and improve management, the leading group made “four promises†to employees. Among them were “completely transforming the style of work, honesty, self-discipline, seeking truth and being pragmatic, and setting an example for employeesâ€.
In 2004, Weichai Power was successfully listed in Hong Kong, and companies began to embark on the path of international development. The Party Committee of the Group promptly presented to the leaders “six criteriaâ€. The first is: “Strictly disciplined, standardized behavior, not used The job will be for personal gain.â€
In 2008, before the outbreak of the international financial crisis, Weichai continued its rapid development in the first quarter, but the situation was even more complicated. In order to build a leadership team that employees trust and support, in the company's party and government joint conference, Tan Xuguang put forward a new "covenant" three chapters: clean and clean for corporate services; dignified and honest work with the team; conscientious and responsible for the job.
In June 2010, after the establishment of Shandong Heavy Industry Group with Weichai as the mainstay, the Party Committee of the Group proposed the "Five to Do Five" policy, requiring leading cadres to "do officials who are honest, self-disciplined, and not self-interested."
From the "three chapters of the covenant" to the "six rules" to the "five-to-five-do nothing", the main line of honesty has always been highlighted, and the management ideology of the same company has been reflected.
"Each stage we have foresightedly grasped the dynamics of the leaders and then targetedly enriched the contents of the 'three chapters of the 'Father'. After 14 years of perseverance, it has become a required course for leaders." Tan Xuguang said.
"The three chapters of the Covenant Law" have become "a magic weapon for condensing people" and promoting development.
The current experience of Weichai Power President Assistant and Manufacturing Director Liu Yuanqiang is quite representative. In 1999, he was promoted uncontested and became the youngest middle-level leader in Weichai's history. In 2002, he was appointed as the Minister of Quality. After being ranked by the department's year-end review, he was “devalued†to a professional factory. In 2008, He was promoted to be the Minister of the Technical Rehabilitation Department because of his outstanding performance and excellent evaluation. In June 2012, he was promoted to the company's President Assistant.
Leaders can use the mechanism of being able to go down and out, and can best embody the concept of “not to be a good old man and not to be a peacemaker†in the “Third Law†chapter. Weichai combines the selection and use of cadres with assessments, and implements a 360-degree, three-dimensional evaluation of leading cadres in accordance with the evaluation criteria of “German, Can, Diligence, Performance, and Integrityâ€. According to Yuan Zaixin, Minister of Human Resources of Weichai Group, according to the results of the assessment, each year, 25% of the top leaders of the leaders are promoted for promotion, and the latter 10% are “optimized†to be eliminated. In 2011 alone, the number of leaders was 276, including 59 new leaders, 157 positions, and 31 demotions and removals.
The evaluation result is excellent, promoted to a salary scale, the annual income part is cashed according to the coefficient of 1.2, as the reserve leader personnel training, the deputy position of the two consecutive evaluation appraisal excellent presiding job is directly employed as the chief; the evaluation result has two in the past 5 years In the "optimized" scope of the second time, one file was demoted, the annual income was cashed at the coefficient of 0.8, and if it had entered the scope of "optimization" three times in the past five years, it was directly removed from office.
"The three chapters of the Covenant" are the basic rules that govern the thoughts and behaviors of the Weichai leadership. They are the solemn commitment of the Weichai leadership team to honesty. They permeate all aspects of enterprise reform and innovation and lead the direction and process of democratic management and democratic supervision of enterprises.
During the “Eleventh Five-Year Plan†period, Weichai invested a total of 12 billion yuan in the construction of technological transformation projects, and built four high-tech industrial parks, foundry industrial parks, coastal industrial parks, and international logistics parks in Weifang. No violations occurred. The incident cannot be separated from the “three-constraint†system that Weichai has formed: the purchase price is reviewed and supervised by the Value Engineering Department, the construction budget is audited and supervised by the Audit Department, and the construction settlement must be reviewed by the Audit Department. Oversight... achieved mutual checks and balances between legislation, law enforcement, and supervision; during the bidding and evaluation process, disciplinary inspection, auditing, and auditing departments participated in the entire process, and “who said that it was uselessâ€.
Not only does it have strict internal requirements, but as a state-owned enterprise, Weichai also consciously assumes the social responsibility of “purifying the airâ€. According to Li Jiajia, deputy secretary of the Disciplinary Committee of Weichai Group and director of the Supervision Department, since the implementation of “sunshine procurementâ€, through the public reporting, pre-bid auditing and process auditing, Weichai has investigated and dealt with 13 violating suppliers in 2010; 8 non-compliant suppliers. At present, a total of 24 illegal suppliers are publicized on the office platform of Weichai.
The “three chapters of the law†originally was the self-restraint mechanism of the leading group of enterprises, but with the development of the company, it gradually condensed into an important part of the corporate culture, becoming the ethical code of conduct for all cadres and employees, and becoming an important magic weapon for pooling people’s hearts and promoting development. .
Interviewed in the workshop, the reporter encountered an honest supervisor. The badge of his chest is particularly prominent. Wei Yong, deputy general manager of Weichai Group, said that Weichai has 117 grass-roots party organizations and 3,392 members. They set a good example in their work and play an exemplary role. “Some companies’ reform measures involving the vital interests of employees are often difficult to implement, but WeiChai has gone very smoothly. This reflects the unique political advantage of our state-owned enterprises and is a powerful driving force.â€
"Three-three system reform", the listing of Weichai Power, the launch of the Lanqing engine, the absorption of the merger of the Hunan Torch, the establishment of Shandong Heavy Industry, the acquisition of Baudouin in France, and the strategic restructuring of the Ferretti Group. Through a series of successful operations, the company's sales revenue broke out year after year. The growth rate reached 98.3 billion yuan in 2011, about 170 times that of 1998.
How to ensure that the "Three Acts of the Covenant" will not be discounted
Li Jiajia told reporters that basically all of the group’s leaders were “managed†by the Supervision Department of the Group Commission for Discipline Inspection. This is true.
Xu Hong, secretary of the party committee and deputy general manager of Weichai Group, because of the quality of the management, the Group had a serious quality accident and he would be held accountable. As a result, he had received criticisms from the whole plant, a record of overkill, etc. He was also detained for six months. Other vice presidents are often held responsible for quality, safety, and other reasons.
Bai Ying, the Weichai Power Auditing Minister, told a small story: On the night of August 1, 2010, the company temporarily notified the opening of an important meeting and informed relevant personnel through SMS. The two latecomers were detained for one month’s performance pay as required; two others were unable to attend the meeting because the phone was not turned on, and the two were subsequently demoted.
Although these things are not worth mentioning to outsiders, the strict and detailed management of Weichai is impressive. So much so that the reporter asked why Weichai has had very few corruption cases over the years. The response he heard was astonishing: the negligence in the peacetime work has to pay the price, and even if it is found that even the smallest personal gains are likely to be lost The well-paid work, the price is too high, it is not worth it.
Strict management system has increased the cost of corruption, making some people seem to be far less than the level of "corruption" in peacetime, it will also make people automatically avoid it.
During the interview, many employees told reporters that if they found violations or unreasonable behavior, they could be directly reflected to the chairman. The reporter saw through the office system of Weichai Group that the “Banner's Blog†has become a platform for direct “dialogue†between employees and the chairman of the company. It covers more than a dozen aspects of production and management, employee life, and corporate culture. Since the opening of Weichai’s leadership blog, nearly 2.69 million visits have been received, and the average daily traffic volume has exceeded 5,000. The problems that some employees have focused on have been resolved openly and transparently through blogs.
"To lead by example, to be clean and honest, to require employees to do it, we first do it, and we will not allow employees to do it. We will not do it resolutely." This is not only a declaration of the leadership team's honesty and self-discipline, but also a source of confidence for the leadership to accept democratic supervision.
Weichai has always used the Staff Representative Conference as an important carrier for employees to participate in political affairs and democratic decision-making. Major issues and focus problems encountered in the reform and restructuring of the system, involving the vital interests of employees, holding the congress of employees at any time to discuss and determine.
Each year, the staff representative is organized to conduct democratic appraisals of all company leaders and leaders of the direct affiliates, and to provide feedback on the results of the appraisal at the Democratic Life Conference. In doing so, the contents of the factory affairs are more abundant, the channels for democratic supervision are effectively broadened, and the employees are more aware of the enterprise. Many problems and conflicts are resolved at the grassroots level.
Since 2010, Weichai Group has dispatched full-time ombudsmen to six key units. All of them are middle-level and senior leaders who are both familiar with the business and adhere to the principles. They have implemented the entire process and zero-distance supervision of the resident units, which has solved the problem better. "Same level oversight soft" problem.
Where is the business development and where is the supervision point located? Weichai has set up 38 offices and more than 4,800 maintenance service stations throughout the country. The maintenance service station not only undertakes the product service function, but also undertakes the function of comprehensive supervision of the office management personnel. The marketing department has a full-time supervisor, checks 10 offices and 20 maintenance service stations every month, conducts special inspections on violations of discipline, and weaves a “supervisory networkâ€.
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