His Excellency Watanabe Yuki from Osaka ran all the way to Tianyang, and fell into the trap in a confused manner, becoming the director of a battery factory that almost went bankrupt.

Watanabe's management methods are quite different from those of Zhou Qingfeng. He has excellent patience and chats with employees in the factory one by one on the first day of his job.

It's a pity that many employees in the factory stayed in Tianyang for their entire lives and had never even had a province. If there were an old Japanese to chat a few days ago, they would definitely not believe it.

Almost all employees were very nervous and could not make a big fuck or say a few words.

But Watanabe has been in China for many years and speaks Chinese in Chinese. He has changed his serious and old-fashioned appearance, and has a very friendly chat, chats with family matters, and talks hardships. He can always find topics to touch people's hearts.

There were nearly 500 people in the factory, one by one, enough for Watanabe to chat for two months. But in fact, after only three days of chatting, he roughly found out the details of the factory.

What are the history of factory construction, employee conflicts, and cadre anecdotes, Watanabe has discovered all the things. Only old employees like Lin Zhengyi know about them, and now he knows them.

On the fourth day after the survey was over, Watanabe began to exercise his management power. As soon as he took action, he subverted the original production model in the factory.

Total quality management, all employees participate, and every link of production can be traced. Emphasize preventiveness, spend more time and costs in the early stages, and avoid post-processing.

Redesign products and production processes with customer orientation. Strengthen institutional supervision and do not allow a disorderly working attitude. All processes are decomposed and all are done step by step.

To put it bluntly, it is just a scheming point and no corners are allowed. For example, the electrode must be polished after welding, and it is stipulated that it will be polished several times as many times as possible. Front-line employees cannot do whatever they want.

Establish a strict product sampling system. If the random inspection fails, we must trace the problem. Whoever has the problem is responsible, and we must also hold the performance of the supervisor.

In short, it is meticulous in accordance with the rules and regulations, and no one is allowed to make random claims.

Don’t think this is very simple. For a long time, state-owned enterprises have problems such as poor quality of cadres and staff and inadequate skill training. It is not better than the third brother.

Workers in a large military factory have a bad temper and dare to change design patterns at will, violate process discipline, do not operate according to process specifications, change production processes at will, and install few parts.

It has created a strange story about the production of 300 J-6-3,299 unqualified aircraft.

That's right, it's the factory in Northeast China.

For Watanabe, employees with poor quality do not need to use too much brains because their educational level is too low. The Japanese-style rigid management method is more effective.

According to Watanabe's three consecutive interviews, it was found that once the workers in the battery factory used their brains, they would not think about how to do better. Instead, they were lazy and sloppy.

In order to establish the concept of quality and discipline, Watanabe stands at the door of the battery factory early every morning. He goes to work at 8 o'clock and is considered late at 8:01.

All those who were late were caught and scolded. The team members of the working group were late, and the team leader was also scolded. The team leader was late, and the whole team was scolded.

Watanabe smiled three days ago and seemed to be friends with all the employees of the factory. After two days, he would scold him for an hour and he would be different. Chinese and Japanese alternately.

If the scolded resists, they will be fired directly to establish the authority of the management. The remaining workers are often scolded with a look of rust and trembling.

When Zhou Qingfeng heard about this, he not only did not interfere, but instead sent health products to Watanabe for health care. He sent engineering director Zheng Ping to support him. He also organized a group of employees from the machinery factory to visit and study at the battery factory.

Those who returned from studying all behind their backs scolded Watanabe for being a smiling tiger, but on the surface they were really afraid of the old Japanese who had to the extreme details.

Watanabe cursed for three days, and the battery factory fired more than a dozen workers. He was late and left early, smoked and chatted, and was basically eliminated.

This kind of thing would never be done with a "good man" and would have to be a ruthless person who would not recognize his relatives.

Watanabe himself felt comfortable, drinking the "health care tea" sent by Zhou Qingfeng, feeling the awe and "greetings" of all the factory employees from top to bottom.

After solving the surface problem, the next step is production details.

Lead-acid batteries, the process is too old.

Lead strip rolling, lead paste and making, grating making, lead paste filling, curing and drying, extreme casting welding, etc. are all standard, all according to the process manual.

The stricter the requirements, the more problems exposed - many workers have worked for more than ten years and cannot understand the craft manual. Even the technicians in the factory are not familiar with it, and instead they are unwilling to implement it if it is troublesome.

When Zhou Qingfeng learned about this situation, he was so upset. He remembered the "Iron Uncle" of the Mao Xiong family, the ruthless man who turned an agricultural country into an industrial country in just two five-year plans.

When facing similar problems, just use similar methods to solve them.

"There is no extra word to say. If you don't change your mind, you can change people. This 100,000 yuan a month seems quite worth it. Let Watanabe use all his strength."

Zhou Qingfeng's employment has always only focused on effectiveness and no matter his background. He will support whoever can do his job well.

This power of completely letting go gave Watanabe great confidence. He simply stopped the factory and spent a month in training for employees. Only those who completed the training could take up their posts.

With this combination of tricks, the employees of the city's battery factory go to work every day and look like they go to the grave, almost crying and mourning.

In half a month, more than fifty people could not stand the strict discipline and resigned themselves. In the next half month, more than fifty people had poor learning ability and were also fired.

The number of employees in the entire factory dropped to over 300. The factory area seemed much empty. Some people were so angry that they ran to the city government to complain, saying that Zhou Qingfeng sent a member of the *** to abuse them.

The factory has to memorize factory rules every day and check the learning status in a random manner, even old workers in their forties or fifties are no exception.

All employees must wear neatly every day, and all processes must be prepared for recording. Parts must not be placed randomly, and operations must not be redundant, eliminating all invalid activities during the production process.

After hearing the complaint, the city expressed deep sympathy, but said it could not help, so it notified the battery factory to the complaint, so it fired several more.

Zhou Qingfeng was very interested when he heard this and went to the battery factory to learn from Watanabe. But he soon found that with his personality, he could not learn this management method.

This detailed management method is not only tiring for employees but also for managers. You must have a stage of habit formation to adapt.

but......

Zhou Qingfeng sent the management of his "Holy Light" and "Harmony" to the battery factory, asking them to learn how to manage from Watanabe, and then promote this rigid model.

"This is probably the prototype of a sweatshop." Zhou Qingfeng visited the battery factory transformed by Watanabe. The latter is decomposing the process and spending a lot of money to build an assembly line to use machines to improve efficiency.

This not only reduces labor demand, but also allows workers to quickly become proficient in the remaining few processes. Anyone is lazy, the entire assembly line will slow down and will be discovered soon.

Watanabe pinched the stopwatch to calculate the speed of the assembly line, so that the workers who worked were extremely busy in a few simple movements. After working for a long time, they were so tired that they didn't even have the strength to speak.

The advantage is that product quality and production efficiency are linearly improved, and costs are greatly reduced. The disadvantage is that workers are under great mental pressure and their work is extremely boring and monotonous.
Chapter completed!