Since 15, Haier Group has grown at an average annual rate of 82.8%, from a small collective factory on the verge of bankruptcy to the first famous brand of household appliances in China, enjoying a high reputation in the international market, and its experience has been listed as a successful management example by Harvard University in the United States. Here, the author tries to analyze Haier management and other aspects for your reference only.

Zhang Ruimin introduced: At the initial stage of Haier's business, it adopted linear functional management, which was decided according to the situation of the enterprise at that time. At that time, the factory had 600 employees. The situation of the factory is very chaotic because of the poor efficiency of the enterprise for years. It is easy to control and strengthen management by adopting linear functional management to solve the chaotic situation. Haier entered the stage of diversified development, adopting matrix structure management, focusing on project teams. Organically combine functions with projects to promote enterprise development; In the new economic era, Haier adopted the "market chain". While integrating the external resources of the enterprise, while meeting the individual needs of consumers, every department and employee are market-oriented, turning functions into processes and maximizing corporate profits into maximizing customer satisfaction. The new business process obtains the information of consumers' personalized needs from the market, and then converts this information into orders: logistics purchases according to orders; The manufacturing system carries out production according to the order; Business flow delivers products to users. Because the demand of consumers is always dynamic, enterprises will always maintain an unbalanced and orderly dynamic development state. Let's take a look at several successful management models of Haier-

First, OEC management methods. "OEC" management method is the English abbreviation of "comprehensive, comprehensive, controlled and clear". Its contents: O- comprehensive (all-round), E- everyone (everyone), everything (everything), daily (daily), C- control (control) and clearing (cleaning). The "OEC" management method can also be expressed as "getting better every day", that is, completing daily work and cleaning and improving daily work every day.

"OEC" management method consists of three systems: target system → Nissin system → incentive mechanism. First, establish goals; Nissin is the basic work to achieve the goal; The results of Nissin must be related to positive and negative incentives to be effective.

This management law is very boring to implement. Its implementation needs the help of a record card called 3E card, which requires each worker to fill out a 3E card every day. 3E card quantifies the seven elements (output, quality, material consumption, process operation, safety, civilized production and labor discipline) of each employee's daily work into numerical values, and the employee cleans up and calculates the daily salary every day (the employee's income is directly linked to this card), fills in the bookkeeping, and submits it to the monitor after verification. No matter how late it is, the monitor should return the signed Kolor, and then give it to the workshop director above, who will come back after reviewing it, so that the monotonous work will be completed every day, no matter when he gets off work. It is said that Haier has been doing this for 16 years, and there is no sign of giving up!

One core, three principles and four stages in OEC management law. A core: the unchanging rule of the market is to change forever, and constantly improve the goal according to the changing market; Three basic principles: closed-loop principle-everything must have PDCA cycle principle, spiraling up. The principle of comparative analysis-compare your own past vertically and the same industry horizontally. Without comparison, there will be no development. The principle of continuous optimization-according to the barrel theory, find out the weak items, rectify them in time, and improve the level of the whole system; Four stages of PDCA: P- plan D- do (implement) C- check A- act P-according to the requirements of users, with the goal of achieving the best economic effect, through investigation, design and trial production, technical and economic indicators, quality objectives, management projects and specific measures and methods to achieve these goals are formulated. D stage-put it into practice according to the formulated plans and measures. Stage C-After implementing a stage, check the implementation and effect against the plan and objectives, and find problems in time. Stage A-According to the inspection results, take corresponding measures, or modify and improve the original plan or find new targets and make new plans.

Here is a case:1In mid-July, 1999, the temperature in Los Angeles was as high as 40 degrees. In such hot weather, even few people walked on the road. Once, because of the driver of the transportation company, an extra box of washing machine parts was shipped to Los Angeles. This incident didn't affect the work at first, so we can find an opportunity to transfer it back, but Mr. Dan, the parts manager of Haier Trading Co., Ltd. in the United States, doesn't think so. He said: the content to be transferred back was decided in Nissin that day. How can we put off the work that should be completed that day? ! So Mr. Dan braved the heat to replace this box of parts in time.

Analysis: From the above example, we can see the quality of Haier people. Because of this so-called "Nissin Card", they decompose their work and goals into each employee, and each component has a person in charge. To ensure the quality and quantity of products, the quality of each employee is particularly critical. Some experts believe that OEC management is suitable for any enterprise, but it needs to be done persistently, and it needs tenacity and perseverance to do the same thing hundreds of times and thousands of times. Everyone in an enterprise should have such qualities. The gap between management objectives and personnel quality required by many enterprises has not been well solved. What is the reason? We believe that in order to improve the quality of ordinary employees, managers should make great efforts every day. It's not that something goes wrong or they have a sense of crisis and then pay close attention to it for a while and then let it go. This matter has not been fundamentally solved. The quality of enterprise employees depends on the willingness of high-quality managers to make great efforts.

Let's look back and analyze that this management model is not available to every enterprise. Many enterprises report that "Haier's management model can't be implemented in our enterprise at all, and employees can't stand such strict management". In fact, Haier's OEC management is based on Haier's corporate culture, and different management systems need different cultural backgrounds. In other words, the implementation of this management may be "acclimatized" due to different cultures. Another senior expert believes that some enterprises can't persist because it is too difficult and tiring to implement OEC. This management law should be related to everyone in the enterprise. Relatively speaking, it is easy to fight against the enemy (opponent), but it is boring and tiring to fight against yourself, especially your stubborn ideological struggle, not to mention persistence. This is a self-challenge, self-innovation and self-transcendence, and its difficulty can be imagined. Of course, it is not unattainable. The key is that enterprises must first overcome themselves.

Second, the law of inclined sphere. That is "Haier's Law". The acceleration of enterprise development is directly proportional to the difference between the sum of enterprise development power and the sum of resistance, and inversely proportional to enterprise scale. Formula: A=F (combined) /m Here, A- the acceleration of enterprise development; M-the quality of the enterprise, that is, the scale; Solve the basic management problems at the end of the day and let f move 1 > F resist 1. The problem of acceleration is solved by the rising of the sun, which makes F move 2+F move 3 > F drag 2. This theory is mainly put forward according to the actual situation in China.

Analysis: In China enterprises, the most difficult problem is the implementation of a standard or a regulatory requirement. What is achieved today may not be achieved tomorrow. There is no "sustainability" for individuals, which leads to no "sustainability" for teams and no "sustainability" for enterprises! For example, if an employee is asked to clean the table, he will clean it today, almost tomorrow, and may not clean it the day after tomorrow. In foreign developed enterprises, this situation is hard to see. Therefore, enterprises operating in China must constantly demand employees, which Haier calls "repeatedly grasping, repeatedly grasping". The "slope theory" vividly says that if the basic work is almost done, it will slide down. Once it slides down, this famous brand is finished. Because as far as famous brands are concerned, if everyone's works are similar, this famous brand is too bad. The so-called small gap and big difference are almost the same, which just shows the great difference in management and personnel quality of an enterprise. So Haier's "slope theory" is to resist and not let it slide down. On this premise, we can talk about other things.

Third, the quality of leadership and human resources horse racing mechanism. Competition for posts to select talents, "choose horses at the racecourse", and open recruitment of management personnel. That is to build a talent mechanism and give everyone equal opportunities for competition. As in sports competitions, it depends on your ability to give everyone the possibility to participate in the competition. Haier has a cadre department. Their task is not to discover cadres, but to study whether the existing mechanism can bring everyone's potential into play. Their cadres are adjusted every year, and some are promoted and some are dismissed. There are very high requirements for business leaders here. They believe that the task of business leaders is not to find talents, but to establish a mechanism to find talents. This talent mechanism itself can continuously produce talents. For a large enterprise, the establishment of this mechanism is more important than the boss's keen ability to find talents.

Analysis: In the future, the success or failure of enterprises depends on talents. Whoever has high-quality talents will win in the competition. It is useless to understand this truth. The urgent task is to establish a perfect human resource mechanism suitable for enterprises. Haier's quality requirements for business leaders are: 1, and the ability to grasp the overall situation. In a pile of things, you can find out the most critical problems and find out the fundamental problems that restrict development; 2. The tenacity of grasping one thing to the end. Doing one thing well every day is enough, because everything is not isolated, and doing one thing well means doing many things well; 3. Establish the idea of "weak wins over strong". Small can become strong, small can become great. When leaders put themselves in a "weak" position, they will have a goal and can move forward forever.

Zhang Ruimin, chief designer of Haier: an entrepreneur who likes philosophy; A scholar who has read many books; An outstanding talent (condensed conclusion). He said that the only thing Haier is afraid of now is himself. In Zhang Ruimin's view, entrepreneurs who have no sense of crisis and hardship do not deserve to be modern entrepreneurs. For an enterprise decision-maker, crisis is the driving force. When you lose your sense of crisis, it means that you have begun to lose the qualification to be a business leader, which means that you are no longer the driving force for the enterprise to move forward. Business leaders should have the mind to do great things, and those who do great things are profound and have endless careers.

Zhang Ruimin's cultural spirit for Haier is selfless dedication and the pursuit of excellence. Around this theme, Haier's management strategy is: high standard, fine, zero defect; The determined production strategy is: unique, first; The determined quality strategy is: quality is the eternal theme of enterprises; The determined sales strategy is: after-sales service is our bounden duty; The determined market strategies are: production generation, research generation and concept generation. This series of cultural strategic objectives has formed a close cultural network of Haier, which embodies the overall cultural strategic layout of Haier. We think this is the most effective way for Haier to overcome itself.

Fourth, SST market chain system. "SST" refers to demand, claim and trip. Haier successfully implemented the market chain, using computer-aided management, so that everyone in the enterprise is connected with the market. Haier's supply system adopts supply chain engineering, which is a vertical and vertical supply chain. Among them, there are hundreds of foreign suppliers, and dozens of them belong to the world's top 500. If there is no logistics management system, it is impossible to talk to them. In addition, Haier's overseas companies can't work abroad without these management.

Analysis: Haier's "market chain" is inspired by Professor Harvard Porter's "value chain" theory. The difference between them is that the former aims at maximizing marginal efficiency and the latter aims at maximizing customer satisfaction. Zhang Ruimin said, "It can meet the individual needs of users to the greatest extent, and the profit is naturally among them." The key to establishing this interlocking "market chain" is to implement each work. First of all, Haier people realize that SST is only the form of market chain, and the goal of market chain is to create market reputation and win the hearts of users, and its form should serve the goal well. If Haier wants to compete in the international market, enterprises must be large-scale, and scale is reputation. With scale, if we can be more flexible, such an enterprise will be invincible. The establishment of Haier's "market chain" is to obtain credit services for enterprises. Secondly, decompose the work into everyone's daily life, and grasp the implementation of 1 and the rationality of the indicators; 2. The authenticity of the data; 3. Fairness of incentives; 4. Let every employee participate; 4. Create an immediate incentive mechanism.

Fifth, the "Huck Fish" theory. Eating "Huck Fish" is a merging mode. The fish is in a state of shock, which shows that there is something wrong with the thinking and concept of the enterprise, but it is only "shock" and its body is not rotted, so the hardware of the merged enterprise is OK. If Haier wants to eat the enterprises that meet these conditions, it will survive as long as it injects its management culture. Haier merged Red Star Electric without spending a penny, and only three people were sent from the original personnel and equipment. Moreover, they entered the corporate culture center instead of the finance department for the first time. It is logical to talk about Haier's business philosophy and management model and innovate management concepts ... to acquire a loss-making enterprise.

Analysis: They believe that the key to the success of M&A is to see whether their own enterprises have excellent business models. Haier has. McDonald's has a very successful experience in this respect. It uses an immutable module-the business model of the whole world. Dining there, enjoying the same service all over the world, is extremely strict; Secondly, our own management model should be very successful, otherwise it would be a disaster to merge other enterprises. Haier instilled an important principle: the 80/20 principle when merging enterprises. That is, in an enterprise, the manager is a minority, but he is the key; Employees are the majority, but from the management point of view, they are subordinate. In other words, the key minority restricts the minor majority. Therefore, if there is something wrong with the enterprise, the manager should bear 80% responsibility. When the manager is caught, the system is caught. The so-called outline leads to the effective operation of the whole enterprise.

Six, other management skills.

(1) Three steps to solve the problem: emergency measures-temporary emergency treatment of the problem to avoid the expansion or deterioration of the situation. Emergency measures must be decisive and effective; Transitional measures-on the premise of fully understanding the causes of the problem, take measures to recover the losses caused as much as possible and ensure that similar problems will not happen again; Cure the problem-taking concrete and operable measures against the root of the problem can cure the problem from the system and eliminate the external environment where the management work has problems.

(2) Nine control elements 5W3H 1s: 5W-Why (standard) where (place) who (person in charge) when (progress); 3h-how (method) how much (quantity) how much cost; 1s-security.

(3) 6 S: classification-leave the necessary and remove the others; Rectification-if it is really necessary to move in, it should be neatly placed and marked according to regulations; Cleanliness-all visible and invisible places in the workplace are cleaned; Cleanliness-keep the results of sorting and cleaning, and keep it clean and bright; Literacy-every employee develops good habits, abides by rules and has a good reputation; Safety-All work is based on safety.

(4) 6S Big Footprint: "6S Big Footprint" is Haier's original method to strengthen production site management. The location of "6S big footprint" is at the production site; How to use the "6S Footprint" is to sum up the day's work on the "6S Footprint". If you have outstanding achievements, you can stand on the "6S big footprint" and share your experience with you. If there are any mistakes, communicate with everyone so as to get help from peers and improve faster.

(5) Focusing on market competition, Haier put forward the "three-eye theory" and "floating ship method". The "three eyes" of an enterprise are used to stare at employees and users, at the government, at market changes, at them, seize various changes, and turn them into opportunities for enterprises to take off; "Floating boat method" is a way of thinking in market competition. If the product is perfect, the opportunity may be lost. As long as it is a little higher than the competitors, or better, it can be financed at half the cost. As long as it is higher and always stays above the market level, it can be above the competitors.

(6) Haier's values are only two words: innovation. Enterprises are like cars on the highway. If it meets a little obstacle, it will capsize. Otherwise, the only choice is to innovate constantly, break the existing balance and establish a new balance. Innovation depends on speed, otherwise "water will be ineffective if it flows through Sanqiu"!

A revelation: Haier's continuous mergers and acquisitions and the establishment of some new enterprises are all done in accordance with Haier's management model, which requires the top management of enterprises to have the spirit of "sticking to their goals and not relaxing", constantly competing with themselves and never giving up until they reach their goals. Most enterprises obviously lack this tenacious perseverance.

Revelation 2: For example, the director of an enterprise in Shenzhen graduated from an American university with an MBA. In order to learn from Haier, he implemented 7S management, which is more than Haier's 6S1s. Banners about enterprise ideas and entrepreneurship are hung everywhere in the enterprise, which are very well written. From these surfaces, we can feel that this is an excellent enterprise, but this is not the case at all. In fact, the 7S management of this enterprise is a slogan, and there is corruption within the enterprise. So they only learned a trick and a half, but didn't learn the essence of Haier management, or although they learned well, they didn't work hard in combination with the actual situation of the enterprise.

Revelation 3: Enterprises rely on a good mechanism to manage themselves. Haier can closely combine culture and system, and the cultural level will only account for 30%, while the more important implementation system will account for 60% to 70%. Some enterprises have new market ideas, but they just can't implement them. The reason is that a good enterprise management mechanism has not been formed.

Revelation 4: The key to learning Haier is to learn Haier's management thoughts, not its specific practices. Because management is the process of turning ideas into behaviors, managers play an important role in this process and must be rebuilt and tempered according to the actual situation of enterprises. In addition, it should be noted that Haier itself is still an immature enterprise before the WTO, and it is not a omnipotent god, because its international operation time is still very short, and it needs to accumulate experience in the struggle of international operation.

Revelation 5: Before applying Haier's experience, enterprises should carefully examine how far Haier's system is from your business philosophy. In fact, there is a functional relationship between system and idea. If the concept changes and the environment changes, then the system will also change. Environmental influence concept, concept-guided behavior, environmental restriction concept and concept-influenced behavior. When the environment changes, it is difficult to avoid the ultimate failure of the enterprise by imitating the enterprise and copying the system.

Revelation 6: The key to learning Haier is to learn and use it flexibly, because no matter how good Haier management is, it belongs to Haier, and it only applies to a specific Haier culture. If we want to learn from Haier's management experience and skills, we must make necessary sublation according to the actual situation of our enterprise.