The leader of the project reform should focus on three things

At the general manager's office meeting on May 13, 2020, Mr. Wang explained that the project reform leader should focus on three things.

When we promoted reformation, we found that some projects were slow in progress, some were abandoned halfway, and some projects has promoted for a long time without benefit. Through analysis, we found that the leader of the project still has the following deficiencies in promoting the reform, which needs to be further deepened.

1. The preliminary investigation should be sufficient

Whether it is market expansion, technology development, or management reform, we should do a good job in the preliminary investigation. Chairman Mao put forward famous arguments such as “there’s no right to speak without investigation” and “there’s no right to speak without correct investigation”. In 1917 and 1918, Chairman Mao successively went to Changsha, Ningxiang, Anhua, Yiyang, Yuanjiang, Liuyang and other places in Hunan to conduct "study tour" -style investigations, which deepened his understanding of China's national conditions and inspired Revolutionary enthusiasm. After the May 4th Movement, Chairman Mao began to consciously use Marxist theory to guide investigation and research. Among them, "Analysis of Various Classes in Chinese Society" in 1925 and "Inspection Report of Hunan Peasant Movement" in 1927 are great Marxist documents. In 1926, he obtained a large amount of first-hand information through investigation and research, and wrote the investigation report "Examples of Chinese Tenant Farmer's Life", which was used as a vivid teaching material for the "Central Peasant Movement Workshop". It was Chairman Mao’s full investigation before the revolution that eventually replaced the dogmatic and capitalist leaders Wang Ming and Bogu as the supreme leader of the Communist Party of China. The same is true for internal management of an enterprise. Without investigation, there is no right to speak, and no right to make decisions. Because the early research work can avoid dogmatism and formalism. For example, the logistics department should do the following preliminary research work before promoting the plastic frame continuous row mode: how many processes are there from injection molding to finished product, the processing time of each process, the minimum standard transfer amount, and lead time ( Preparation time), etc. At the same time, it is necessary to combine the efficiency of personnel and machine to evaluate. For reform projects such as new processes, new technologies, and new management models, we should not be limited to research within the enterprise, but also go out to understand how leading companies are reforming. We have to learn to stand on the shoulders of giants and look at problems, so that we can look further, save time and effort. The preliminary investigation is an important part of propelling the reformation. If the research work is not sufficient, then the propelling process will face various unexpected difficulties, resulting in the propelling work not being sustainable, or even fruitless.

2. The propelling process should be in-depth

The propelling of a reformation, as the leader, should participate in the whole process, and provide corresponding training and supervision to the project team members. For example, the R & D and promotion of a new process or new technology will go through testing, detection, small batch trial production, small-scale promotion, process standard formulation, and finally to large-scale promotion. Every link may encounter resistance or unforeseen problems, project leader should participate in the whole process and integrate resources to solve the problem until the project is successfully promoted and corresponding benefits are generated. If the project leader does not carry out in-depth reform, he cannot control the progress of the project, cannot organize effective training, and cannot help project members solve problems, the reform cannot proceed smoothly. Here, I would also like to emphasize that, whether it is technological transformation or intelligent manufacturing, we cannot expect the production workshop to propel reformation. Because workshop management has its own production tasks, they are responsible for the output of "Get it done by today", they are responsible for the quality of the products, and they are responsible for the manufacturing cycle. Any reformation needs to be promoted by the project leader or technology development department. When the reformation is successful, the leading department sets standards and organizes training, and then hands it to the production department for implementation. The project leading department must also supervise the implementation process to avoid deviations in the implementation process or to discover new problems that need to be solved, while constantly optimizing processes and standards. If our project leader only knows to ask for results from the production workshop and does not integrate himself into the reformation, then the results are self-evident. Of course, this also requires our project leader to be "free". The so-called "free" is to require our senior cadres to allocate time reasonably, and the daily working time should be divided into four quarters: one quarter of the time is used to look at reports and process mail, one quarter of the time is used to take questions to patrol the line, a quarter of the time is used for meetings, summarizing and handling exceptions, and a quarter of the time is used to promote reform and think about the future.

3. The result evaluation should be scientific

Every reform project has its goals, content and expected results. From the preliminary investigation of the project to the promotion of the process, to the evaluation of the results, it is all carried out around the goals and benefits. The benefits of the project include reducing staff and increasing efficiency, reducing costs, shortening cycles, improving quality, and improving the competitiveness of products through the development of new products, new processes, and new technologies. This requires us to establish a scientific evaluation mechanism to verify the success of the reform. Only when the evaluation result of the project reaches the expected target, we can promote it on a large scale, otherwise there may be a non-proportional relationship between input and output.

The corporate value of "embracing and driving change" is not realized by shouting. It requires participants, especially the project leader, who has a strong sense of mission and sense of responsibility. Play the role of reform leader and demonstrator in the reform process.