Forming the blue army, promoting the deepening of reform

On March 29, 2021, at the regular meeting of the managers on Monday, General Manager Mr. Wang Fenghua proposed to set up the Blue Army, promote the deepening of reform, and elaborated the necessity of setting up the Blue Army Department, and the Blue Army Department should play a positive role in five aspects.

The Blues had their roots in Israel's "Foreign Air Force Model Brigade" in 1966. Later, the United States, the Soviet Union, China and other countries, according to the needs of different times, set up their own blue army. The so-called Blue Army refers to the troops that play the role of the imaginary enemy in the simulated confrontation exercise, and can imitate the combat characteristics of any army in the world and conduct targeted training with the Red Army (on behalf of our front troops) or the Blue Army (on behalf of the imaginary enemy troops). In recent years, the company has implemented a series of reforms focusing on strategic planning and strategic projects, such as NPI of engineering, MPS of logistics, business operation mode, rank evaluation of human resources, assembly line mode of production units, etc. In the reform process, some projects have created dividends for the company, some need to be further deepened, some fail to meet the expectations of the company, and some reform projects run aground or stop halfway. The purpose of forming the blue team is to make the reform of the enterprise go into the deep water zone, and make the blue team play the catfish effect, and further activate the motivation of team reform and innovation through external forces. So, what positive role does the Blues want to play?

First, point out the problem.

As the Blue Army, we should be good at finding problems and fully investigate the actual operation of various departments to find out whether the actual operation deviates from the overall planning of the company and whether it meets the strategic needs of the enterprise. The newly established Blue Army Department is mainly responsible for the picket work of logistics, quality, engineering, business, human resources, finance and other systems. As the Blue Army Department, it should sort out from the three aspects of source planning, operation logic and execution process, have an in-depth understanding of the actual operation of each system, find out the crux of the problem with its own professional knowledge, and make corresponding diagnosis to lay a solid foundation for later improvement. The company requires that the blue team must have a keen sense of smell, dare to tell the truth, and analyze and summarize the problems found every week, and make a report at the managers' regular meeting on Monday.

Second, ask for improvement.

Finding out the problem is only the first step, the most important thing is to find out the root cause of the problem through diagnostic analysis, and make corresponding improvement. In the improvement aspect should carry out the work from the following two aspects. One is to improve the planning. For example, the optimization of the process, the purpose of the optimization of the process is to make the process simpler and faster, so that employees can do things better and do "good" things. Second, we will correct deviations in implementation. In the process of picketing, if the Blue Army Department finds that the executor does not follow the company's requirements, the Blue Army should rectify the deviation in time and pull the employee's behavior into the right track. In short, improvement is the pursuit of faster, better; more concise to achieve the goal of work and by means of choice or method change, things or actions for the better direction of correction or adjustment, simply is to change the status quo, so that the results become better.

Third, guidance and training

In the process of investigation, the Blue Force Department found that the staff's professional ability is insufficient, the logic relationship is not fully understood or the implementation method is improper. The blue army department should help the red army to solve the problem of whether it knows or can't, and should instruct the executors to do what, how, when and to what extent. The work of blue army should be closely combined with Qi-Hang college. Through investigation and analysis and collection of training needs, we should work together with qi-hang college to formulate training plans, develop training courses, organize corresponding professional skills training, and verify the training results. The purpose of guidance training is to improve the awareness, knowledge and skills of the executors, and make the employees become "well-trained", that is, well-trained behaviors and thoughts, and finally form a "well-trained culture" inside the enterprise. Of course, this has certain requirements and challenges for the individual ability and professional level of the Blue Army. If there is no excellent professional knowledge and strong skill level, it is difficult to guide and train the staff, and it is difficult to achieve the "well-trained" of the staff.

Fourth, ensure results

Any management activities should be results-oriented, without the results of the process again full is useless. Just like the fruit growers planting peach trees, even if the peach blossoms in spring are gorgeous, in the eyes of the fruit growers, it is just a growth process that must be experienced for the future to bear rich fruits. For fruit farmers, the purpose of planting peach trees is to be able to harvest the fruit, not to see the peach blossom. Ouhai is an enterprise pursuing results and profits. As the blue army department, we should also be results-oriented, that is, we should consider problems from the perspective of results and implement a series of management activities from the perspective of results. Many management cadres are very busy at ordinary times. When the performance appraisal results come out, they often complain: "I have been very hard this month. I have spent a lot of energy and time. In a goal-oriented framework, there is no such thing as "hard work," only the achievement of the goal and the desired outcome. To some extent," hard work" is simply a sign of inefficiency and incompetence. If the goal is not achieved, the resources invested by the company and the management activities undertaken by the individual are a waste, or introversion.

Fifth, continuous improvement

Any reform is a process of continuous improvement. When a certain stage goal is achieved, managers should propose new goals for themselves and the team, and draw up plans, match resources and put into action according to the new goals. As the Blues, it is the same. Only by constantly putting forward new goals for the Red Army can the team's vitality and creativity be stimulated. For example, the assembly line production mode, in the early implementation, we realized the improvement of the overall output of the team or department, but after a period of operation, we found that the assembly line production mode failed to give full play to the potential of some employees who are quick in action and have high personal efficiency. At this time, the Blue Army Department should study and explore how to further improve organizational efficiency and give full play to personal efficiency based on the concept of fine management. As managers, our job is to maximize resource use and efficiency. Continuous ascension is a continuous cycle, just as we take stairs, although we repeat the same movement over and over, but the result is higher and higher.

The formation of the blue army is to let the reform of the enterprise into the deep water zone, let the blue army play a catfish effect, so as to activate the power of our team reform and innovation. At the same time, it can play a positive role in finding problems, guiding training, continuous improvement and promotion, etc. It is also expected that the Blue Army Department will dare to think and act, give full play to its own maximum value, help the enterprise to realize the maximum utilization of resources and efficiency, and finally be reflected from the performance and results.