His Excellency Yuki Watanabe, from Osaka, traveled thousands of miles to Tianyang, and became the director of a battery factory that almost collapsed.

Watanabe's management style is quite different from Zhou Qingfeng's. He has excellent patience, and on the first day of employment, he chatted with the workers in the factory one by one.

God is pitiful, many workers in the factory have stayed in Tianyang all their lives, and they have never even been out of the province. A few days ago, if an old devil would come and chat, they wouldn't believe it.

Almost all the employees were so nervous that they couldn't make a fart or say a few words.

But Watanabe has been in China for many years, and the Chinese language is a thief. He changed his serious and old-fashioned appearance, chatted very cordially, talked about homely, talked hard, and always found a topic to move people's hearts.

There are nearly 500 people in the whole factory, and they came one by one, which is enough for Watanabe to talk for two months. But in fact, he only chatted for three days, and he roughly figured out the details of the factory.

What is the history of the establishment of the factory, the contradictions of the employees, the anecdotes of the cadres, Watanabe all excavated. Many things were only known to veteran workers like Lin Zhengyi, and now he knows about them.

On the fourth day after the mapping was over, Watanabe began to exercise his management powers. As soon as he made a move, he subverted the original production model in the factory.

Total quality management, full participation, every link of production can be traced. Emphasize preventiveness, spend more time and cost early, and avoid after-the-fact processing.

Customer-oriented redesign of products and production processes. Strengthen system supervision and do not allow a loose and disorderly work attitude. All processes are decomposed, and all are done step by step.

To put it bluntly, it is a board and a glance, and no corners are allowed. For example, the electrode should be polished after welding, and it is stipulated that the grinding will be polished several times, and the front-line workers cannot come at will.

Establish a strict product sampling inspection system, and the problem must be traced back to unqualified sampling? Whoever has the problem is responsible, and the performance of the supervisor must be linked.

In short, it is to follow the rules and regulations meticulously, and no one is allowed to make random claims.

Don't think it's easy. For a long time, state-owned enterprises have had the problem of poor quality of cadres and workers and inadequate skill training, which is no better than the third brother.

The workers of a large military factory have a big temper, dare to change the design drawings at will, violate process discipline, do not operate according to process specifications, change the production process at will, and install fewer parts.

There is a strange story that 300 J-6-3,299 aircraft were unqualified.

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

For Watanabe, poor quality workers don't need to use their brains too much because they are too poorly educated. The rigid Japanese management method is more effective.

According to Watanabe's interviews for three consecutive days, it was found that once the workers of the battery factory used their brains, they did not think about how to do better, but were lazy and slippery.

In order to establish a sense of quality and discipline, Watanabe stood at the door of the battery factory early in the morning. Go to work at eight o'clock, and be late at eight and one.

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

Watanabe smiled three days ago as if he wanted to be friends with all the employees of the factory, and after two days, he could scold for an hour when he caught his mistakes, and he came alternately in Chinese and Japanese.

If the person who is scolded resists, he will be fired directly to establish the authority of the management. The rest of the workers were often scolded and trembling.

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

The people who returned from studying all scolded Watanabe for being a smiling tiger, but on the bright side, they were really afraid of the old devil who buckled the details to the extreme.

Watanabe scolded for three days, and the battery factory fired more than a dozen workers. Arriving late and leaving early, smoking and chatting, and messing around are basically eliminated.

This kind of thing can never be done by changing to a 'good gentleman', you have to be ruthless with an iron face, and the six relatives don't recognize it.

Watanabe himself felt refreshed, drinking the 'health tea' sent by Zhou Qingfeng, and feeling the awe and 'greetings' of the whole factory staff from top to bottom.

With the surface problem out of the way, the next step is the production details.

Lead-acid batteries, the process is too old.

Lead strip rolling, lead paste and making, grid making, lead paste filling, curing and drying, polar group casting welding, etc. are all standardized, all according to the process manual.

The stricter the requirements, the more problems are exposed - many workers have been working for more than ten years and cannot understand the process manual. Even the technicians in the factory are not familiar with it, but they are too troublesome and unwilling to carry it out.

When Zhou Qingfeng knew about this situation, he sighed. He thought of 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.

In the face of similar problems, it is good to use similar methods to solve them.

"There is nothing superfluous to say, if you don't change your mind, you will change people. This 100,000 yuan a month seems to be worth it, let Watanabe do his best. ”

Zhou Qingfeng has always only looked at the actual results, regardless of his background. Whoever can do a good job, he will support whomever he wants.

This power to let go completely gives Watanabe a lot of confidence. He simply shut down the factory and spent a month training for the workers, and only those who completed the training were hired.

After this set of combination punches, the employees of the city battery factory go to work every day as if they go to the grave, and they almost cry and cry and wear filial piety.

Within half a month, more than 50 people could not stand the strict discipline and resigned themselves. In the second half of the month, more than 50 people were dismissed because their learning ability was too poor.

The number of employees in the whole factory has fallen to more than 300. The factory area is much more empty. Some people were so angry that they ran to the city government to complain, saying that Zhou Qingfeng had sent a *** element to abuse them.

In the factory, you have to memorize the factory rules every day, and you have to check the study status, even the old workers in their forties and fifties are no exception.

All employees must be dressed neatly every day, and all processes must be recorded in a form. Parts can not be placed randomly, the operation can not be redundant, and all ineffective activities in the production process are eliminated.

After hearing the complaint, the city expressed deep sympathy, but said that it could not help, and by the way, the complainant notified the battery factory, so a few more were fired.

Zhou Qingfeng was very interested when he heard this, and personally went to the battery factory to learn from Watanabe. But he soon found that he couldn't learn this way of management with his temperament.

This kind of management method of deducting details is not only tired of employees, but also tired of managers, and there must be a stage of habit formation to adapt.

But......

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

"This is probably the prototype of a sweatshop." Zhou Qingfeng visits Watanabe's renovated battery factory. The latter is breaking down the process, spending a lot of money to build an assembly line, and using machines to improve efficiency.

This reduces the need for labor and allows workers to quickly become proficient in the few remaining processes. If anyone is lazy, the whole assembly line will slow down and will soon be discovered.

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 actions, and they were so tired that they didn't even have the strength to speak after working for a long time.

The benefit is that product quality and production efficiency have improved linearly, and costs have dropped significantly. The disadvantage is that the workers are under great mental pressure and their work is extremely boring and monotonous.

Zhou Qingfeng doesn't have a good solution to this, at most - overtime pay.