Lin Huowang didn't offer many pleasantries or speak in a gradual manner, because time was of the essence. The international situation, the rivalry between two superpowers, was fleeting. China wanted to avoid repeating past mistakes, to rise more rapidly, and to have more say in the international arena.
Lin Huowang had to take swift and decisive action. There were still many important plans and arrangements to be made, and he couldn't afford to waste too much time in the Northeast.
Therefore, his meticulously planned reform policy for Northeast China can be summarized in five words: kill, train, use, pacify, and abandon.
He ruthlessly removed bureaucrats like Director Zhao, who were incompetent and even obstructed reforms. He replaced them with a group of young cadres who were truly skilled and eager to get things done. Many of these young cadres possessed genuine talent, but they were often suppressed by senior officials, their ambition stifled – a real pity.
So when the central government finally realized this, it hurriedly promoted the rejuvenation of cadres. As a result... it's a bit funny, the young cadres who were delayed earlier just happened to become "old cadres," and the opportunities they had finally waited for were replaced by younger people.
Therefore, good policies must be implemented at the right time; this is what is meant by "seizing the opportunity."
He trained a group of people: He brought in a quality control team from Shekou to thoroughly "brainwash" the veteran workers from Northeast China, instilling in them the concept that "quality is life." To produce products that meet international standards and ensure the quality of the production line, relying solely on the workers' self-discipline and reward/punishment methods is unlikely to succeed.
A sound quality management system is the true lifeblood of a company. As long as the system is in place, even if older workers leave or retire, the consistent quality of products can be guaranteed through the operation of a well-functioning system.
He employed a group of people: those technical backbones and veteran engineers who had been suppressed for many years were treated as honored guests by Lin Huowang, who provided them with high salaries, housing, and respect, giving them a second spring. This move was actually combined with the "killing a group of people" mentioned above. Those who were killed had to be replaced, which put Lin Huowang's personnel management strategy to the test.
However, no matter how brilliant Lin Huowang was, it was impossible for him to know so much about the personnel of every factory in Northeast China. Even with the help of reliable people, it would be difficult to truly understand who the truly capable cadres were in each factory.
Therefore, Lin Huowang adopted a strategy of focusing on the big picture and delegating authority, personally inspecting and securing the major factories first. For the smaller supporting factories, he adopted a one-size-fits-all approach, assigning technically skilled personnel to key positions, with those possessing management abilities providing support. While this approach inevitably led to some problems, it was the best method at the time, after careful consideration.
The "factory director responsibility system" adopted later in the reform of state-owned enterprises is actually a similar concept.
To appease a group of people: Lin Huowang naturally understood the thoughts of the vast majority of ordinary workers best. He didn't have any fancy or impractical tricks.
It's very simple, just throw money at it!
Overtime pay, bonuses, and subsidized housing were all directly paid out to them.
When the workers saw that working for Advisor Lin would really mean they could make a living, their enthusiasm soared. Naturally, the workers were the first to object to anyone who dared to obstruct the reforms.
As a result, many of the reform measures that Director Zhao had previously mentioned would be opposed by the workers became the first and most resolute supporters of the workers.
With the support of the grassroots, Lin Huowang also set up a "reform complaint mailbox". Any worker who discovers any measures that do not conform to the reform or the factory's double-dealing can write a letter to report them. After verification, they will be rewarded.
This means that Lin Huowang gained the support of the broadest working class in Northeast China, which means he had hundreds of thousands or even millions of eyes and ears.
Abandoning a group of people: Finally, for those small factories that were truly beyond redemption and whose production capacity was outdated and could not be upgraded, Lin Huowang showed no mercy and decisively chose to shut them down or merge them, without any hesitation. This also included those workers who repeatedly failed to improve; the bottom-ranking elimination was no joke.
However, in this era, openly dismissing a worker had too much of an impact. Lin Huowang's compromise was simple: a change in job nature, from a high-paying frontline worker position to a less demanding and easier position such as logistics or internal affairs, but with a 50% pay cut.
The principle of flattery is simple: if you don't want to work hard and earn a high salary, that's absolutely impossible. If you want to be lazy and have an easy life, then don't envy others who earn high salaries and bonuses.
Under such incentives and contrasts, many long-time employees who were transferred to easier positions for slacking off ended up crying and begging to return to their original posts.
Many of those who were abandoned returned to their posts and worked even harder and cherished their jobs more than before, with some even becoming model workers and quality pacesetters.
It can be said that Lin Huowang relied on "three advantages" and had the powerful backing of the "elder" above him.
With the huge sum of US dollars earned from the "Dragon Brand" paving the way, and being a native of Northeast China who was well-versed in the local customs and problems, he was able to accomplish this seemingly impossible task.
Or rather, only conditions like those of Lin Huowang could possibly completely solve the industrial problems in Northeast China.
Two months later.
When the first batch of British Land Rover and Rover engine production lines arrived at FAW Changchun, they were not met with shirking responsibility and wrangling, but with a disciplined, eager, and even impatient modern industrial army.
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