Many trainees chuckled softly, as if they felt there was no need to think about such a thing.
"The GM employee inadvertently discovered an oil leak at a screw on the transmission mechanism above the oil stain. Okay, according to normal logic, wouldn't you just find a wrench and tighten the screw, and the oil leak would stop?"
Seeing that many trainees were nodding, the IBM employee continued with a smile: "He didn't do that. Instead, after checking all the screws and confirming that only this one screw was leaking oil, he started to think about why this screw was leaking oil."
The students in the class remained silent, and they were all thinking about the question.
The IBM employee continued, "He unscrewed the screw to check and found that the washer on the screw was worn out. So, the third and most normal reaction would be to replace the washer, which would perfectly solve the oil leak problem."
Seeing all the trainees nod at the same time, the IBM employee said, "No, he's thinking again."
"Hahaha..." The trainees burst into laughter. It seemed they had encountered a thinking maniac. According to our tradition, even if we found oil on the ground, we would wipe it up first.
If it's discovered a second or third time, it'll probably only take a wrench.
Once the oil leak is discovered, who will think about what happens next?
"The employee unscrewed several screws around the oil and put them together, discovering that the leaking washer was not made by the same factory as the other washers. So he reported this information to the purchasing department."
They also suggested that using this type of gasket might make oil leaks more likely in the future.
The trainees remained silent, pondering the story.
An IBM employee then asked, "Has anyone noticed how this GE employee handled the problem?"
Please remember, this is called the root state.
Just like how we use conventional thinking, we identify a problem and then solve it. This is a very inefficient management approach. Instead, we should learn to identify a problem, ask ourselves at least a few questions, such as "Why?", before seeking solutions. Solving the problem should be the last step.
Only when you have this kind of problem-solving approach can you get to the heart of the matter: where did the oil on the ground come from?
Immediately, all the trainees looked up to see if there was a transmission mechanism.
When he saw that the space above his head was empty, he fell into thought again. Where did the oil come from?
"Finding the problem and dealing with it promptly is also a way to save costs."
Xing Baohua listened from the sidelines, feeling quite pleased. Fifty million! He'd bought a pot of toxic chicken soup.
After all, this thing can open up one's mind and intellect.
In China, there isn't a lot of inspirational quotes, case studies, or that kind of motivational stuff.
Let's open up some of our rigid ideas.
Lead the applause.
We'll discuss philosophical concepts appropriately, but for the vast majority of the discussion, we'll rely on data to support our arguments.
A small group of people in the city held a small meeting.
The meeting was to discuss how to help the electronics factory restructure its shareholding, and to see how to use the precious 50 million yuan to develop some enterprise management techniques in the absence of constraints, under the current environment, and with a shortage of foreign exchange.
Does management require spending money?
We should hand over more than 50 million yuan and send more experienced veterans to guide the work, ensuring that every aspect, from management to production, is done properly.
Those attending the meeting all harbored grievances, but they couldn't openly obstruct the development of the electronics factory.
In the end, the discussion turned to using public opinion to put pressure on the electronics factory, with them stepping in behind the scenes to help the factory handle the situation.
They sang in harmony, creating it all by themselves.
Local media cannot report on this; we can only start from the periphery.
Find a social commentator to explain the situation and ask whether Luzhong Rice Group should have spent over 50 million US dollars.
Given the country's foreign exchange shortage, why was it so bold to spend this money? Who gave them the right?
Aren't our experienced veterans a good fit? Two satellites and one satellite have already been launched; do you really think we can't come up with our own solutions?
The storm of public opinion has once again brought up the issue of whether outsiders are better at preaching.
Given the current context, wouldn't it be great if we could save those 50 million US dollars?
No matter how strong the wind was outside, it didn't blow down the rice electronics factory. Everyone continued doing what they were doing.
Factory Director Li was still somewhat worried, so he took several high-quality newspapers to Xing Baohua.
"Xiao Xing! Why don't we contact the universities and colleges we cooperate with and get them to speak up? If this continues, we might get drowned in all this gossip!" the old factory director said with a worried expression and a sigh.
"Please sit down, Uncle Li." As he spoke, Xing Baohua led the old factory director to the reception sofa.
The two sat down, and Xing Baohua started boiling water and preparing the tea set. While waiting, Xing Baohua offered the old factory director a cigarette.
"I suspect some people are just jealous because our factory is making so much money. They insist on bringing up over 50 million US dollars. It's a problem, but how to spend and make money is a matter for the company itself," Xing Baohua said.
“That makes sense, but others don’t understand! It’s a virtue to be wholeheartedly dedicated to serving the country. How about this, we invite one or two well-known veteran comrades to come and oversee things, and shut those people up?” The old factory director was also troubled as he helped Xing Baohua come up with a solution.
"Uncle Li, it's not that I look down on the older generation, but their thinking is outdated. We have a lot to learn from the experiences of others, whether it's IBM or Motorola. They can maintain their growth and expansion for decades or even centuries in the capital market."
Why?
With a professional managerial model, if this year's performance doesn't meet expectations or save me a lot of money, the most direct approach is to replace the general manager and remove all types of supervisors.
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