2006-2-17
From a monthly loss of about 13 million yuan, to an average monthly loss reduction of more than 7.6 million yuan, and then to the branch factory achieving a monthly profit of 780,000 yuan;
From people being distracted by things and thinking, to breathing with the company and controlling its destiny;
From holding the "iron rice bowl" and waiting for customers, to taking the initiative to seize the market;
This huge change only took a few months.
How did Jiangxi Evergreen Cement Co., Ltd., a state-owned enterprise on the verge of extinction, struggle out of its predicament and regain its vitality?
Let us go into "Dieffenbachia" and explore the secret of its success. Voice of the enterprise: If we do not carry out "remedial lessons" in the reform of the "three systems", the enterprise will die.
“Work hard and fight tenaciously to ensure the completion of the 2006 work tasks”, “Learn from outstanding employees and set off a new upsurge of comparison, learning, catching up, helping, and surpassing”... At the beginning of the new year, the reporter came to Jiangxi Wannianqing At the Yushan Cement Plant of Cement Co., Ltd., the red slogans that can be seen everywhere made reporters feel the vitality of the company. Although it is more than an hour after the end of the day, employees in many offices are still busy.
Employees said: "It is the reform of the 'Three Systems' that stimulated our enthusiasm and initiative."
Once upon a time, "Eternal Green" was once brilliant and was one of the top 500 companies in the country. , ranking among the top ten in the national cement industry.
Sail against the current. If you don’t advance, you will retreat. In 2001, when the reform of the personnel, labor and distribution systems of state-owned enterprises across the country was vigorously carried out, the "evergreen" lying in the rocking chair of "good economic benefits" was still intoxicated with his profits of tens of millions of yuan a year.
In June 2004, the second production line of Yushan Cement Factory, a subsidiary of Evergreen Co., Ltd., was put into operation, with a production capacity of 2 million tons. However, within a radius of less than 100 kilometers, more than a dozen Zhejiang private enterprises, large and small, have emerged, with a production capacity of more than 30 million tons, and the market competition is extremely fierce. At the same time, on the one hand, the cement market demand has declined, on the other hand, coal and electricity prices have increased, and production costs have increased significantly. That year, Dieffenbachia Co., Ltd. suffered a loss of 47 million yuan. From January to July 2005, the company suffered a monthly loss of about 13 million yuan. Among them, the Yushan Cement Plant was in a semi-stop production state, with a monthly loss of nearly 6 million yuan.
If you are poor, you will want to change. The troubled "Eternal Youth" realized that only by changing the old system that hindered economic development, advancing with the times, and updating concepts can the company survive. In September 2005, Yushan Cement Factory began to carry out drastic "make-up lessons" in the reform of the "three systems".
Personnel aspects-dismantle organizations and streamline personnel. The original 16 workshops and departments were merged into 13, and the number of middle-level cadres in the factory was reduced from 39 to 26.
In terms of labor, a two-way selection and survival of the fittest system has been implemented, and the number of people on the job has been reduced from 538 to 481.
In terms of distribution - break the inherent distribution system and implement salary determination based on position. At the same time, performance appraisal is adopted to reward hard work and punish laziness, widening the income spectrum and tilting the income towards front-line employees with high technical content, heavy workload and poor working environment.
The "Three Systems" reform has broken the traditional thinking model of state-owned enterprises. Cadres can be promoted or demoted, and there is no tenure system. Yu Xulin, a middle-level cadre, has worked in Yushan Cement Factory for more than 20 years. Before the reform, he was the deputy director of the cement workshop. After being unsuccessful in the competition, he became an ordinary employee in the production department. He said that reform is the general trend. Although my personal interests have been harmed, only if the factory can survive can we have hope.
The labor value of front-line employees has been reflected, and their work enthusiasm and initiative have become higher. Ruan Caixia is the monitor of the central control class. Although this position is a key position in the factory with high technical content, her income is about the same as that of an accountant in a less casual position. After the reform, his monthly income exceeded 2,000 yuan, three or four times that of an accountant. He said with emotion: "In the past, the wages were high because of the long working experience and the time in the factory. Now, the value of our labor is truly reflected." By eliminating one or even several pitfalls, employees have a full workload and are more efficient. In the past, the bus at the factory had the most people at 5 o'clock in the afternoon. Since 2013, there were often no seats available, but at 10 o'clock at night, the bus at the factory was packed to the brim.
The employees consciously extended their working hours and took the initiative to make suggestions for the development of the company. The cohesion and centripetal force were greatly enhanced. Enterprise voice: Enterprise management must be strict, and management is efficiency.
"Pingxiang Wupi Yongfa Coal Co., Ltd., the contract calorific value is 5300 kcal/kg, the actual calorific value is 5206 kcal/kg, the calorific value deduction is 9.4 yuan/ton..." in Yushan In the supply department of the cement plant, the reporter saw such a form. In order to strictly control coal quality and minimize costs, starting from November 2012, the factory stipulated that if the calorific value per ton of coal entering the factory is 100 kcal lower than the calorific value specified in the contract, the supplier will be deducted 10 yuan per ton. For money exceeding 100 kcal, a reward of 5 yuan per ton will be given.
A supplier transported a batch of coal from Ningxia to the Yushan factory. When it was inspected at the factory, it was found that the calorific value per ton of coal was low by nearly 800 calories. According to regulations, he will be deducted 80 yuan per ton of coal, so he will lose all his money on this trip. This supplier works in the factory every day, hoping that the factory will be "high-handed". It took half a month and came back without success. This approach was simply unthinkable before.
For an enterprise, plugging management loopholes means reducing costs and increasing benefits. After careful analysis, Dieffenbachia Co., Ltd. realized that starting from the inside and strictly controlling management is the key to turning losses into profits. To this end, the company has established the concept of scientific management, regards procurement management as an important link, and requires production and efficiency from management.
As a result, a series of rules and regulations such as the "Coal Procurement Management Measures" and the "Measures for Estimating Incoming Coal" were successively promulgated. During the reform, the supply department of Yushan Cement Plant changed the previous single procurement practice and implemented open bidding to strictly control the price while ensuring quality. Each workshop and department has formulated cost indicators and assessment methods, and implemented a method of monitoring all employees and linking everyone.
The strict management system prevents coal suppliers from shoddy products, and the staff of the factory supply department have become more careful with their budgets. A staff member of the supply department said: "In the past, when purchasing, I just made a phone call to the supplier and the goods were delivered to my door. It was very comfortable. Now, for everything from a large piece of equipment to a small spare part, we have to contact the manufacturer and merchant directly. Contact us, make inquiries from multiple sources, and do comparison shopping.”
By reducing intermediate links, the factory’s raw material prices have been reduced by 30%. In 2012, after October, the purchasing price of sandstone dropped from the original 18 yuan per ton to 10.9 yuan, saving more than 200,000 yuan per month; the purchasing price of raw coal dropped from the original 520 yuan per ton to about 480 yuan, which can save a year Nearly 1 million yuan; the purchase price of mechanical parts dropped by 33.8%; the price of auxiliary materials dropped by 13.18%. Dieffenbachia Co., Ltd. reduced procurement costs by 4.6362 million yuan throughout the year.
At the same time, every effort is made to reduce energy consumption and increase efficiency. The Yushan Plant increased the amount of mixed materials added while ensuring the quality of the cement delivered from the factory, which not only reduced costs, but also digested tens of thousands of tons of industrial waste annually; during the preparation process of raw meal, heat energy from coal gangue was added to make the cooked meal The coal consumption during the material training process has been reduced from more than 180 kilograms per ton of clinker to about 160 kilograms.
The baptism of reform and development has allowed "Eternal Green" to climb uphill and overcome obstacles and be reborn. In October 2005, the first month after the reform, Yushan Cement Plant produced 110,000 tons of cement and clinker each, reducing losses by 2.33 million yuan; in November, sales of cement (clinker) reached 13.5 million yuan. The performance of 10,000 tons once again set a new record, and continued to reduce losses by 1.5 million yuan on the basis of October; in December, sales volume hit a new record of 171,400 tons, turning losses into profits in one fell swoop, achieving a profit of more than 780,000 yuan.
In the new year, young people are full of energy and confidence. Evergreen Co., Ltd. proposed that all holding companies and wholly-owned subsidiaries will achieve no losses in 2006.
“The foundation will last forever, and it will last forever.” When leaving Evergreen Co., Ltd., the words on the gate suddenly caught the eye of the reporter. Yes, this is not only the common wish of all young people, but also their solemn oath! With this determination, "Dieffenbachia" will surely be able to regain its glory.
Source: Jiangxi Daily