My good time with Haier

Time: June 2005 to September 2006; Department: overseas factory operation department of refrigerator headquarters

Haier is a well-known R&D manufacturer of household appliances in China and even in the world. Joining Haier is the common expectation and pursuit of many people with lofty ideals. In 2005, I was lucky enough to work in Haier, was baptized by Haier culture, and was lucky enough to join the team of overseas factory operation department of refrigerator headquarters. At that time, the team led by Minister Zhang Shoujiang provided strong support for the operation of Haier's overseas factories. During the team work, I remember the careful guidance and help from Minister Zhang Shoujiang, Li Hongbo, Jiang Xiaohua, Wang Shourong, Hu Gang and other leading colleagues, which laid a solid practical and ideological foundation for my future career development as a project manager and lawyer.

Time flies. It has been more than thirteen years since I left Haier and the overseas operation team in a blink of an eye, but the tense and orderly work scene of breaking ground is like yesterday. Whenever I mention my working experience in Haier, I am extremely proud. I always insist on "innovation" as the guide of my work; Take continuous learning and serious responsibility as the basic principle of handling all work; Taking the "closed-loop working mode", "Nissin system" and "one person and one person in one" as the measures to ensure the quality of work, it can be said that Haier's pioneering work ideas will run through my whole career, making me feel that I have never left Haier and the overseas operation team I once worked for.

Minister Zhang Shoujiang-"The purpose of management is to make ordinary people do extraordinary things"

According to the arrangement of the refrigerator headquarters, the people who were recruited into the refrigerator headquarters with me were all in the demand plan of the marketing department. Due to the shortage of manpower in the operation department and after-sales service department of overseas factories, several places were temporarily allocated to the two departments. After an interview with Minister Zhang Shoujiang, I was lucky enough to formally enter the operation department of overseas factories. In an interview with Minister Zhang, I suggested that English is not good and there may be many obstacles in communicating in English, but Minister Zhang encouraged me to say that it doesn't matter. As long as I study hard, I will get used to it soon and my oral English will improve rapidly. Facts have proved that Zhang is right. With the help of Zhang and his colleagues, my English level has improved rapidly, and I can communicate with foreigners basically soon. Everyone is "independent" and "horse racing is not like a horse" is Haier's original talent view. In the process of horse racing, Haier has built a platform for each of us to show our talents and fair competition. The leaders of every department, including the operation department of our overseas factory, are fully escorting our work and providing all kinds of support. Shortly after entering the department, due to the different operating modes of Haier, I was very confused about how to carry out the work in the new environment and how to cooperate with various departments to promote the implementation of all the work. When I was at my wit's end, Minister Zhang Shoujiang further explained the concept of "independent operation" to me, emphasizing that everyone at Haier is an independent "SBU", and the most important duty of company and department leaders is to provide services and support for "SBU". Under the guidance of the advanced company structure, I gradually let go of my hands and feet, actively set up a management team around the business objectives, and strive to advance the project process and make continuous efforts to achieve the project objectives. It is Haier that abandons the backward concept of "managing without letting go" in traditional management and creates a cultural and commercial atmosphere in which leaders take the initiative to be "directors". Under the matching of the talent strategy of "horse racing is not equal to horses", all the "SBU" cooperate closely, releasing endless creativity, allowing our personal talents to be displayed, and countless ordinary people have done extraordinary things together. I believe the company will be very powerful in the end.

Minister Zhang Shoujiang-"Doing things right once is the cheapest way to operate"

Doing it right once is by no means an easy task. Right, it depends on 1 and sufficient budget. 2. keep moving forward; 3, timely rectification. A serious and responsible attitude is the key to implementing the above three points. During my stay in Haier, Haier pursued a globalization strategy, and the construction and operation of overseas factories are destined to be the key work of the whole group. The overseas factory operation team has made outstanding contributions to this, and Minister Zhang Shoujiang led the team to overcome difficulties by example. In Haier, the work plan is called budget. Doing a good job is the premise if you want to complete the work goal on time, with good quality and quantity. Based on the system design of "SBU" independent operation, our staff need to form a temporary project team with other departments related to the project to discuss the specific content of the research budget and push back the time node according to the specific requirements of the project, including when and what to do; When and to what extent; Who will do it? Wait. Among them, budgeting after forming a team is definitely a test of personal ability.

As the first overseas factory established by Haier's globalization strategy, the American factory has important strategic significance. Minister Zhang Shoujiang is mainly in charge. I am in charge of the Italian factory and assist Vice Minister Li Hongbo to take the lead in handling domestic affairs. The operation of some major projects definitely needs the advice of Minister Zhang. When drafting project-related documents, Minister Zhang often helps me to check. From the logical writing, whether the theme is clear, whether it is operable or not, and even the punctuation requirements are extremely strict. It is this high standard requirement that has cultivated my rigorous, earnest and pragmatic work style. Continuous improvement is an important guarantee to do things well at one time. When the budget is made, it must be implemented. If it cannot be effectively implemented, it must be promoted. Promotion is by no means a simple "rush", otherwise it will fall into the backward management mode of "managing without paying attention" What we need to do is to judge the reasons for the delay of the project progress, and then make a solution. In fact, promotion is also a process of correcting mistakes. Therefore, it is not easy to do it right once. Simple because you found the right way to do things, not simple because the path is tortuous.

Minister Zhang played the dual role of leader and coach in the Ministry, which not only pointed out the direction for us, but also taught us how to go.

Minister Zhang Shoujiang made me deeply realize the difference in management between Haier and other enterprises for the first time. I remember when I first entered Haier, I talked to Zhang about the problem of corporate fines on the way to Huangdao Industrial Park with logistics personnel. Zhang immediately pointed out that this is a typical "custody by punishment" and does not meet the requirements of modern enterprise management. At that time, I didn't quite understand it, and thought that "fine management" was the simplest and most effective management method. But with my gradual in-depth understanding of Haier's management concept, I gradually thought that "managing good people and things" could realize the best interests of enterprises. Therefore, I now also call on all consulting units not to "manage by penalty", let alone "ignore it", but to formulate practical incentive measures to let employees take the initiative. Choosing the right industry and following the right leader is the greatest luck. The biggest difference between people is probably the difference in ideas. I am lucky to meet a thoughtful leader in Haier, because I worked in Haier.

Because of the epidemic, this year's holiday is the longest in the past years, so I have time to sit down and review my previous experience. I want to feel deeply, gain a lot and lose a lot. Gains and losses are precious experiences in life. Once again, I would like to thank the old leader and my soul mentor, Minister Zhang Shoujiang, for their support on my growth path, and all my colleagues for their selfless help.

Zhang

February 4(th), 2020

Accidentally received a letter of praise, remember a lot! I couldn't help but write a WeChat message to share.

Now that you are a lawyer, it's an honor to leave you some good memories. In fact, the most honored thing is to see you grow up. I'm not as good as you said, and I also take care of some past events that may cause you unhappiness during my work. The article is very well written. I will put it in when I publish a book one day to commemorate the past together.

Proud of you! I hope that one day, in your achievements, Zhang Shou will be a very important member of life, and a soul tutor is not worthy. You must be in the story of the Italian factory. Someone asked me why I closed the Italian factory. I said that the mission of Italian factories to create brands has ended. Haier needs Italian factories to go global. This stage of Haier's globalization needs a new milestone, such as Russia's acquisition of CANDY.

* * * Encourage!

Zhang shoujiang

February 4(th), 2020