mortal train conductor

Chapter 286 The Speed ​​of a Train Doesn't Just Depend on the Headband
During the annual red flag train competition work, Liu Qun paid more attention to teaching by precept and example in all aspects of work, and set an example.

Many years ago, Niu Qun and Feng Gong had a cross talk "A Company of Thieves", which was called: "The train runs fast, it all depends on the headband, the leader leads well, the thief has energy, the thief has no leader, it must not be good to steal, no If you steal less, you won’t be able to escape.”

Although this is a joke, it also reflects from the side that leaders play an indispensable role in team work, and they can often play an incomparable leading role with a little point.

However, Liu Qun has a different understanding of this passage. As a railway passenger train conductor, he believes that "the train runs fast, it all depends on the front belt". Whether it is viewed from the train in reality or from the management concept in people's thinking, it seems a little inappropriate.

In today's society, for the great Chinese railway system, passenger cars can be roughly divided into two series: ordinary speed trains and high-speed trains according to the speed of operation and the difference between vehicles.

Normal-speed passenger trains are what we often refer to as green leather cars and air-conditioned cars. In terms of power, these trains have only one locomotive as traction power.

Whether it is a steam locomotive that has basically withdrawn from the stage of history, or the current mainstream electric locomotive and diesel locomotive as an index, the locomotive at the forefront of the entire train determines the speed and stability of the entire train.If the speed of the locomotive is not stable during operation, small setbacks are likely to occur, and these small setbacks in the eyes of the locomotive, reflected in the passenger compartment behind, are likely to be large back and forth shaking , it can be said that the role of the locomotive of the ordinary speed train is irreplaceable, once the locomotive fails, the train can only stay in place.

Therefore, in terms of ordinary speed passenger trains, if you want the train to run fast, you really can only rely on the headband, and there is no other way to think about it.

Compared with the traditional normal-speed trains, the high-speed rail EMUs that are now in full swing are faster and run more smoothly, but the reason why the high-speed rail EMUs can run fast and stable is not because they are driven by the locomotives of the EMUs. result.

Because the power of the high-speed rail EMU is dispersed and unified, the power unit is dispersedly installed on the passenger compartment, so that the passenger compartment has both traction and can carry passengers. Such a passenger vehicle is called an EMU, and the EMU is A few vehicles with their own power, plus a few vehicles without power, form a group.

The carriage with power is called the motor car, and the carriage without power is called the trailer group.

At least half of the carriages in each EMU have their own power, so that most of the carriages can serve as power output providers and tractors.This fundamentally breaks the traditional power mode in which the entire train is pulled by locomotives.

In this way, when the EMU train needs to accelerate, at least half of the carriages will work together to contribute their power to integrate into the speed and stability of the whole train.

Liu Qun extended this change of locomotive indexing method to the work of team management, that is to say, for a team, under the new situation and new environment, it should be the same as the high-speed rail EMU with the rapid development of China's railways. At that time, only the locomotive drove the entire train, but the role of the locomotive was defined as the overall coordination mechanism, which coordinated the output power of each carriage and evenly distributed the power output from each carriage to the whole train, so as to achieve smooth and high-speed operation.

The same is true for team management. If each employee can do his job well in a down-to-earth manner like a self-powered EMU car, then every employee will have the motivation to drive the development of the team. Each employee jointly exerts his own subjective initiative to jointly enhance the combat effectiveness and competitiveness of the team.

Liu Qun has also studied related knowledge of management.He is well aware that in the current environment, he has to adapt to the practice of "the train runs fast, it all depends on the front belt", so as to achieve "the train runs fast, everyone walks fast".

That is to say, in the process of managing the team, Liu Qun, as the first manager, must control the overall situation and coordinate all parties, but he cannot be like a locomotive on a normal speed train, trying to promote the overall performance of the team by himself. develop.

Instead, the management methods of the modern enterprise system should be integrated into the team management, and the energy of all the staff in the team should be stimulated by every means.

It is to build the team into an elite team in the modern enterprise management system.That is to say, within the organizational framework set up by the team, in accordance with the basic rules and regulations of railway trains, all employees of the team are guided to carry out organized, disciplined, obedient, and suggested work in order to achieve common short-term and long-term goals, so as to achieve Improve the efficiency of daily work, and achieve the purpose of achieving the set goals with quality and quantity.

In order to achieve this goal, Liu Qun can be said to have worked hard.

In the face of major issues of right and wrong, such as safety, Liu Qun will still maintain the role of the first manager of "branch secretary and car leader - the final say".For example, in the implementation of safety rules and regulations, the implementation of the spirit of orders from superiors, etc., there is absolutely no negotiation, and it must be implemented in accordance with the requirements conveyed by Liu Qun without compromise.

At the same time, this is also the red line and bottom line of team management. It must not be touched. Once touched, this red line and bottom line will become a "high-voltage line", causing heavy losses to those who touch it, and profound education to bystanders.

In addition to these bottom-line and red-line systems, Liu Qun will often give full play to the role of the civil management team in some flexible team management. The backbone of the civil management team will give full play to their respective advantages and put forward various constructive opinions or suggestions.

For example, graduate train conductor Wang Mengmeng put forward many suggestions for improving team management. For example, when the passengers in the carriages are not satisfied with the temperature, they can set the two carriages to a higher and lower temperature within the specified temperature range, and the passengers themselves Choose which car to ride in.

There are also decompression tools set up in the camping car for team workers to reduce psychological pressure after work and so on.

In the training process of the queue competition, many suggestions from employees were also absorbed.

Liu Qun wants to maximize the personal energy of each employee in the team, and when the energy is released by the employees, he will do his best to help and amplify this personal energy, so that the individual energy can finally be used to promote the overall progress of the team. effect.

The advantage of this is that it ignites the work enthusiasm of every employee in the team, so that the employees do not just follow the command blindly, but also think deeply about the current work.

On the one hand, Liu Qun wants to teach the working methods to the employees, and at the same time, he agrees with some good suggestions and good practices put forward by them after thinking, instead of blindly asking them to obey his orders and implement the decisions of the team.

Try to make every employee a "motor car" in the high-speed rail EMU, and reduce the number of "trailer groups" among the team workers.

(End of this chapter)