Work instead of being a boss

Chapter 28 Enlightenment of Successful Operations (3)
He implemented a four-day work week in the company and built a new headquarters.He began to emphasize the issue of employee training. At that time, employees of American auto insurance companies had to train [-] hours a year, while the employee training time of the entire insurance industry was only [-] hours a year.With well-trained staff, the annual turnover rate has been reduced to [-]%, and the quality of service has improved, and compensation is usually paid the same day they receive the claim.McDermott also set up the company's investigative team.The research team spends an average of [-] hours a year on customer satisfaction and their opinions on new service offerings.

McDermott expanded the company's operations to include mutual funds, banks, and credit cards, among other businesses.The firm owned and managed assets of $20 million when McDermott took office; by the time he retired, assets had grown to $[-] billion and the firm had climbed the ranks of diversified financial firms It became No.[-] and jumped to the first place in the ranking list of the most popular insurance companies in "Happiness" magazine.

McDermott is a graduate of the United States Military Academy at West Point.He believes that his military career and his willingness to listen to others' opinions laid the foundation for him to pursue his ambitions in private business.

[-].Stan from Rubermade?Galt

Stan Galt was a senior vice president of General Electric, retired president of Rubermade, and currently serves as general manager of Goodyear.His experience is among the best in corporate America, but that doesn't speak for all of his leadership qualities.He helped turn Rubermade from a little-known dustpan maker to one of America's most beloved companies.

Galt was hired by General Electric Company in [-], and then he rose to the top and became a candidate for the company's general manager. In [-], when the general manager job seemed impossible, he accepted the job of president of Rubermade, a small business.The move stunned corporate America, with some onlookers suggesting he might be planning to semi-retire when he moved to a much smaller company at age [-].In fact, Galt's tenure as president was for the first time in his life to fully display his management skills.

Immediately after taking office, he reformed the company, centralizing functions such as procurement and cutting weak departments in order to achieve scale.He then accelerated product development, keeping the company rolling out a steady stream of new gadgets.During Galt's [-] years as president, the company's annual sales grew from $[-] million to $[-] billion, and net income from $[-] million to $[-] million.

[-].Walter Annenberg at Triangle Publishing
In the [-]s, Walter Annenberg had an idea for a new magazine.At the time, critics said it wouldn't technically work, and if it did, no one would buy it.The magazine was TV Guide.Annenberg ignored the critics and sent the portion of TV Guide, which was printed in several locations and distributed nationally, to [-] territories, where it was programmed with local television programming.He published the weekly TV schedule in TV Guide and made the magazine small and compact enough to fit on a TV.

In the [-]s, the circulation of "TV Guide" surpassed "Reader's Digest" to become the best-selling magazine in the United States.At its peak, [-] million copies were issued each week.

When Annenberg's father died in [-], the Triangle Publishing Company, which he and his seven sisters inherited as heirs, was worth only about $[-] million. In [-], he sold the company to Rupert Murdoch's media conglomerate for $[-] billion.

[-].Single-handed advisor Edwards?Deming
Edwards Deming worked alone.He has neither employees, a fleet of cars, nor a luxurious office.What he does have is an insight into how the company works and a tireless energy to impart knowledge.His influence on the business world is far greater than that of most company bosses.

In most companies, quality control consists of checking finished products at the end of the production line and repairing or throwing out nonconforming products.That would be too costly, Deming said, and offer little incentive to improve quality.He recommends monitoring product quality at all stages of the assembly line to identify persistent problems and ways to continuously improve quality.

His teachings were a key factor in Japan's industrial rise after World War II.

In [-], the Japanese Union of Scientists and Engineers invited Deming to give lectures, and his quality management methods quickly became popular among large companies such as Nissan and Mitsubishi.In addition to setting up the Deming Prize with his name in Japan, the Emperor of Japan also personally awarded him a medal.

In the [-]s, when Japanese automobiles and electronic products flooded the American market, the American business community finally realized the merits of Deming's management method.Before long, Deming, who had spent his entire career in Washington, D.C., was traveling the country giving seminars to teach American companies the gospel of quality.When he died at the age of [-], his work schedule was still full.

[-].Rebecca from Lukens & Co.?lukens

Rebecca?Lukens was the first female president of an industrial company in American history.For her, [-] was the most crucial year.She was pregnant that year when her husband was dying, and he asked her to take over his job in running the Brandywine Steel and Nail Works that his late father had started.Lukens agreed and operated it for [-] years, turning it into the best boiler plate manufacturing plant in the United States, ranked [-]th on the list of [-] industrial companies in the United States.This is the oldest still operating steel mill in the United States.

Lukens is a president who personally asks about every detail, and she has personally done many transactions.When the company's revenues plummeted during the Depression of [-], she kept some inventory and sent workers to repair the factory or send them to work on her farm without firing a single person.After the working capital was exhausted, agricultural products were distributed to workers as wages.Towards the end of her business career, she wrote: "There were difficulties and dangers on every front. Looking back now, I am surprised at how bold I was." synonym for practice.However, Lukens is the originator of true steel plates.

[-].McDonald's founder Ray Kroc

Enterprise achievement = raw material × equipment × manpower
Manpower = number of people x ability x attitude
We all know the "S, Q, C" spirit of McDonald's fast food restaurants, but when Ray Kroc, the founder of the McDonald's chain, instilled this idea into managers, he never forgot the formula, that is, enterprise results = raw materials × equipment × manpower, At the same time, it also emphasizes that manpower = number of people × ability × attitude.He earnestly taught the managers of various departments: the survival and development of chain stores must be perfect, and any item in the formula is related to the survival of chain stores.After a careful analysis, it is not difficult to find that the above formulas use "×" instead of "+", indicating that a certain factor is "zero", and the result is "zero", and an excellent item means a particularly large result.In order to improve equipment and promote product standardization, McDonald's established a research and development room in [-] and purchased advanced machines and electronic equipment.The company was the first to realize the use of computer timing to control the color of French fries, and also used automatic batching machines to replace manual mustard and ketchup on meat patties. Fat testing machine for inspection.In order to ensure the quality, the company requires that the beef raw materials should not contain offal and other offal, and lean meat must be selected. No matter domestic or foreign, the ingredients of all branches are the same.As for various operating procedures and details, there are also detailed regulations.

In order to ensure timely supply to customers, fast food restaurants try their best to work hard on the word "fast", and they must make a beef patty, a box of French fries and a drink within [-] seconds.[-] minutes after French fries are fried, roasted beef must be thrown away if it cannot be sold within [-] minutes after it comes out of the oven.In order to increase the production speed, Crocker specially set up a production controller in the restaurant. According to the observed situation, he called out the production quantity to the master who made the barbecue, drinks and French fries. The chef could produce and process according to the quantity he shouted, so that customers You can eat a steaming hamburger in [-] seconds.Restaurants also don't waste large quantities of less-fresh food.To improve attitudes, Crocker stipulated that men must shave and manicure daily, and that staff not wear long hair; women were required to wear hairnets.The table should be cleaned up as soon as the customers leave, and any papers and other things dropped at the feet of the customers should be picked up immediately.In order to ensure the improvement of employees' capabilities, Crocker established the Hamburger University in [-]. The school is responsible for training and reviewing managers of "McDonald's" and franchise stores, and is responsible for training on the basic principles of "S, Q, and C".The average number of students in the school is [-] to [-] students per class, and classes are held for [-] to [-] weeks a year.For the selection of managers, Crocker requires managers to understand human relations, be good at receiving customers, receive special training from Hamburger University, and obtain a bachelor's degree in "Hamburger Science".

For employees, it is stipulated that newly recruited employees must undergo a [-]-day training before they can serve as shop assistants.Because Kroc pays attention to the selection and training of personnel, the hamburger chefs of McDonald's fast food restaurants all over the United States enjoy the reputation of "the best hamburger cooking experts in the United States".

[-].Hewlett
Wealth = talent = capital + knowledge

Doctor + Garage = Company

In [-], when Hewlett was studying at Stanford University's School of Engineering, he designed a high-frequency oscillator for electronic tubes. He partnered with his good classmate Packard to start a business, borrowed $[-] from the bank, rented a dilapidated garage, and established Hewlett-Packard Company, the Hewlett-Packard Company.In this way, by [-], the self-made Hewlett had developed his Hewlett-Packard Company into one of the top ten electrical appliance companies in the United States.Hewlett's success is due to his two interesting management formulas.

Formula [-]: wealth = talent = capital + knowledge
Hewlett believes that "talent is capital" and "knowledge is wealth"; talent is the carrier of knowledge, and knowledge is the connotation of talent; knowledge is the intangible wealth of an enterprise, and talent is an inestimable capital of an enterprise.In order to acquire talents, Hewlett’s Hewlett-Packard Company attaches great importance to employee training, and often sends engineers to colleges and universities for further studies, and the original salary is paid; young technicians are encouraged to participate in various part-time and part-time studies, and the company pays for them. Travel expenses are reimbursed, and even accommodation subsidies are provided; the company conducts full-staff training and holds thousands of classes every year.Hewlett-Packard also attaches great importance to attracting talents. Most of the company's members are engineers and technicians, but they send a group of technical management cadres who know people and have management experience to famous institutions of higher learning every year to get acquainted with the outstanding graduates. .Then the company will pay for their travel, invite them to come to the company, evaluate them face to face, and select the best ones for employment.

Formula [-]: Doctor + Garage = Company

The connotation of this formula is richer.First of all, Hewlett respects every employee and believes that everyone is a "doctor" of HP.The belief that Hewlett insists on is: "Regardless of men and women, everyone wants to have a creative and good job. If there is a good working environment, everyone will do a good job." The tradition of Hewlett-Packard is to put yourself in the shoes of employees, Respect employees and recognize their personal achievements.This sounds like a cliché, but it is not. Because Hewlett values ​​every employee, Hewlett-Packard implements a method of never dismissing every employee once hired, which is rare in the United States. The "garage" approach is reflected in HP's new product-intensive strategy.Their annual expenses for new product development are equivalent to [-]% to [-]% of sales revenue.The policy of the garage is also reflected in the harmonious interpersonal relationship of Hewlett-Packard. No leader at any level of the company has a separate office.All the employees of various departments work in a large office, and the small units are only separated by screens that are not too high.These are conducive to creating a harmonious and cooperative atmosphere between superiors and subordinates, so that they can work without restraint.In addition, within the company, leaders at all levels, including the chairman, general manager, and department managers, are called by their first names rather than their titles.

(End of this chapter)