To Achieve Efficiency by Scientific Management

　　Special commentator of the newspaper

　　The enterprise is an economic entity that serves to create value and maximize the interests for investors,customers and employees and the public.Through decades of efforts,the aviation brake industry has finally entered the era of competing on the same stage with the world's advanced enterprises.However,in terms of profitability and management,there is still a huge gap between us and the advanced enterprises in the world.In recent years,we have been learning to use a series of advanced management tools such as"Six Sigma","Precise Production"and"Comprehensive Score Card."However,in promoting these advanced management tools and methods,problems such as they being unable to be effectively applied,becoming formalistic and unable to play their due role have arisen.

　　The use of management tools is closely related to the management style of the enterprise.If the inherent management thinking and mode cannot be changed,then the advanced management tools cannot be effectively promoted and applied.This is like the sudden introduction of an advanced harvester in a tribe with slash-and-burn cultivation.Since the production methods do not match,the advanced tools serve as merely a type of display.Therefore,in order to enhance the management level of enterprises and give full play to the role of advanced management tools,the original management thinking and mode must be changed,that is to say,the whole process-the work flow must be sorted out,readjusted and rebuilt.As Zhang Xinguo,deputy general manager of the Group,puts it:"we have been thinking about the operation of the organization with a static organizational chart for a long time.As the organization is constantly rebuilt by the reform,so as to seek improvement of the operational efficiency of the organization through the organizational change,the operation and run of the organization have never been analyzed from the perspective of process.The organizational design in the future must be that the organization is oriented by the process,rather than that the process is led by the existing organization".In other words,if the fundamental process problems cannot be solved,it will be impossible for us to achieve the management upgrade by relying solely on the implementation of management tools.

　　In recent years,despite the internal organizational changes,we lack timely follow-up and innovation in business process reengineering and process system construction.Business processes are still run by functional departments rather than by workflow.As a result,everyone feels that they are busy yet it is difficult to coordinate everything and that the progress is rather slow,which greatly limits the efficiency and effectiveness of our work.Therefore,it has become our top priority that how to plan,construct and manage the process in terms of corporate strategy,customer needs and business perspectives,clarify management responsibilities by establishing organizational structure,effectively monitor and evaluate operational performance,improve processes in a timely manner,ensure that we can adapt to the business environment by applying to the advanced and practical management,effectively integrate the benchmarking experience into the company's development strategy,improve work performance through synergies and effectively enhance the company's overall competitiveness.In other words,we must,based on customer needs,combine changes in internal and external environment to continuously improve the performance of the organization for business process optimization and reengineering so that all the departments,employees,customers,suppliers of the company can conduct effective collaboration relying on the process.

　　The competition among the enterprises nowadays has become the competition among the process systems;the process system has become the core module and the basic platform supporting the operation of the enterprise.Therefore,we are required to elevate the construction of the process system to a strategic position of the company,resolutely open up the invisible barriers of functional management through process reengineering and system construction,form unimpeded value-added business processes and gradually develop the process system culture with rich braking characteristics and customer-oriented values so as to enhance the efficiency and effectiveness of the company and enable all staff to share the fruits of reform and development.