["amoeba management" mode is one of inamori's famous business philosophy and is also known as "one of the two pillars of kyocera's success". the "amoeba management" mode divides the whole company into many small organizations called amoeba, and each organization has its own independent "personality" , the key to the success of this model lies in clarifying the development direction and trend of the enterprise through this business model and clearly passing it on to each employee.]
"the successful implementation of the amoeba business model has transformed the enterprise management concept into an operational one. this is a new concept derived from the application of the new model in the new era." since the formal implementation of the "amoeba business" model in nanguo south hodo holdings co., ltd. in 2016, chairman zhou mingjiang has been paying attention to the new changes brought to the enterprise management by this model. recently, the author walked into south hodo thermal power plant and made an exchange interview on the changes in operation and management since the implementation of the "amoeba operation" management model.
chen hua is an employee of the thermal power network of south hodo thermal power plant, mainly responsible for the heating and steam supply of external heat users of south hodo thermal power plant. in 2015, south hodo thermal power plant became one of the "amoeba operation" pilot enterprises in southern south hodo, the heat supply network department became the "amoeba operation" pilot department, and chen hua became the "ba manager".
according to chen hua, when he accepted the task at that time, his mood was both uneasy and complex, "at that time, i thought that if i did well, the enterprise would benefit, and i would also benefit; if i didn't do well, not only would my income be greatly reduced, but also affected the company's strategic intention of comprehensively promoting and implementing 'amoeba operation'. i can imagine the psychological pressure at that time. with the entrustment and expectation of the company's leaders and firm faith, i began to embark on 'amoeba operation' the road of exploration. "
"amoeba operation" at the initial stage of operation mode, chen hua and his team were still engaged in familiar work contents and operating familiar equipment, but different from usual, they began to pay more attention to details in their work: worry about things they didn't need to worry about before; change from passively accepting tasks to actively formulating work plans; abandon the previous outsourced maintenance, and the team personnel can solve them by themselves for the heat network department, pipe heat loss, steam leakage and the operation state of metering equipment are important factors affecting the heating and steam supply since the implementation of the model, the number of inspections has changed from three times a week to once a day. even as soon as they are free, chen hua and the team will inspect along the thermal network management line. if any leakage is found, immediate measures shall be taken to solve it. at present, there are 6 heat supply network pipelines in south hodo thermal power plant, with a total length of 32 km. users are distributed in all directions. each inspection takes half a day to make every effort in this way, chen hua and his team still strengthened the management of metering devices, regularly supervised and tested them, increased the frequency of meter reading, and immediately repaired and corrected them in case of leakage and error. on the basis of users' interests, reduce the profit loss caused by metering device failure and error as much as possible.
"as a 'ba chang', i must not only learn to calculate the 'present' account, but also gradually learn to calculate the 'future' account." chen hua said that in july 2016, the south hodo thermal power plant 3# pipeline reconstruction and extension section were completed, but the problem of steam shutdown for taking over occurred. in order to avoid the economic loss caused by taking over and steam shutdown, he and his team took advantage of the user's holiday during the spring festival to cut the pipe and install the isolation valve, so that after the completion of the reconstruction project of the 3# line, there is no need to stop the steam, and the steam can be taken over directly to minimize the cost it reduces the cost of enterprise development.
with the deepening of "amoeba" management, while continuously pursuing to reduce pipe loss and benefit, "bottleneck" it also began to appear gradually. through the analysis of historical data in the past, chen hua and his colleagues found that the pipe damage of 4# pipeline was always higher than that of other pipelines. after careful discussion and research, after the disassembly and inspection of external insulation of some pipe sections, they found that many insulation materials had been aged, and some parts were even damaged and fallen off. according to this situation, chen hua submitted a report on 4# pipeline to the leaders of the company report on the replacement of thermal insulation materials, and demonstrated the necessity and economy of transformation with data. at present, his proposal has been affirmed and will be implemented soon.
up to now, the heat supply network department of south hodo thermal power plant has gone through two years on the road of "amoeba operation", and the benefits have gradually appeared. at the same time, chen hua and team members have gradually exercised and grown in this process. the implementation of "amoeba operation" since, chen hua said that his feeling is that he has a goal to work and his motivation to work is higher than before. now they have gradually formed a habit. whether it's work or rest, as long as they pass through the place with heat supply network pipelines, they will subconsciously look at it a few times, just to see if there is any leakage, so as to deal with it in time. this may be the reason it is the effect of "amoeba management".