Deepen enterprise reform and promote company development

Weihai Printing Machinery Co., Ltd. is a private enterprise that was restructured from the original Weihai Printing Machinery Factory in accordance with the principle of “reorganization of assets, reorganization of employees, share buyout of employees, and control of business layers”. Since the restructuring of the enterprise, under the leadership of the company's board of directors, through the joint efforts of all employees, the company's various undertakings have made considerable progress, and all economic and technical indicators have reached the best level in history. At the beginning of this year, Weihai Printing Machinery Co., Ltd. was recognized by the Ministry of Science and Technology as the first batch of key high-tech enterprises of the Torch Plan in 2000. Also this year, Weihai Printing Machinery Co., Ltd. passed the ISO9001 quality system certification, and obtained the right to self-import and export. From January to September this year, Weihai Printing Machinery Co., Ltd. completed a total profit and tax of 13.61 million yuan, an increase of 173 to 3% from the previous year. In the ranking of comprehensive efficiency indicators in the first half of this year, Weihai Printing Machinery Co., Ltd. ranked first in the industry for the first time, and the company showed a good momentum of sustained and rapid development. In terms of corporate restructuring and reform, Weihai Printing Machinery Co., Ltd. focused on three tasks. First, a clear idea, actively and steadily promote enterprise restructuring. 1. Grasp the opportunity, make overall plans, and gradually promote restructuring. At the beginning of 1998, Weihai Municipal Party Committee and Municipal Government promulgated relevant policies to accelerate enterprise reform, and selected six companies as pilot units for enterprise reform in Weihai City. Weihai Printing Machinery Factory (hereinafter referred to as Weiyin) is one of them. For Weiyin, this is a rare opportunity for development. In order to ensure the smooth implementation of enterprise restructuring, Weiyin formulated a reform policy of “overall planning, step-by-step implementation, and gradual advancement” and established a leading group for enterprise restructuring to take charge of leadership, organization, and planning of enterprise restructuring. The restructuring of enterprises involves all aspects and the work is innumerable. In order to implement all the work, Weiyin formulated and organized the implementation of five phases of restructuring work plans. In accordance with the specific tasks during the restructuring process, Granville India subdivided the entire restructuring process into the stage of propaganda and preparation, the phase of clearing nuclear assets and property rights, the stage of formulating reform plans, the stage of submitting examination and approval plans, and the stage of organization and implementation. The implementation of each specific responsible person to ensure that the restructuring of the enterprise can be carried out in an orderly manner. For example, in the launching and preparatory stages, in addition to the leaders taking the lead in learning and mastering relevant laws, regulations, and policies, Weiyin also adopted a variety of forms to promote employees. After learning about the “Company Law” and related policy documents of the municipal party committee and government on enterprise reform, the employees of the company have clarified the legal and policy basis for enterprise restructuring, defined the goals and objectives of restructuring, and clarified the methods and methods of restructuring. Employees in enterprises have also changed their position from the initial failure to understand the restructuring work to actively supporting and participating in the restructuring of the company. During the democratic voting of all employees in the factory, 98. 2% of employees signed the plan to agree to the enterprise restructuring plan. For another example, during the formulation phase of the restructuring plan, Weiyin repeatedly sought opinions and suggestions from experts and employees, and revised the plan based on these opinions. After 36 drafts, Weiyin's reform plan finally reached the satisfaction of the company's employees, superior authorities, and government approval agencies, ensuring smooth approval of the restructuring plan. 2. Highlight the key points, grasp the key points, and properly solve the difficult problems in the restructuring work. The general corporate restructuring is based on the overall restructuring method, and the operation is relatively simple. What Westin uses is the method of “reorganization of assets”. The procedures are very complicated and difficult to operate. There are both historical issues and practical practical difficulties here. Among them, the most prominent one is that the assets are huge, and the entire enterprise can't afford the reformed employees. Second, there are too many loan guarantees left over from history, and the risk of restructuring is high. If these two major problems are not resolved, enterprise restructuring will not be able to proceed. After Weiyin's assessment of corporate assets, the net assets reached more than 98 million yuan, and the company’s staff and workers were nearly 200,000. With such a large net worth, employees cannot afford to buy, and enterprise restructuring becomes an empty phrase. In order to solve the huge problem of assets, after making thorough and meticulous research on various laws, regulations, and policies, Weiyin decided to make adjustments to the restructuring method and transform it into an asset restructuring plan. The specific approach was to strip 63 million yuan from the net assets of more than 98 million yuan and hand it over to the municipal government. After the restructuring, the company bought only the remaining assets of 33.67 million yuan. This flexible and realistic reform method was obtained. The relevant departments fully affirmed and received high praise from the relevant leaders of the municipal government. Due to historical reasons, Weiyin has provided loan guarantees for other companies of nearly 30 million yuan, and the total amount of this interest has totaled more than 40 million yuan. If a huge amount of guarantee responsibility is brought into the restructured new enterprise, it will inevitably bring about great financial risks. If the guarantee liability is escaping, the bank will not provide security documents, and enterprise restructuring will not be possible. In order to properly solve the problem of loan guarantees, the reforms were carried out normally. Weiyin used the 63 million net assets handed over to the government to bear the 40 million loan guarantee, and negotiated with 4 financial institutions for 6 months. In the end, on the premise of not evading financial debts, Weldo and the financial institutions reached an agreement on the transfer of guarantees, paving the way for corporate restructuring. 3. Use the "Company Law" as the criterion to regulate the operation of the company. According to the company restructuring plan, the registered capital of the new company is 33.67 million yuan and 20 shareholders. Among them, there are 18 natural person shareholders, with a capital of 16.3 million yuan, accounting for 48.41% of the registered capital; 1 corporate corporate shareholder (that is, the employee shareholding society), investing 1,232 yuan, accounting for 36.9% of the registered capital; state-owned shareholders 1 A total of 5.05 million yuan was invested, accounting for 15% of the registered capital. State-owned shares only have ownership, do not participate in company management, and do not participate in dividends, but are handed over to the company as their own way of placing shares. In November 1999, after the Weifang government's reorganization plan submitted by Weiyin City was approved by the Weihai municipal government, Weiyin paid off the entire transfer of public assets in a lump sum and re-started the regulation in accordance with the requirements of the Company Law and the modern enterprise system. The operation of the company. On December 28, 1999, Weihai Printing Machinery Co., Ltd. convened the founding conference and the first shareholders' meeting. At the meeting, the shareholders of the company passed the “Articles of Association” in accordance with the sacred duties granted by the “Company Law,” and the company’s first board of directors and board of supervisors were elected according to law. After that, the "two sessions" held separate meetings and elected the chairman of the company and the chairman of the board of supervisors. Comrade Gu Zexin was elected as the chairman of the first company. On the next day after the founding of the conference, Weihai Printing Machinery Co., Ltd. handled the business registration. At this point, a brand new, vibrant and dynamic Weihai Printing Machinery Co., Ltd. was born. Second, taking restructuring as an opportunity to deepen the internal reform of the enterprise. The purpose of corporate restructuring is to better adapt to the market and better promote the development of the enterprise. The development of a company not only requires changes in the form of ownership, but also requires the adjustment of the internal mechanism of the enterprise. It is necessary to establish a restraint and incentive mechanism that meets the requirements of the development of the market economy and meets the requirements of the modern enterprise system. In this sense, corporate restructuring is not the end of corporate reform, but a new beginning of corporate reform. The reform of the internal mechanism of an enterprise involves all aspects of the enterprise and is closely related to the interests of employees. To steadily promote internal reforms, Weihai Printing Machinery Co., Ltd. always treats its employees as the main force of enterprise reform rather than passive participants. After the New Year's Day this year, prior to the introduction of major reform measures, Weihai Printing Machinery Co., Ltd. solicited employees' opinions on internal reforms in the form of questionnaires, and informed the employees of their fierce market competition, their own deficiencies, and their development prospects. This greatly enhances employees' psychological tolerance for reforms and enables them to understand and support every reform of the company. This is the key to the stability and continuous implementation of the deep reforms of Weihai Printing Machinery Co., Ltd. In the reform of the cadre system, Weihai Printing Machinery Co., Ltd. has eliminated the tenure system for cadres and implemented competitive leadership and a single leadership responsibility system. Market competition requires that companies have efficient, capable, responsive, accurate and well-managed leadership. Therefore, Weihai Printing Machinery Co., Ltd. first focused on deepening reforms in the reform of the cadre system. Before the restructuring of the enterprise, there were 8 leaders at the factory level and 30 middle-level cadres. Each functional department was equipped with one or two sets of equipment. Internal work efficiency is low. After the restructuring of the enterprise, Weihai Printing Machinery Co., Ltd. implemented a single leadership system for functional departments in terms of staffing. At the same time, in line with the cadre appointment criteria of “dare to say, dare to work, be courageous to develop, and be loyal to each other”, all middle-level cadre posts are subject to open bidding, open competition, and merit-based recruitment. After investigations in the four aspects of ethics, ability, diligence, and performance, 18 people became middle-level cadres of the new company, and the company’s leadership was also reduced from 8 to 4 people. After the reform of the cadre system, the dependence of the functional departments was gone, the evasion of the push committees disappeared, the management costs dropped drastically, and the work enthusiasm and initiative of the employees generally improved. In order to establish a highly efficient business organization, Weihai Printing Machinery Co., Ltd. drastically reformed its internal organization, withdrew two production workshops, and downsized six functional departments, reducing the company's functional departments from 21 to 21 In the current 12 years, the number of personnel in charge of management has been reduced by 30% compared with the original, which has greatly improved work efficiency. In the aspect of employment system reform, Weihai Printing Machinery Co., Ltd. has implemented the system of internal retirement, internal wait-for-post, post-entry training and elimination at the end of the scale, while promoting the labor contract system. Older workers who have reached a certain age but are not yet in a position to retire shall be subject to the internal retirement system. Each department may arrange redundant staff and workers with insufficient workload to go home temporarily for the post according to the company's staffing and work situation; they cannot complete their own jobs or production. Qualified employees must go home to work; employees who have been subjected to external penalties for violating national laws, regulations, and related policies may, depending on the circumstances, terminate the labor contract or return home. Employees who are waiting for work in different situations are treated differently during the waiting period. In addition, the company is still preparing staff members to arrange 10% of the staff to stay in post training and to implement the same-job remuneration policy, that is to do the same work, to complete the same quota, but the treatment of post-training training personnel is better than that of the formal staff. low. As a form of the last phase-out system, leave-post training is dynamically managed and reviewed once every half year. The implementation of a series of systems, especially the implementation of the last phase-out system, not only eliminated inertia, but also promoted the backwardness. The employees really realized that there is competition in the “up”, pressure in the “dry” and opportunity in the “down”, and more important It inspired each employee's enterprising awareness and innovative spirit, and vitality burst out in a benign competition. In terms of the reform of the distribution system, the 18 major shareholders do not need to whip their own shoes for their own benefit and become indisputably the backbone of the company. The general employees of the enterprise also hold at least 10,000 shares each, and the company's operating performance will directly affect their economic income. Therefore, after the restructuring of the enterprise, the majority of employees are also very concerned about the development of the company. The enthusiasm and creativity of the work are greater than before the reform. Have a substantial increase. Now, the proportion of the fixed-part (base salary) and living (bonus) of the employees of Weihai Printing Machinery Co., Ltd. has reached 5:5, and the company is also preparing to distribute 505 million jobs to reward those who have made outstanding achievements for the company. Contributions to the backbone and first-line labor models. These measures have greatly increased the cohesion and centripetal force of all employees, and accumulated talents for all aspects of the company's development. Third, strengthen enterprise management, continue to manage to benefit. In recent years, Weihai Printing Machinery Co., Ltd. has been engaged in “Management Benefits Years”, learning “Reversing Costs Law” of Handan Iron and Steel, and learning Yaxing’s “Rate to Purchase and Sell”. The slogan shouted year after year, but the effectiveness was not great. On the surface, this is not in place of management, and measures cannot keep up; in essence, this is the problem of people's ideas and the internal mechanism of the company. After the restructuring of the enterprise, the property rights relationship has changed, internal mechanisms have changed, and people's ideas have also changed. In terms of management, Weihai Printing Machinery Co., Ltd. focused its attention on source management and reduced procurement costs. Before the restructuring, due to better corporate efficiency, the importance of the cost of Weiyin India is not enough. The enterprises are not well controlled in external processing and procurement of raw materials. The problem of purchasing by the purchaser, purchase of curves, and high-priced procurement are more prominent, and the loss of benefits is serious. After the restructuring, Weihai Printing Machinery Co., Ltd. focused on managing and increasing profits to block material procurement and supply links.