文档介绍：OEC Management-
Spring
200 Control System Helps
5 China Haier Group
petitive
Advantage
B Y T HOMAS W . LIN, PH .D.
BINATION OF A NEW CORPORATE CULTURE THAT EMPHASIZES EXCELLENCE,
A CHANGED BUSINESS STRATEGY, AND A MANAGEMENT-CONTROL SYSTEM OF WORK
RULES AND DISCIPLINE TURNED A NEARLY PANY INTO A ESS.
n 1984, CEO Zhang Ruimin took over a nearly management-control system, which enforces firm work
bankrupt refrigerator factory in Qingdao, China. In rules and discipline. Haier’s Human Resource Manage-
2003, Haier Group’s global sales hit $ billion with ment Director Wang Yingmin explains the OEC
a growth rate of 70% during the previous 19 years. acronym: “O stands for Overall; E stands for Everyone,
IToday, Haier is recognized as a worldwide brand. On Everything, and Everyday; C stands for Control and
January 31, 2004, the firm ranked 95th after such house- Clear. OEC means that every employee has to -
hold names as Coca-Cola, McDonald’s, and Nokia, which plish the target work every day. The OEC manage-
were the top three on the World Brand Laboratory’s list of ment-control system aims at overall control of
100 most recognizable brands. Haier was the only Chi- everything that every employee finishes on his or her
nese brand on the list. According to an October 2003 arti- job every day with a 1% increase over what was done
cle in the Harvard Business Review, Haier is one of the five the previous day.”
Chinese “National Brands to Watch.” Why did CEO Zhang choose to implement the OEC
How did it achieve its ess? As one of China’s system? He says, “If you observe Chinese people’s
fastest-panies, Haier Group fits a 1999 behaviors at the traffic lights, when the red light is on,
Gallup survey profile for a pany. Cus- people simply ignore it and cross the street anyway. At
tomer service, product quality, operating efficiency, the workplace, Chinese people also tend to ignore rules
innovation, and speed to market