"Manufacturing is strong, China is strong, and management changes China!" This is a sentence repeatedly repeated by Dr. Liu Chengyuan on various occasions. This sentence actually emphasizes two points: first, the supporting role of manufacturing industry in China's national strength; Second, China's economy and society must improve efficiency through management. When talking about the development of domestic manufacturing industry, he thinks there are several tendencies worthy of vigilance. First of all, talk about industry choice, talk about industrial upgrading less. The future of China still depends on solid manufacturing, even traditional manufacturing. Secondly, technical transformation is done more and management innovation is done less. The reason why this happens has a lot to do with our lack of understanding of the importance of management innovation.

In order to help enterprises in China to carry out independent innovation and sustainable profits, Dr. Liu Chengyuan published his new book "China Factory Profit Multiplication Management Manual", in which he made a key analysis on the topic of finding management methods that are in line with the actual situation in China.

First of all, Dr. Liu expounded that the operating profit of an enterprise comes from two aspects, namely, open source and throttling. In order to continuously improve the profitability of enterprises, we must work hard in the two directions of increasing income and reducing expenditure and make improvements. In order to innovate the consciousness of managers and employees, understand the source of profits and their own responsibilities, and promote innovative management and lean improvement activities with full participation, Dr. Liu strongly suggested using their original profitability analysis method to define and explain the various elements that constitute profits (profits = source profits-external costs) more intuitively and concisely. It includes three business strategic directions and key strategic themes: source profit and open source improvement, external cost and throttling improvement, and strategic expenditure guarantee.

Then Dr. Liu Chengyuan listed six defects in enterprise management: no belief in ideals, no inheritance in organizations, no strategy in goals, no mechanism in systems, no measures in slogans, and no participation in control. He mentioned that if the above six shortcomings cannot be reinforced, domestic enterprises that are gradually losing their resource price advantage will face difficulties. Most of our enterprise managers' understanding of management by objectives is still at the level of ideas and concepts, lacking specific methods to implement management by objectives. Dr. Liu elaborated on the origin, significance and shortcomings in the implementation of target management, and extended it to policy management that can put ideas and ideas into practice. He summed up the lessons of Japanese companies such as Toyota and Ricoh: attaching importance to the simplification and standardization of policy management processes, studying strategic decomposition and improvement measures, controlling and coaching processes, emphasizing pre-negotiation and post-reflection and weakening the role of evaluation in business.

After that, Dr. Liu focused on the definition and function of policy and management by objectives. He mentioned that policy and target management can enhance the adaptability of enterprises to the environment, eliminate the resistance to improving change, solve the contradictions between departments, improve the cooperative relationship between departments, and cultivate and improve the ability of department managers and business backbones. There are three conditions for implementing policy and objective management: managers should enhance their awareness and ability, enterprise managers should cultivate enough patience, and employees should enhance their innovation awareness and improvement ability. After the conditions are met, the work can be imported and operated in four stages and eight steps.

In the import preparation stage, the senior management decided to set up an import promotion organization after the import policy and target management, and simultaneously educated the managers and key members to plan and prepare the import activities.

Next, we will enter the start-up stage and import activities will begin. The main job is to hold a mobilization meeting.

In the next strategic planning stage, enterprises should formulate business philosophy, business objectives, business strategy and landing plan, including a series of strategic plans such as business performance construction drawings, annual business plans and profit accounting management standards.

In the final operation planning stage, enterprises need to assist the operation of performance coaching and promotion mechanism through the visualization of business management objectives and indicators, the monthly summary of departmental implementation results, and the monthly inquiry meeting or on-site objectives. After the introduction of policy and target management, it needs to be smoothly transferred to daily operations. In order to realize effective daily operation, it is necessary to solidify the standards formed in the process of importing and transferring functions.

The market is so difficult, how can the manufacturing industry double its profits? Seriously study this "China Factory Profit Multiplication Operation Manual", so that more domestic manufacturing enterprises can find a management and operation mode that is more in line with China's reality and create profit multiplication! What if our profits don't double? It doesn't matter. I'll take you to see Dr. Liu.