Haier Corporate Culture Manual

Haier Corporate Culture Center

Table of Contents

Haier Group (Overview)

Development Chapter

1. Three stages of Haier’s strategic development

2. Haier’s development process

3. Transfers in three directions

Management

1. The four stages of Haier’s management development

2. Haier’s management philosophy

3. Haier’s management model

1. OEC Management Law

2. 1 One Core

3. 2 Three Basic Principles

4. 3 PDCA

2 .Management tips

5. 1 80/20 principle

2.2 Three-step problem solving method

2.3 Nine control elements: 5W3H1S

2.4 6S

Philosophy

1. Our corporate culture

2. Our Haier spirit

3. Our Haier Style

4. Our Haier philosophy

4.1 Survival philosophy

4.2 Employment philosophy

4.3 Quality philosophy

4.4 Marketing Concept

4.5 Competition Concept

4.6 Market Concept

4.7 After-sales Service Concept

4.8 Export Concept

4.9 Capital Operation Concept

4.10 Haier Technology Transformation Concept

4.11 Technological Innovation Concept

4.12 Functional Work Service Concept

5. Our two principles for the market

5.1 Keep an eye on the market to create a good reputation

5.2 Never say "no" to the market

Our innovative concept

6.

6.1 Source Theory

6.2 Resource Theory? Integration Power

6.3 Market Chain

6.4 SST

6.5 Zero distance sales

6.6 Reputation

6.7 Eat "shock fish"

7. Our image language

7.1 Imagery language

7.2 Standard fonts

7.3 Imagery language for various products

7.4 Haier Chinese and English standard fonts

8. We

9. Our mascot

10. Constant reminder

11. Problem warning

12. Thoughts Warning

13. Our personal cultivation

14. Our ideological and political principles

15. Our thinking

16. Our operating model

Our Haier Group

Haier is the only home appliance brand among the first ten well-known trademarks announced in China.

Under the guidance of President Zhang Ruimin’s idea of ??creating a world-famous Haier brand, Haier Group has rapidly grown from a collective small factory with a deficit of 1.47 million yuan to China’s No. 1 home appliance manufacturer with white appliances, black appliances and beige appliances. One brand, its products include more than 9,200 varieties in 58 categories. The company's sales revenue has grown rapidly, continuously and steadily at an average annual rate of 81.6%. In 1999, the group's domestic and overseas turnover reached 26.8 billion yuan, of which industrial sales revenue was 21.2 billion yuan. At present, the group has more than 20,000 employees. Haier's refrigerators, freezers, air conditioners, washing machines and other products rank first in the country in terms of market share.

Adhering to the "difficult first, easy later" strategy and insisting on exporting the Haier brand, Haier has expanded its international market and now has 36,000 overseas distribution outlets. Its products are exported in batches to Europe, the United States, the Middle East, Southeast Asia and other top ten countries in the world. The large economic region covers more than 90 countries and regions. In 1999, Haier's product exports earned US$138 million, doubling year-on-year.

Haier has also set up factories in the United States, the Philippines, Malaysia, Yugoslavia and other countries, and is moving towards the goal of becoming an international group.

In August 1997, Haier was identified by the State Economic and Trade Commission as one of the first six pilot enterprises for technological innovation in China, with a focus on supporting the world's top 500 enterprises.

Haier’s goal is to enter the Fortune Global 500, create a world-famous Chinese brand, and bring glory to the nation.

Development

Haier’s development history

1. Three stages of Haier’s strategic development: famous brand strategy stage (1984-1992)

Features: We only make refrigerators as a product, explore and accumulate rich experience in business management, lay a solid foundation for future development, and summarize a set of portable management models. Diversification strategy stage (1992-1998)

Characteristics: Development from one product to multiple products (only refrigerators in 1984, dozens of products in 1998), entering from white household appliances In the field of black home appliances, capital operations are carried out in a "shock fish" way, and intangible assets are used to revitalize tangible assets, so as to expand the scale and strengthen the enterprise in the shortest time and at the lowest cost. International strategic stage (1998 - )

Characteristics: Products are sold in batches to major economic regional markets around the world. It has established its own overseas dealer network and after-sales service network. The Haier brand has already gained a certain popularity. Credibility and reputation.

2. The development history of Haier

In 1984, Qingdao Dongfeng Motor Factory, the predecessor of Haier, was a small collective factory on the verge of bankruptcy. It had more than 800 employees and only A technical secondary school student who produces electric hoists and other small electromechanical products. In 1984, it already had a deficit of 1.47 million yuan, and the company was in a dilemma of being unable to pay wages for that month.

In December 1984, superiors sent Zhang Ruimin, then deputy general manager of Qingdao Home Appliances Company, to establish the Qingdao Refrigerator Factory and decided to introduce the production line of German Liebherr refrigerators. This introduction is part of the purchase of Liebherr's refrigerator production technology.

Under the guidance of the "famous brand strategy" proposed by President Zhang Ruimin, Qingdao Refrigerator General Factory stood out among many refrigerator factories for its high quality and excellent service. In 1988, it won the first national excellence gold medal in the national refrigerator industry.

On December 20, 1991, Qingdao Refrigerator Factory merged the original Qingdao Air Conditioner Factory and Debei Refrigerator Factory to form Haier Group. After the establishment of the group, Haier products began to expand into the field of white home appliances through capital operations; in September 1997, with the launch of "Pathfinder" and "all-digital" color TVs, it entered the field of black home appliances, and then entered computers, Mobile communications field.

In 1992, our group acquired 800 acres of land in the east of Qingdao City and 160 acres of land in the west of Haier Industrial Park to establish the Haier Development Zone Industrial Park and Haier Information Industrial Park. On April 30, 1999, Haier Industrial Park USA was established in South Carolina, USA.

In the past fifteen years, while our group has continued to develop and contribute to the country, it has also actively participated in social welfare undertakings. It has successively invested in the establishment of Laixi Hope Primary School, produced 100 episodes of the cartoon "Haier Brothers", and funded Qingdao Children's Art Troupe and Qingdao Educational Enterprise established the Haier Science and Technology Museum to contribute Haier's sincerity to the society and repay the society's care.

3. Transfer in three directions

In early 1999, when determining the company’s development ideas, President Zhang Ruimin clearly proposed that 1999 be Haier’s “Internationalization Year” and comprehensively Implement the nationalization strategy to make Haier an internationally renowned brand. In order to achieve this goal, Haier Group has formulated a series of integration plans to rebuild the company's internal structure and improve its competitiveness to ensure the realization of the "Haier Internationalization" goal.

In terms of the guiding ideology for rebuilding the internal structure of the enterprise, President Zhang Ruimin proposed "transfer in three directions."

3.1 Transfer of management direction: from linear functional organizational structure to market chain of business process reengineering (BPR)

Flat: customer first as the center, processes are mutually reinforcing Markets become structures with flat rather than linear functions.

Informatization: With the customer first as the center, each process becomes a market chain with continuous information flow.

Basis: Enterprises used to aim at maximizing profits, but now enterprises aim at maximizing user satisfaction.

3.2 Transfer of market direction: from domestic market to foreign market

Awareness: "First difficult and then easy" to achieve awareness, rely on quality to make local consumers recognize the Haier brand .

Take root: "Trinity" is used to achieve rooting. The "Trinity" structure is used to take root in the local area, including advertising, which should be localized.

Famous brands: meet the needs of local consumers ahead of time and integrate local wisdom and financing to create famous brands.

3.3 Shift in industrial direction: from manufacturing to service industry. The zero-distance sales model forms the basis for online sales. Use information technology to realize networked management, networked marketing, and networked procurement, laying the foundation for Haier's e-commerce.

Management

1. The four stages of Haier’s management development: from disorder to order (1984-1988) and from order to system (1988-1990 Years) From system to height (1990 - 1992) From height to extension (1992 - )

2. Haier's management philosophy

Slope Sphere Theory

Haier Innovation - the driving force and source of Haier's development

The position of an enterprise in the market is like a small ball on an incline. It needs upward power (increase in goals) to enable it to continuously develop upward; There is also a need for stopping power (basic management) to prevent decline.

3. Haier Management Model

1. OEC Management Law

"OEC" Management Law - the abbreviation of Overall Every Control and Clear in English.

"OEC" content——

O——Overall

E——Every person

Everyday

Everything

C——Control

Clear

The "OEC" management method can also be expressed as:

Every day is completed, every day is clear, and every day is high.

That is: every day's work is completed every day, and every day's work must be cleaned up and improved every day.

The "OEC" management method consists of three systems:

Goal system → Nissin system → Incentive mechanism

First establish the goal;

Nissin is the basic work to achieve the goal;

The results of Nissin must be linked to positive and negative incentives to be effective.

Case

A. Haier people in the United States: Never postpone the work of the day!

In mid-July 1999, the temperature in the Los Angeles area of ??the United States reached over 40 degrees, and few people even walked on the road in such hot weather. Once, due to the driver of the transportation company, an extra box of washing machine parts was shipped to Los Angeles. This incident did not affect the work and could be transferred back if there was an opportunity. However, Mr. Dan, Parts Manager of Haier Trading Co., Ltd. in the United States, did not In his opinion, he said: The content to be transferred back was determined in the day's Qing Dynasty. How can we postpone the work that should be completed that day? ! So Mr. Dan braved the scorching heat to replace the box of parts in time.

B. Why is Jin Changshun’s work so “smooth” now?

After being trained, Jin Changshun started working as a refrigerator assembly welder. His dream is to become "Haier's welding king."

Just thinking about it is not enough, you also need to practice hard every day.

What kind of practice? Because of his impatience, Jin Changshun encountered a "nail" at the beginning. His performance in a welding competition was not satisfactory, and he became depressed for a time.

After his master discovered this phenomenon, he enlightened him: There is a process for improving any ability, don't be impatient, if the work effect is completed day by day, the day is clear and the day is high, the day is improved by 1, and the long-term persistence is Down, there will be a geometric progression improvement. The master's words deeply touched Jin Changshun. From then on, he worked hard to practice his basic skills. In his spare time, he found some scrap cutting pipes and practiced every night. Colleagues said: If you find any old pipes, give them to Xiao Jin. His hard work is really admirable!

Jin Changshun's welding skills improved every day, and he finally realized his dream. In the welding competition held by the Refrigerator Division in 1998, Jin Changshun won the welding star three times in a row and was awarded by the company.

1. 1 A core

The unchanging law of the market is that it is always changing.

We must continue to raise our goals based on the ever-changing market

Case

Playing "flying target"

In the 1950s, Americans He once relied on "fixed targets", that is, aiming at a fixed market, organizing production, reducing costs, and improving efficiency, and won the market.

In the 1960s, the Japanese rose to prominence. The Japanese created new opportunities for themselves and won the market by hitting "moving targets", that is, segmenting the market.

Now, in the context of information explosion and fierce competition, the only way to survive is to hit the target. We must constantly adjust our position to take the initiative in the ever-changing market.

1. 2 Three Basic Principles Closed-loop principle: If everything wants to start well and end well, it must have the PDCA cycle principle, and it must spiral upward. Principle of comparative analysis: Vertically compare with your own past, and horizontally compare with peers in the industry. Without comparison, there will be no development. The principle of continuous optimization: Based on the wooden barrel theory, identify weak items and make timely rectifications to improve the level of the entire system.

1.3 PDCA

P——PLAN plan D——DO implementation

C——CHECK inspection A——ACTION summary

P stage: Based on user requirements and with the goal of obtaining the best economic benefits, through investigation, design and trial production, technical and economic indicators, quality goals, management projects, and specific measures and methods to achieve these goals are formulated.

Phase D: Implement the plans and measures formulated.

Phase C: After implementing a stage, check the implementation status and effects against the plan and goals, and discover problems in a timely manner.

Phase A: Based on the results of the inspection, take appropriate measures, revise and improve the original plan, or find new goals and formulate new plans.

2. Management Tips

2.1 80/20 Principle

80/20 Principle: The critical minority restricts the secondary majority.

Because managers are in the minority, but they are key; employees are in the majority, but from a management perspective, they are in a subordinate position. In other words, the critical minority restricts the secondary majority. Therefore, at Haier, whenever a problem is discovered, managers must bear 80% of the responsibility.

Case

What responsibility should this employee’s superior bear!

One day in July 1995, the former Washing Machine Co., Ltd. announced a decision. Due to a lack of responsibility, a quality inspector caused the wrong plug of the washing machine selector switch and missed the inspection. He was fined 50 Yuan.

As an ordinary employee at the lowest level, this employee has assumed her work responsibilities. However, the problems in the quality assurance system reflected by this employee are how to prevent missed inspections. When substandard products flow into the market, this responsibility should also be implemented in the same way as this employee, and the responsible person should be found.

Behind this employee's problem, there are actually bigger hidden dangers. After all, the product unpacking qualification rate and social repair rate of the Washing Machine Co., Ltd. at that time were still far behind the requirements of the first brand. All of this was by no means caused by this employee. The loopholes in the system are caused by the ability of an employee alone, making the employee's "accidental behavior" become "inevitable". In this case, the cadres who have the overall situation in mind should take the responsibility first and check the system support problems first, so that there will be fewer and fewer mistakes.

Based on the 80/20 principle, the employee’s superior, the former person in charge of quality at the Washing Machine Co., Ltd., also fined himself 300 yuan and made a written inspection.

2. 2 Three-step problem solving method

Emergency measures: Deal with the problems that arise temporarily and urgently to avoid the situation from expanding or worsening. Emergency measures must be decisive and effective.

Transitional measures: On the premise of fully understanding the cause of the problem, take measures to recover the losses as much as possible and ensure that similar problems will not happen again.

Radical measures: Taking specific operable measures against the root cause of the problem can cure the problem systematically and eliminate the external environment that caused the problem in this management work.

2.3 Nine control elements 5W3H1S

Whatever you do, you must consider 5W3H1S——

5W——why purpose 3H——how method

what standard how much quantity

where location how much cost

who responsible person IS——safety

when progress

2.4 6S

Organize: Keep what is necessary and clear out the rest

Organize: Keep what is necessary, arrange it neatly and label it according to regulations

Cleaning: Clean all visible and invisible places in the workplace

Cleaning: Maintain the results of organization and cleaning, and keep it clean and beautiful

Quality: Each employee develops good habits , abide by the rules, have a good reputation

Safety: All work is based on safety

6S Big Footprint

What is "6S Big Footprint"?

“6S Big Footprint” is Haier’s original method to strengthen production site management.

Where are the "6S Big Footprints"?

The location of the "6S big footprint" is at the production site.

How to use "6S Big Footprint"?

The method of using "6S Big Footprint" is: stand on the "6S Big Footprint" and summarize the day's work. If you have outstanding achievements, you can stand on the "6S Big Footsteps" and share your experience with everyone; if you have made mistakes, you can also communicate with everyone in order to get help from your peers and improve faster.

Philosophy

1. Our corporate culture

Haier corporate culture levels

The core values ??of our corporate culture: innovation

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2. Our Haier spirit

Serving the country with dedication and pursuing excellence

The central idea of ??serving the country with dedication is "loyalty" in traditional Chinese culture, and "loyalty" is reward. Haier People should use the best products and services to repay users, society, and the country; "loyalty" means sincerity, and Haier people will be sincere forever.

The core idea of ??pursuing excellence is innovation. The pursuit of excellence reflects the endless spiritual realm of Haier people who are never complacent, always enterprising and always innovative.

Two sentences that embody the spirit of Haier: accomplish things that others think are absolutely impossible; persevere in things that others think are very simple.

Case

A. Grabbing an order in three hours——

Achieved something that others thought was absolutely impossible

"An order is an order." Haier people use this awareness to continuously expand the market share of Haier products in various parts of the world. From January to September 1999, exports increased by 117% compared with the same period last year. Mr. Smith, a German dealer, made a deal with Haier people, which changed his belief of more than ten years.

"Beep..." The phone of the Overseas Promotion Headquarters rang urgently again. This is an ordering call from Mr. Smith, a German dealer. The call requires that "it must be shipped within two days, otherwise the order will automatically fail."

Shipping within two days actually means that the goods requested that afternoon must be shipped. Shipment, and it is 2:00 pm on Friday, if the customs and other relevant departments get off work at 5:00, the time is only 3 hours, and according to general procedures, it is almost impossible to do all this.

“An order is an order. Haier people must never say no to the market.” A few minutes later, a bold decision was made: shipping, stocking, and customs declaration must go hand in hand to ensure that the goods Sent out that afternoon.

Time is passing by gradually, one minute, two minutes, ten minutes... the air seems to have become solidified, everyone is in a hurry and devotes himself to work. When it comes to adjusting goods, making customs declarations, and contacting shipping schedules... Haier people respond quickly to orders and take immediate action to the extreme.

At 5:30 pm that day, when Mr. Smith received the news of "goods shipment" from Haier, he sent a letter of thanks: "I have been making home appliances for more than ten years, and I have never written to the manufacturer. I have to write a thank-you letter, but for Haier, I have to do this!”

B. Xu Hongtai——

Haier people who have been to Disneyland but not entered it

Story background: Starting from April 30, 1999, Haier Group established a factory in South Carolina, USA. As the person in charge of Haier's factory building in the United States, Xu Hongtai left a deep impression on the Americans the first time he went there.

“I have received many Chinese delegations, but I have never seen people who rush to work like Haier people. Even if they pass by Disneyland, they will not go in. This kind of spirit is really amazing!” When I saw President Zhang Ruimin’s expression, On the same day, Mr. R, the chief of staff of State F, praised Haier people in front of President Zhang.

It turned out that Xu Hongtai from Haier Refrigerator Import and Export Company went to state F in the United States to do business. When Mr. R learned that Xu Hongtai came to the United States for the first time, he forcibly dragged Xu Hongtai to the entrance of Disneyland. Faced with Mr. R's hospitality, Xu Hongtai politely declined: "Thank you, but my work is not finished yet..." Mr. R was moved and extended his thumbs up: "I have received hundreds of delegations, not to mention Haier people are the first to visit Disneyland! Now I understand why Haier has produced so many miracles in just over ten years of development! ”

1. Our Haier! Style

React quickly and act immediately

"React quickly and act immediately" embodies the market concept of Haier people, treating the market with a prompt attitude and never saying "no" to the market.

It reflects that Haier considers users, is sincere to users, and quickly eliminates user worries to zero.

Case

Xin Bo, "Pioneer" in Beijing

In September 1997, Haier color TV was listed in Beijing. Eight months later, according to statistics from 100 shopping malls across the country by Zhongyikang Economic Consulting Co., Ltd. of the National Bureau of Statistics, Haier color TV sales ranked first in the Beijing market in May 1998 and have remained so to this day. Some people say that this is expected. What is unexpected is that the creator of this achievement is actually a young boy under 23 years old - Xin Bo.

In early December 1998, the person in charge of a certain color TV brand led a 30-person direct sales force to the Zhongxu Sanli Shopping Center in Beijing, hoping to compete with Haier for the market. At that time, Haier Color TV had only three direct sellers in Sanli Shopping Mall. Under such a disparity in power, Haier's color TV sales still top the list in Sanli Shopping Mall.

Three feet of ice cannot be frozen in a day. Xin Bo's success depends on his Haier style of "react quickly and act immediately". Once, when Xin Bo was discussing booth work in a mall, he declined the mall manager's invitation to have lunch and used lunch time to decorate the booth. This surprised the mall manager who came back from the meal. After that, the mall gave the prime location to Haier color TV.

Leading the market and constantly coming up with ideas. In such a competitive market, a branch center manager must devote himself to his work, and his work style is particularly important.

4. Our philosophy

4.1. Survival philosophy

4.2. Employment philosophy

Everyone is a talent, not a horse race

Case

Huang Wei: I cherish the stage provided by Haier

In 1998, Haier’s healthy refrigerator was just launched on the market and was loved by consumers. What particularly attracts everyone’s attention is the packaging design of the healthy refrigerator: two lively and cute “Haier brothers” running happily with balloons. The packaging box pattern is light green, with a novel design and a healthy meaning. What is unexpected is that Huang Wei, one of the designers, turned out to be an intern from the 1998 class who just joined the factory. What is even more unexpected is that she also independently designed the panel design of the gas stove, and the production has produced economic benefits.

What made Huang Wei do this?

Huang Wei said: "In Haier, regardless of seniority, the company provides a broad space for development for everyone, why don't you seize this opportunity!"

Huang Wei was there during the day During her internship in the workshop, she came to the computer room of the scientific research institute after get off work. She boldly participated in the design of healthy refrigerator packaging boxes, and used her rest time to repeatedly design in the computer room. After the packaging box pattern design was approved, he was deeply encouraged and volunteered to design the stove panel.

Now Huang Wei is working in the technology center through competition. She said with emotion: "Compared with alumni who graduated at the same time as I worked in other companies, I am lucky because Haier's fair, open and impartial horse racing mechanism stimulates my vitality and makes me have no regrets in this life!"

4.3 Quality Concept

Excellent products are made by excellent people

Case

Wandian Welding Hero is a true "hero"

“It’s amazing that the heroes of Lao Wang’s family were selected as self-management model workers by Haier, ........................word count Restrictions: You need to go to the following website to view

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