Thirty Years of Turbulence - Chinese Enterprises

作者：admin  点击次数：4  发布时间：2026-03-25

So, Zhang Xingrang came up with a reform plan. He reorganized the internal elements of the enterprise, such as people, finance, and materials, and transformed the original extensive management into intensive management. This method first set goals for various tasks of the enterprise, and then implemented them step by step from low to high, with each layer linked to personal compensation, forming a system. The overall assessment indicators are per capita efficiency, per capita benefit, and enterprise fund profit and tax rate. In terms of specific implementation, he comprehensively considered nine elements including quality, supply and marketing operations, equipment operation, material use, energy utilization, capital turnover, cost reduction, and utilization of workload and working hours per person. As it borrowed the concept of operating equipment at full capacity, it is called the "full load work method".

His attempt seems to have been effective. Before the reform, there were three large boilers in the factory, boiler masters, and more than 70 workers who were responsible for shift work, coal pulling, slag removal, maintenance, and water collection, accounting for 1/6 of the entire factory workforce. According to Zhang Xing's standard of "full load", only 18 people are enough for these three boilers.

Zhang Xingrang began implementing his work method in 1985. Two years later, his approach received high attention from the central government and was considered a "great invention". It was vigorously promoted in tens of thousands of enterprises across the country, and Zhang Xingrang became a famous entrepreneur on par with Bu Xinsheng from the south.