Haier pratik


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Haier pratik

  2. 2. Case study Analysis on Haier’s PMS About the company Haier is the world’s 4th largest white goods manufacturer and one of China’s Top 100 IT Companies. Haier has 240 subsidiary companies and 30 design centers, plants and trade companies and more than 50,000 employees throughout the world. Haier specializes in technology research, manufacture industry, trading and financial services. Haier 2006 global revenue was RMB107.5 billion. Guided by the business philosophy of CEO Zhang Ruimin, Haier has experienced the development stages, noted as Brand Building, Diversification and Globalization. At the 21st anniversary of the founding of Haier Group on December 26, 2005, Haier announced its 4th strategic development stage of global brand building. In 1993, Haier brand was officially recognized as a famous brand. In 2006, Haier brand was valued at RMB74.9 billion. Since 2002, Haier has consecutively been ranked first in the row of China’s most valuable brands for manufacture of 18 products, including refrigerators, air conditioners, washing machines, televisions, water heaters, personal computers, mobile phones and kitchen appliances. Haier was ranked first of China’s Top 10 Global Brands by China State Bureau of Quality and Technical Supervision (CSBTS) for refrigerators and washing machines Q1- synopsis about the case Ans- the case kick starts with the description of an incident that the new CEO was very particular about the quality measures and the standards that were missing in the company. and from that day the company has completely transformed itself from the ailing socialist to thriving MNC.by 2002 it has made its mark as top 5 companies in consumer electronics. Chinese enterprise could face like bureaucracy and inefficiency, little concern for cost or quality control or for customer needs, were transformed to a company with global perspective. This radical shift came in the company when zhang was appointed the CEO of the company in 1985; he turned the loss making unit to a 100 plants and companies. By 2002 the company has become Chinese pride and was rated as the most valuable brand in its own. It dominated & explored the overseas market. Create the market - dominate the market  (niche market) It has also created specially designed refrigerators for the same. They has a very differentiated list of KSF ( key success factors to bank on).they incubated various
  3. 3. management styles to 1 and performed an outclass outcomes. Haier used several performance management and motivational tools like use of set of colored footprints on the factory floor where red indicated excellent , green average and yellow for below average , by help of racetrack model etc Hierarchy and interpersonal networks were the Chinese problems with the worker that were removed by the philosophies used by zhang. Many philosophies were introduced by zhang but still there were loopholes due to the growing expansion and influence of local culture in other regions where these management philosophies could pose a threat to the company. Q 2) Issues in the case Ans—following are the under listed issues with the case. 1. Key success factors worked for the company like diversification and product innovation that were done may not work well with all the offshore markets. 2. Urgency was done in transforming the change as these changes were good but backtracking and long term perspective has to be considered first. 3. No easy adoption of these policies could be digested as the system was in place for lat 18 years. 4. Financially- the total output has increased but the gross margin and net margin has declined. 5. More pressure was piled on the employees to do the days work in the KANBAN manner.(OEC) 6. 80:20 rule was a clear cut indication of ( more pressure from managers to employee and strictness and more vigilance) 7. Race track model—which could induce sense of insecurity in the organization. 8. The income claims and loss of income could hit the company with the iteration coming into account. Plus the problem of (accumulated Deposit bank—where the manager could also lose the income). 9. The footprint method could bring in issues as the person may feel insulted and could end up by asking a layoff.
  4. 4. Rotational policy could only make the people work in an environment where he is not having any expertise, but a jack of all trades. so unnecessary movement could be avoided. Q 3) Evaluate the performance management system of Haier? Ans-- performance management system was more of a distributed systems in which different type of systems were combined together to form a system which yielded outputs for the company. The OEC system—overall every and control and clearance Each and every employee must complete the work on time that is scheduled for the day. and thus making sure that the system was implemented on the floor very minutely. The use of set of colored footprints on the factory floor where red indicated excellent , green average and yellow for below average encouraged workers to perform better. thus the standards of the work were increased every time and thus evaluated on daily basis. and thus leaving the employees to select the own set of challenges. 80:20 principle. 20% employees were held responsible for the 80% work that is being carried by the workers. Emphasis on recognizing and rewarding creativity like if an employee developed or improved a product, the innovation carried the employee name, and notice of it was prominently displayed on notice board. Thus the employee or the managers were imparted with the burden kind of stuff. Race track model The model was started in which the race was there to phase job-rotation policy for management positions in which the average stay in a management position is three years and the maximum is six months. This was started for new job openings and PMS.and to stay on the top they had to fight. only 8 positions were made secure rest were rotatinary. {Which could result in employee being hesitant for the position and might induce rivalry kind off scenario) . Chance of going up were high & chances of getting down were high - Fear of job position
  5. 5. Tracking profit and loss of individual loss Monthly measures for tracking performance according to the revenue and profit to the managers, the employee were being charged for getting the inefficiency of the task done under his governance. And thus this resulted in the either taking the incentives or asking for compensation in the production and targets getting attained or not. Incentives - related to the target achievement Deposit bank kind of the system in which an employee adds to the bank as the each part of the company was treated as MMC Miniature Company. And thus more revenue earned and more added revenue gain in the account of the unit. Thus this philosophy could add as an asset but the employee retention was not taken into consideration and ethical issue could come into consideration when going into unit wise target reached. Notice board and floor footing was used + training at company expense to motivate the employee and thus an employee was knowing the track where he is moving in the organization. Plus the employee was asked to leave the organization if he falls in 10% rating and rest 10% were asked to leave the organization. Plus daily reviewing was done & tracking employee was done regularly. Job role’s based PMS for managers Each manager was reviewed on the basis of the job description that he has been assigned, plus the duties and responsibilities were clear cut defined. Managers received a performance grade of A, B or C, meetings were done to track the same. Publishing of the results were done and thus there was a complete transparency was kept with the employee’s. Haier has some limitations to its PMS in respect to its implementation in expansion and local culture, but its PMS system planned was well executed and developed. BY Pratik Negi PGP/SS/09-11/HR