At the age of 37, he was ordered to take the "cutting knife" of his father for the Weichai reform.

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In 2018, the revenue of Weichai broke through 230 billion yuan, a record high, and won the China Quality Award and the first prize of National Science and Technology Progress Award. No one can deny that the glory of this 200 billion-level state-owned enterprise began in 1998 with the reform led by Tan Xuguang.

In the late 1990s, Weichai in the wave of the times, like all state-owned enterprises, is facing an unprecedented crisis of life and death: rigid plant mechanism, brain drain, heavy burden, loss of operation, backward technology, and unsalable products... There are only 60,000 yuan on the account, more than 13,600 people have no food to eat, and no salary can be paid in half a year.

That year, history chose a young man who was only 37 years old - Tan Xuguang.

At this time, Tan Xuguang, who is already the deputy director of Weichai and the general manager of the import and export company, dare to dare to do it, dare to be the first, has the enthusiasm and tenacity that ordinary people can hardly match, and will export the firewood products in just ten years. The performance of the company has grown from 300,000 US dollars to 60 million US dollars per year, which became a banner for the export of China's mechanical and electrical products.

Tan Xuguang served as the director of Weifang Diesel Engine Factory and proposed the three chapters of the law.

The young man did not shoulder the heavy responsibility. At the beginning of his tenure, he made the oath of "three chapters of the law" in the inaugural speech of more than 1,000 cadres: "Adhere to the principle, dare to take care of the good, not be a good old man, not a good official; Put down the body, work hard, do practical things for the company, do good things for the employees; lead by example, clean and honest, and ask the staff to do it. I will do it first, and I will not allow the employees to do it. I will not do it." Became the foundation of the company that was later used by Weichai.

The house leaks are even rainy. At 1 am 10 hours before the inauguration meeting, a fire broke the casting line of Weichai and the fire trucks of the city were transferred. The foundry manager at the time faced the newly-received Tan Xuguang. I cried. In the face of the predicament of survival, how can Weichai go live? This young and passionate young factory manager issued a cry of reform: "Without reform, weichai has only one dead end!"

Only when there is a change, there is a way to live. In the old state-owned enterprise with more than 50 years of history, how easy is it to reform? Tan Xuguang, the Shandong man who likes the Spanish bullfighting song, opened the prelude of Weichai with a son. The reform began with the charging of water and electric heating. Tan Xuguang did not expect that the first person who stood up against him was his father. His father advised him: "The Weichai people can drown you in a single spit." Tan Xuguang said: " Then I will take you to the knife first!" Later, the old cadres in the factory went to find the father of Tan Xuguang and said, "He didn't even recognize him. What is your use for me?"

Reform, only dare to touch deep-seated contradictions, can truly achieve the phoenix nirvana. Tan Xuguang aimed at the shortcomings of the internal mechanism and initiated the reform of personnel, labor, and distribution of the "three systems." In the reform of this strong man's broken wrist, the number of firewood cadres was reduced from 750 to 219, and the total number of employees on the job was reduced from 13,600 to 8,000.

It’s hard, only the people who know it are clear. "Actually, at that time, many employees did not trust and opposed reform." At that time, it was still "Xiao Wang", and now Wang Shijie, who has his own labor model innovation studio, witnessed that history. He said that without Tan Xuguang's courage and courage, there would be no firewood today. Tan Xuguang used practical actions to explain that "state-owned enterprises must reform, and they must be disabled."

Weichai Group Top View

Liu Yuanqiang, the current vice president of Weichai Power, entered the middle of the company in 1999 and became the youngest middle-level cadre in the history of Weichai. In 2004, he served as the director of the quality of Weichai. He was reduced to the vice minister because of work mistakes and became the firewood. The first cadre to be demoted. Recalling the cause of the incident, Liu Yuanqiang said: "At that time, one of the data we cast was directly reversed, and the rate of unqualified products was made into a qualified rate. Tan was very sensitive to the data and suddenly saw it." In Tan Xuguang It seems that such mistakes cannot be tolerated.

Since then, "the cadres can get on and off, the employees can get in and out, the salary can be high and low" becomes the normal state of Weichai. Liu Yuanqiang was sent to four professional factories for deputy training, and later the official reinstated, step by step to the vice president. Liu Yuanqiang said: "This reform has created an ecological environment in which everyone is willing to do things and is willing to do things. This will have a rapid development."

If the "three systems" reform breaks the "big pot" mechanism, the later "three-three system" property rights reform will break through the institutional shackles that have plagued Weichai for many years. 13 sideline businesses and enterprise-run social units, nearly 6,000 employees were all divested, making Weichai a highly market-oriented company with a prominent main business and a modern enterprise system.

At that time, Liu Xiangwu, who was the deputy director of Weichai, led more than 800 employees of the parts factory to complete the separation of auxiliary industry and established Weifang Shengrui Transmission Co., Ltd. Later, the company successfully developed the first eight-speed automatic transmission in China, with an annual sales income of more than 2 billion yuan. Liu Xiangwu, who is now the chairman of Shengrui Transmission, recalls: "At the time, I was a deputy director. If I participated in this reform, it would be equivalent to going from the deputy department level to zero. But we bravely took this step and only got it. Nowadays."

This vigorous reform not only made a group of enterprises such as Shengrui, but also let Weichai turn around and embark on the road of rapid development. In the following 20 years, because of this reform of life and death, Weichai was reborn, and the phoenix nirvana, from the bankruptcy of 20 years ago, has become a billion-dollar enterprise, and has emerged from a state-owned enterprise reform to escape the difficulties and grow up and become a road to growth. A model for the reform of Chinese state-owned enterprises.

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