Matters needing attention in Chen Hongbing's lecture

1, the top leaders of enterprises do not participate in the whole training and do not speak;

2, just to learn new knowledge, not determined to start and pay close attention to the benchmark, can't talk.

3. Only for middle-level students, don't talk;

Three don't accept:

1, arrange food and drink after going to the enterprise, and arrange a light meal if you don't accept it;

The teaching place is ten minutes away from the hotel, which is not acceptable. Please arrange simple accommodation to save time.

3. Except for the unified arrangement of the presidential classes of top universities, internal training courses will not be graded. It's strange for me to get below 90 points.

Note: For the training courses that do not meet the above requirements, please invite the members of Hong Bing Benchmarking Management Team to teach. Teachers who are recognized by the benchmarking management Institution in theory and aim at students of different industries and levels must check by telephone to prevent counterfeiting:

Because hundreds of enterprises want to ask Mr. Chen to be a tutor every year, the schedule is very tight, and interested courses must be reserved in advance. The extra after-school tutoring services provided by Mr. Chen for enterprises with strong development will and managers who like to learn are often selfless and free. But according to Mr. Chen's words, "not all enterprises have to succeed, and some die first and then contribute", and he always refuses to provide any service or help to those management cadres who tend to be complacent and corrupt enterprises with too much bureaucracy to improve and innovate.

In addition, Mr. Chen lives a simple life, and his lectures are full of passion and physical exertion. All units should avoid taking up Mr. Chen's lunch break when arranging lunch, and try to ensure noon sleep. Please don't arrange to eat out because of excessive courtesy. Canteen, fast food and box lunch are the best choices.

Examples of the effects of the programs introduced in the field of coach training (up to 20 1 1 year, there is no effective statistics since then):

1. On-site training and counseling for building materials enterprises in Canton Fair, and the order volume increased from1.800 million yuan/year to nearly 600 million yuan/year.

2. The two-day TTT course on corporate culture of China Southern Power Grid and China Mobile Co., Ltd. provided on-site guidance for the development of dozens of corporate culture cases for internal independent training.

3. During the two-day corporate culture training in Changqing Oilfield, China Petroleum, more than 0/00 corporate culture implementation measures were interacted on the spot, and 23 subordinate grass-roots units were promoted to implement independent culture construction on the spot, becoming demonstration units of corporate culture construction in the industry, and their leaders also became national advanced managers.

4. Southern Newspaper Group conducted a two-day execution training, and provided on-the-spot counseling for six execution benchmarking improvement schemes, which solved the internal friction of sales staff's work energy by 40%. It is estimated that the sales volume will increase by nearly 20% in the second year.

5. Guangdong Post's two-day intensive management course has helped to form the implementation plan of more than 30 intensive projects and become the benchmark in the industry. The present form is "National Postal Studies in Guangdong".

6. During the two-day benchmarking training course for electronic manufacturing enterprises in Hong Kong, nearly ten sets of implementation improvement schemes were formed on the spot, among which the new project R&D management link increased the success rate of R&D projects by seven times, which will bring accumulated output value of several billion yuan to enterprises in the future. . . . . .

7. Two-day benchmarking coach training in the marketing center of a listed company in aerospace system. Through on-site counseling, 14 sets of benchmarking schemes for different work modules were formed. After the implementation of the improvement plan of supply coordination, the website is expected to directly avoid the loss of a large number of customers, which will lead to a minimum annual sales growth of 6-7% (hundreds of millions of yuan). The improvement plan proposed by the financial department will save the company about10 million yuan/year. . . . .

8. Two-day coaching training for senior executives of a large trading company in Beijing, at the temporary request of the enterprise, provided on-site coaching to solve the problems that the market could not be effectively expanded and the annual work plan could not be effectively implemented due to departmental coordination problems for many years, and set an effective benchmark for annual work. On-site assessment showed that the direct sales of enterprises increased by more than 30% (more than 100 million yuan) in the second year.

9. The ground service department of Air China Capital Airport provides on-site guidance to middle-level managers, and forms several benchmark schemes for work improvement, which can reduce the flight delay rate of Air China at Capital Airport by about 30-70% and become the best among competitors. . . . . . .

10, a two-day benchmarking course for oil tanker transportation companies under China Aviation Oil Group, is an improvement scheme formed by on-site counseling of senior students. The bottleneck problem in shipment management is solved by controllable factor improvement method, which can increase the company's profit by 4.8 million yuan/ship/year. The scheme of energy saving and emission reduction can directly reduce oil consumption by 5- 10%, and the estimated budget can reach 45 million-100 million yuan/year. The working idea and some key points of continuously reducing 10-20% are put forward. In other aspects, such as work coordination, accounts receivable, project management, human resources, etc. Put forward feasible solutions, and the on-site evaluation will affect the overall benefit and efficiency of the company by more than 30%. . . . . .

1 1, one-day tutorial course of China PICC P&C Ningxia Company. Senior leaders formed an annual improvement plan on the spot. After implementation, it will solve the problem of 20% customer churn, which is equivalent to increasing the output value by 20% every year, at least 1 100 million yuan. Other middle-level departments also put forward different improvement schemes, but due to lack of time, the benefits were not counted. . . . . .

12. In the two-day open class of "Ministry of Energy Conservation and Emission Reduction: Benchmarking Cost Method-Reducing Costs and Increasing Efficiency for All Staff" sponsored by Zhongsui Consulting, Mr. Chen Hongbing tutored more than 30 enterprises at the same time, and the students used the "Benchmarking Four Method" to put forward improvement measures for their own enterprises, which directly brought profits ranging from hundreds of thousands to tens of millions of yuan every year, laying the foundation for the next step of reducing costs and increasing efficiency every year. Among them, more than 30 chain enterprises of automobile 4S shop under Shandong Runhua Group can reduce the cost by more than 30 million yuan only in one link of spare parts procurement management, and a good machine tool company in Beijing digests the inventory by 6 million yuan, forming a plan to control the inventory reasonably throughout the year. The sales promotion plan of Yuanjing Company has achieved the effect of doubling the expected sales (20 million), and Taiyuan Zhongxing Company has achieved a net profit growth of 65,438+00% only in the promotion management. . . . . . After-class statistics show that the improvement schemes of various enterprises can bring more than 200 million yuan in benefits. 13. After two days of coaching and training on "benchmarking thinking and refined management", Jiangsu Life Xuzhou Company reached a series of improvement schemes for compliance control. It is expected that the turnover will increase and the expenses will be greatly reduced in the second year. . . . . .

14. Two-day benchmarking training and counseling for middle-level cadres in a pharmaceutical enterprise. According to conservative statistics, the maintenance cost of the enterprise decreased by 20%, and other links brought tens of millions or millions. Budget management has been reduced from more than 70% in the year to less than 10%, resulting in indirect benefits of increasing market share, increasing output value by 50% and increasing by nearly 600 million yuan/year in the next three years. . . . . .

15. Conduct one-day benchmarking training for the general managers of 39 subsidiaries of Henan Investment Group. An Cai Hi-Tech (a listed company), a subsidiary company, independently proposed a benchmarking scheme in a payment management link, which is expected to save gross profit150,000 for the enterprise. The improvement scheme of coal-burning control proposed by a subordinate power plant is expected to save more than 70 million yuan every year, and other subsidiaries range from several million to tens of millions. . . . . .

16, Jiangsu Xincheng Real Estate Group, which ranks among the top 20 real estate enterprises in China, passed the two-day coaching training in benchmarking management. In view of the bottlenecks in various management modules such as construction management, customer complaints, planning and design, information construction and administrative efficiency, all departments of the Group put forward their own easy-to-implement benchmarking improvement schemes. , respectively, brought millions to tens of millions of profits. According to the preliminary statistics of the training site, the theoretical profit has increased by nearly 200 million yuan, which can be the second for enterprises in combination with the after-school homework related to work promotion.

17, Shanghai Tobacco Group Printing Company passed the one-day training in benchmarking management, and the direct value of the benchmarking scheme independently proposed by students from all departments was estimated at tens of millions, and there was no statistical condition on the spot, ignoring the greater indirect benefits;

18. After one day's training in benchmarking management and two hours' after-school counseling, the department-level cadres of Shanxi Power Supply Company put forward five sets of improvement schemes on the spot, among which one set of project final accounts management benchmarking scheme was estimated to increase the profit of the enterprise by about 300 million yuan, and other schemes were ignored because of the lack of statistical conditions on the spot;

18, Yunnan Honghe Tobacco Monopoly Co., Ltd., who studied in Peking University, after two days of training as a benchmarking coach, the trainees put forward more than a dozen sets of benchmarking implementation plans for their respective departments on the spot. Under the restriction of national fixed pricing, they can still tap the potential direct profits of more than 20 million yuan, and the indirect benefits are ignored;

19. gmcc Company, a subsidiary of Midea Group, put forward a set of 10 easy benchmarking implementation plan after a day of benchmarking training and10.5 hours of counseling, combined with its own bottleneck problems. It is estimated that in the second year, the company will directly reduce costs and increase efficiency by nearly 200 million yuan, excluding indirect benefits; Midea's kitchen and bathroom business department's two-day coaching training brought direct benefits of about 20 million yuan; Life Electrical Appliances and other business divisions under the group only attended classes without counseling, and did not see direct benefits at the scene;

20. After two days of benchmarking training, Taiyuan Shankun Cigarette Factory has produced more than 10 sets of implementation schemes, of which two schemes can bring direct profits of more than RMB 10, while the training and guidance of other schemes do not have the conditions for benefit calculation, which is expected to indirectly increase the profits of enterprises by more than one time;

2 1, two-day training for benchmarking coaches of technical personnel of PetroChina Pipeline Company. The implementation scheme of technical transformation put forward on the spot has directly produced tens of millions of benefits. Some technical construction and informatization projects are highly professional, and the measurement conditions are not available on site, but the estimated benefits can reach 700 million yuan;

On the 22nd, more than 600 people from various professional bureaus attended a two-day lecture and on-site counseling on benchmarking management of postal enterprises such as Cangzhou, Tangshan and Langfang, and introduced their respective benchmarking schemes. Only training more than 30 schemes introduced and announced on the spot can bring nearly 50 million business balance (profit) to enterprises.

23. In the one-day gztv-level cadre training class held in Peking University, TV students put forward six sets of work plans for benchmarking in TV stations, which brought different but equally excellent improvement results, such as 30% improvement in broadcast quality, 1 million reduction in single-issue cost, 5% increase in ratings, an increase in advertising revenue of columns/kloc-0.5% (about 300 million yuan), and a profit of single-issue columns/kloc-0.50 million.

24. The senior management of PetroChina Survey and Research Institute put forward four sets of improvement schemes at the benchmarking training site. The largest one, the renovation scheme of more than 10,000 oil wells under PetroChina, is expected to increase the annual benefit for PetroChina by 654.38+0.2 billion yuan, and the theoretical profits of other schemes are in the range of several thousand to hundreds of millions of yuan.

25. A two-day process benchmarking training was conducted for BP Jiayang Solar Energy Company, a Sino-British joint venture, and six improvement schemes were put forward on the spot, which can directly bring profits of about 30 million yuan to the enterprise.

26. In the activity of establishing the "benchmarking culture" of Jinwei Beer held by Shenzhen Graduate School of Tsinghua University, the top leaders of local branches and cadres of various departments of the head office participated in the bidding work in an all-round way. After two days of training and counseling, the proposed scheme can directly create profits of 50 to 60 million yuan for enterprises and reverse the temporary losses caused by investment in one fell swoop. Among them, the implementation of an index work plan proposed by Chairman Ye himself can directly reduce the cost by 6.8 million yuan.

27. Two-day benchmarking for faw liberation Qingdao Company. Cadres at all levels have benchmarked and created standards for procurement, quality management, marketing services and other modules. These schemes can directly bring benefits of hundreds of millions of yuan to the company. At present, many new schemes are being introduced and implemented.

28. All middle and senior managers of Inner Mongolia Tobacco Monopoly Company have been trained in benchmarking management in rotation, and the provincial company attaches great importance to it. Twenty or thirty programs have been introduced, creating accumulated profits of several hundred million. Among them, a single improvement scheme of tobacco logistics management project can create profits of hundreds of millions of yuan for provincial companies. At present, many individual tasks of Inner Mongolia Tobacco have become industry benchmarks.

29. During the two-day benchmarking tutorial of TCL Air Conditioning Division, cadres at all levels created benchmarks for home appliances in more than ten technical fields, such as quality, R&D and market management, and also brought tens of millions of annual profits.

30. Under the guidance of benchmarking management, a team leader of Huadian Group, seven or eight projects related to construction plan management, procurement management, logistics management and vehicle management can bring 200-300 million yuan of cost reduction and efficiency improvement to the Group every year.

3 1 Tsinghua University "Karamay Advanced Class for Small and Medium-sized Enterprises", with hundreds of tutors and nearly 1,000 people. The benchmarking management scheme issued by enterprises in various industries can contribute hundreds of millions of yuan to the government.

32. With the promotion of the Hebei provincial government and the implementation of Teacher Chen's theory, major enterprises in Hebei province have increased their efficiency by hundreds of billions, and the government's fiscal revenue has increased substantially. The specific figure is unknown (report from Hebei Ministry of Industry and Information Technology)

33. The Pipeline Department of Golmud Refinery directly proposed an energy saving and emission reduction plan to reduce 30,000 tons of standard coal. . .

34. The precise water injection scheme in Qinghai Oilfield can reduce the cost by 654.38+300 million yuan. ...

33. There are too many feasible benchmarking schemes, and there is no on-site quantitative evaluation, so it is impossible to make classified statistics. . . . . .

(Teacher Chen Hongbing has created hundreds of billions of direct benefits and hundreds of billions of indirect benefits for counseling in various industries and enterprises through his original coaching training and "four benchmarking methods")