"Chief Talent Concept": How does Sany rely on people to become a made-in-China sample?

Sany is a benchmark for digital transformation in the construction machinery industry, and the world's first lighthouse factory certified by heavy industry is also in Sany. Where does the name "Trinity" come from? On the road to digital transformation, how to smoothly achieve "turnover"? Recently, the Economic Observer and Yunxuetang have joined hands to create an in-depth dialogue column - the third issue of "Chief Talent View" was launched, which went deep into Sany, introduced Sany from the perspective of talent training, analyzed the Sany model, and provided reference for the industry. The following is the full text of the report↓

After face recognition, we walked into a special factory of Sany Heavy Industry in Changsha: surrounded by greenery, gurgling water, and heavy machinery, these big guys were surrounded by these small scenes, interpreting the perfect combination of strength and beauty. What's even more striking is that in this 100,000-square-meter factory, there are few workers, replaced by more computer screens and robots of various types. Here, it is known as the "smartest factory" in the industry - Sany Heavy Industry No. 18 "Lighthouse Factory".

"In the future, there will be fewer and fewer industrial workers here," said Hu Jiangxue, deputy director of the human resources headquarters of Sany Group, deputy general manager of Sany Heavy Industry and president of Hunan Sany Industrial Vocational and Technical College, walking in the No. 18 plant, pointing to a unit being assembledPump trucksIntroduction, welding robots replace workers, can automatically receive materials for welding, but also identify porosity, bias welding, weld penetration and other defects, and behind these robots is a strong team of engineers, as well as Sany Group has built a digital and intelligent system.

Plant 18 is also the future of China's heavy industry manufacturing factories. Factories are becoming more and more "smart", which means that the operating model that underpins traditional manufacturing needs to change. By the end of the 14th Five-Year Plan, the company's output value will increase from 170 billion to 300 billion, the number of employees will be reduced from 30,000 to 3,000, and the number of engineers will increase from the current 5,000 to 30,000.

Behind the strategic transformation is the rebuilding of the talent team. It is reported that the essence of Sany Group's "Three Threes" strategic goal is the "upgrading" of the talent team on the original basis, not a change of blood. Corresponding to this is the strategy and goal of the business transformation and upgrading of Sany Group, a leading domestic machinery company, of "digital intelligence, electrification, and internationalization".

As a huge organization with tens of thousands of employees, how to let employees get out of their comfort zone and take the initiative to upgrade themselves? And empower the overall strategic upgrading of the enterprise? Finally create a sample of China's manufacturing transformation and upgrading?

"Three modernizations" transformation to create an industrial benchmark

Hu Jiangxue has been working in Sany Group for more than ten years and has been working in human resource management positions, and he has a systematic understanding of Sany Group's talent training. In his view, first of all, the core concept of human resource management of Sany Group is to help employees succeed; Second, there are two expenses that are not controlled by the budget, one is the development cost of the product, and the other is the training cost that is helpful to the employees; Third, let employees develop good habits in the training process.

Regardless of the expense, a systematic talent training system has been formed, which provides a strong talent guarantee for each transformation of Sany Group, which is also the confidence of Sany Group.

On March 13, 2018, Liang Wengen, chairman of Sany Group, expressed his determination to the outside world: "Sany's digital and intelligent transformation will either turn over or overturn!" At that time, as a leading enterprise in heavy equipment production, Sany Group was faced with development problems such as the independent processing process of various parts, the difficulty of connecting production lines, and the high cost of transformation. At that time, China's heavy industry manufacturing industry was also at a juncture of transformation from large to strong on the world stage.

Since 2018, Sany Group has fully launched the digital and intelligent transformation strategy, and it is reported that the digital and intelligent transformation is divided into several levels: the first is machine substitution, the second is machine decision-making, and the third level is product intelligence.

According to Hu Jiangxue's introduction, the transformation of digital intelligence is the transformation of management in the real sense, in addition to the above-mentioned hard power transformation and upgrading of "making factories smarter", the transformation of digital intelligence is the transformation of traditional consciousness. In order to maintain a unified understanding of digital and intelligent transformation for all employees, Hu Jiangxue introduced that Sany Group first adjusted its organizational structure and set up a special digital department, and set up a digital headquarters under each business group, reflecting the importance of digital and intelligent transformation from the organizational configuration; Secondly, from the top to the bottom of the staff, all the senior executives of Sany Group, including Chairman Liang Wengen, led all employees to learn digitalization together, recommended learning books around digitalization, and conducted speech competitions. Third, from the incentive mechanism, make a model of what kind of talents are needed for digital enterprises, and then let employees take exams and certifications, and only after passing the exams can they take up their posts, so as to motivate everyone to move closer to digital and intelligent transformation.

Digital and intelligent transformation means that whether organizations and talents can keep up with strategic changes and support business development has become an important fulcrum for enterprises to break the situation. Sany Heavy Industry has been ahead of many manufacturing enterprises on the road of digital and intelligent transformation. Behind all these achievements, it is inseparable from Sany Heavy Industry's in-depth layout of digital and intelligent transformation and its emphasis on talent training. From the perspective of business flow, digital transformation will bring about the reshaping of job capabilities, from traditional sales to digital marketing talents, from single product design to human-computer interaction compound engineers, from traditional equipment technical workers to intelligent equipment operators, including R&D, production, marketing and other positions have put forward new capability requirements for talent transformation. Sany Group's approach is to closely integrate digital learning with business to maximize effectiveness, efficiency and experience, and has introduced digital learning solution providers, including Yunxuetang, to quickly empower employees. Taking R&D business as an example, focusing on the business needs of the transformation to artificial intelligence + industrial Internet, Sany Group conducts digital transformation training for employees such as technical exchanges, technical skills, patent training, and technical certification, and implements them through the digital learning platform. Accelerate transformation and increase productivity through learning and training. The data shows that through digital and intelligent transformation, Sany Heavy Industry, a subsidiary of Sany Group, has achieved rapid improvement in per capita income and per capita profit. In 2021, the company's per capita income will reach 4.5104 million yuan, and the per capita profit will reach 507,800 yuan.

Hu Jiangxue introduced that Sany Group is currently implementing three major strategies: digital intelligence, electrification, and internationalization. Among them, digital intelligence corresponds to management transformation, electrification corresponds to product transformation, and internationalization corresponds to the transformation of market scope.

"Electrification is a product transformation, for example, the business model of fuel can no longer go on, and it will be replaced by clean energy and electrification, which also promotes the transformation of our production; Internationalization is the driving force of the market, and our main battlefield is in China, and now our battlefield will be transferred to a broader international market. Hu Jiangxue introduced that around the comprehensive transformation of Sany Group, the cultivation and training of talents have also been followed up. For example, Sany Institute of Technology currently has a School of International Economics and Trade, and Sany employees can also conduct training and learning in international trade-related majors.

From 5,000 to 30,000 people behind the talent renovation

Under the promotion of the transformation of Sanyi, Sany Group has taken on a new look - Plant 18 is the window to observe the new Sany: there are fewer and fewer blue-collar workers, replaced by more intelligent robots and a strong team of engineers behind them.

This is also the goal of the "Three Three Strategies" proposed by Sany Group: by the end of the 14th Five-Year Plan, the company's output value will increase from 170 billion to 300 billion, the structure of personnel will be reduced from 30,000 blue-collar workers to 3,000, and the number of engineers will increase from the current 5,000 to 30,000.

The transformation of the latter two sets of data means the transformation and upgrading of the existing talent team. "Sany's talent renovation mechanism and training system can turn traditional manual operators into junior engineers who operate robots through the input of digital knowledge and practical exercises. At present, this data has been updated: now the number of operators has been reduced from 20,000 to 10,000, and the employees have successfully transformed through digital and intelligent learning, and it is believed that by the end of the 14th Five-Year Plan, there will be no problem in completing the structure and strategic goals of 30,000 engineers, 3,000 sales personnel and 3,000 workers. At that time, the total number of people in Sany Group should not exceed 50,000, which is equivalent to doubling the turnover, but the staff will only increase by 20%, and the increase in personnel is mainly concentrated in the middle level of engineers. The promotion of the "Three Three Strategies" goal of Sany Group means that the per capita efficiency of Sany employees will continue to improve, and Sany employees will also complete the renovation of knowledge and personal upgrading in the process.

To bring more employees into the team of engineers, Hu Jiangxue's challenge is to be "too busy". He introduced that when the group put forward the "three three strategies", there were only more than 30 robots in the intelligent manufacturing laboratory. In order to cooperate with the implementation of the strategy, in November 2020, Sany Institute of Technology built a new plant in one month, completely referring to the actual workstation of the company, and placed the robot in the new plant, with theoretical learning, simulation room, small, medium and large robot operation, and can accommodate about 100 people at the same time to learn and practice.

Hu Jiangxue emphasized that the "three three strategies" proposed by Sany Group are in line with the mission of the enterprise. Sany Group was founded in 1989, the group has been adhering to the vision of "creating a first-class enterprise, cultivating first-class talents, and making first-class contributions" for many years, which is also the origin of the name "Sany", which shows that Sany Group attaches great importance to talents.

In addition, the soft power of corporate culture has also penetrated into the talent team, constantly motivating employees to surpass themselves and create value. When it comes to Sany culture, many employees will mention the famous "seven-and-a-half spirit": since the establishment of the company, the company's leadership has developed a good habit of having breakfast together at half past seven in the morning, summarizing the experience of the previous day while eating, and then discussing the work of the day. Chairman Liang Wengen once said that the essence of "seven and a half spirit" is the spirit of in-depth work and hard work of Sany Group.

Focus on the industry and accumulate talents

More than a decade ago, China's economy was running on a path of rapid growth, and the Fourth Industrial Revolution reshaped new production systems and industrial models. The new era of promoting industrial transformation with information technology has put forward new demands for talents. The hard power of the manufacturing industry largely depends on the strength of talent, which is also seen as the key to China's industry moving towards the middle and high end of the global value chain. Industry research shows that China's manufacturing talents are facing the dilemma of contradictions in the supply and demand structure of talents, and the connection between the talent chain and the industrial chain is not close.

Focusing on the industry and accumulating talents is also the principle of Sany Group.

Under the background of the new era, Hunan Sany Industrial Vocational and Technical College (hereinafter referred to as "Sany Institute of Technology") has also ushered in an important change. Sany Institute of Technology is a full-time higher vocational school founded by Sany Group, which has the characteristics of "one body and two wings" integrating academic education and employee vocational training. Hu Jiangxue listed the four colleges under the Sany Institute of Technology, namely intelligent manufacturing, construction machinery, construction industrialization and international economy and trade, in his words, these professional settings are highly related to the business of Sany Group, and the talents cultivated are needed by Sany Group, and even China's manufacturing industry in the era of Industry 4.0. In the upcoming academic year, Sany Institute of Technology will recruit a group of students majoring in new energy vehicles. Another related news is that from January to May this year, the cumulative sales of Sany Group's new energy heavy trucks were 1,040 units, with a market share of 13.55%, and the market share in May ranked first in the country.

Sany Institute of Technology not only undertakes the important task of providing talents for the industry through academic education, but also serves as the training base for employees of Sany Group. According to Hu Jiangxue, according to the academic education model, Sany Group divides employee training horizontally into 15 systems according to majors, such as production management, quality management, finance, R&D, development, etc., and each horizontal system is vertically divided into three levels: new employee training, on-the-job training, and leadership training.

15 horizontal and 3 vertical vertical and horizontal combinations form the staff training system of Sany Group, which provides an institutional guarantee for the continuous learning and progress of its on-the-job employees. It is reported that the average annual school hours of Sany Group are 60-65 hours, and 1,500-2,000 people all over the country study every day. During the epidemic, in order to keep employees across the country learning at the same frequency and resonance, Sany Group's digital learning system also played an important role, actively using online platforms such as Yunxuetang to conduct customized learning and training for employees.

As the deputy director of the human resources headquarters of Sany Group and the president of Hunan Sany Industrial Vocational and Technical College, Hu Jiangxue still has an unfinished vision, but the goal has been clearly reached: first, to make the vocational college better and better, and to build the school into a highland for talent training in the advanced equipment manufacturing industry; Second, in terms of talent training, realize the productization of training content, correspond to the development of enterprises and industries, and become more refined, so that the gap between the demand side of talent and the supply side is more accurate "welding"; The third is the prospect of the digitalization of training work, hoping to make the company's excellent management cases and technical cases into videos, games, and online courses, so that the extracted enterprise knowledge can reach every Sany employee in a digital way without time difference and zero distance.

In the increasingly complex international situation and the increasingly fierce competition between major powers, China's science and technology and Chinese manufacturing have undergone unprecedented historical changes in the development and international orientation of the world's innovation and manufacturing map. Under the changes unseen in a century, Sany Group has always adhered to the corporate vision of "creating a first-class enterprise, cultivating first-class talents, and making first-class contributions", and has always kept pace with the times, completed the transformation of new and old kinetic energy, and become the benchmark of China's manufacturing industry.

Source: The Economic Observer