TDR: the success gene behind LG Electronics' chaos
Kim Shuangxiu is known as the "father of digital innovation in South Korea", and is the leader of LG Electronics' global business transformation. His own management style is known as "tough"
jinshuangxiu, who has worked hard at LG Electronics for 37 years, is regarded as the "Godfather" of LG Electronics' home appliance business. He led LG Electronics through the difficult period of the recent economic crisis and workers' strike in South Korea, and put forward a series of innovative measures. At the same time, he was the first leader of LG Electronics to advocate the networking of home appliances, and brought LG Electronics into the era of digital home appliances
when he took the post of new president of LG Electronics in 2003, some people said that the reason was that when McEuen was the head of the home appliance division of LG digital, which was building a complex stretchable and foldable graphene structure, the elongation could reach hundreds or even thousands of percent, he was committed to implementing management reform and achieved remarkable results. In 1995, Jin Shuangxiu first put forward an innovative solution to cost control, introducing the so-called "three times three" strategy to increase productivity by three times in three years; In the second year, he began to devote himself to the implementation of Six Sigma management theory and knowledge management concept throughout the company
in the face of low price competition from Chinese household appliance manufacturers, jinshuangxiu never set a single digit growth target. Therefore, LG Electronics also has a kind of "chaos" that people call it. As for what people call "chaos", Jin Shuangxiu explained: "companies that seem chaotic are enterprises with good benefits, because all headache problems are on the surface, and quiet companies will only go bankrupt."
it is said that the "confusion" of LG Electronics comes from the operation of TDR task force. TDR is Jin Shuangxiu's secret weapon. It is a task force set up to reduce costs and improve productivity
Jin Shuangxiu requires that whenever there is a problem to be solved, whether it is technology research and development, marketing or quality improvement, Jin Shuangxiu and the senior executives will immediately select relevant personnel from each department to form a TDR team; The group was "locked up" in work every day until they came up with a solution. The group task usually lasts for 3-6 months. After the relevant personnel participated in the TDR team, the original work was replaced by the "colleague next door", with one person as two. Therefore, the TDR team is not only painful for those who participate, but also harder for those who do not participate. In all TDR teams, it is necessary to ensure that 30% of the company's manpower is to solve the important problems affecting the company's future operation, and 70% of the manpower is reserved to solve the current routine problems
in order to encourage employees to join the TDR team, jinshuangxiu gives special rewards to the top 30% TDR team members for their outstanding performance, such as salary increase or overseas travel. At present, LG Electronics has established more than 1500 TDR teams worldwide, with an average of 30% of white-collar workers participating in the TDR team. Later, Jin Shuangxiu even called for 40% of the white-collar workers in the company to join the TDR team. (end)