實(shí)話實(shí)說：車界老兵點(diǎn)評六大CEO
哈羅德?波林與福特金牛轎車。
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哈羅德?波林 1990年至1993年任福特CEO 盧茨說：“強(qiáng)硬，固執(zhí)己見，不妥協(xié)，他是那種堅(jiān)持‘如果沒法衡量它，它就不存在’的人?！?/em> 盧茨的打分：271 ????波林曾說過，世界上沒有哪個(gè)項(xiàng)目是因?yàn)樘⒉蛔愕蓝粦?yīng)被質(zhì)疑；沒有成本是低到不能再砍掉20%的；沒有哪筆經(jīng)費(fèi)是充分合理、不需要被仔細(xì)調(diào)查是否存在虛報(bào)謊報(bào)的。這是一種對財(cái)務(wù)病態(tài)的斤斤計(jì)較。我在財(cái)務(wù)上的大手大腳被他一次次地駁了回來。這種錙銖必較的悲劇之處在于，它不僅妨礙了進(jìn)步，使人喪失信心，而且也拉高了隱藏的浪費(fèi)和成本——比如調(diào)查的成本、為開支辯護(hù)的成本，以及那些聰明人為了想出另一條能把事情辦成的辦法而花費(fèi)的成本。 ????我討厭和波林一起工作，給人的感覺就像又進(jìn)了一次新兵營。但是波林教會了我一個(gè)道理，那就是強(qiáng)硬、不妥協(xié)、冷酷甚至近于卑鄙的節(jié)約成本的手段和成本評估可能會帶來重大的節(jié)約。它迫使規(guī)劃人員重新檢討有多少工具設(shè)備可以重復(fù)使用，有多少零部件可以沿用過去車型的部件，有多少車身樣式和版本是真正必要的，而不是有沒有都無傷大雅。后來我到克萊斯勒（Chrysler）和通用公司（GM）工作后，波林的這一套方法也起了不小的作用，只是我總是努力潛移默化地把它灌輸?shù)接哪?、工藝和市場判斷中?/p> |
Harold "Red" Poling Ford CEO 1990-93 ????Lutz says: "Tough, opinionated, uncompromising, he was of the school that held 'If you can't measure it, it doesn't exist.'" Lutz grade: 271 ????In the world according to Poling, no project was too trivial to be questioned, no cost too low to be given a 20% cut, no outlay sufficiently justified to not be closely investigated for padding or outright deceit. It was financial micromanagement at its absolute worst. The theme of my financial recklessness was pressed home repeatedly. The tragedy of this type of bean-counter-ism is that besides applying the brakes to progress and being thoroughly demoralizing, it actually drives hidden waste and cost ... cost spent investigating, cost spent justifying, and cost driven by the clever troops finding an alternate way to get the job done. ????I hated working for Red. It was sort of like Marine boot camp all over again. [But] Red taught me that the tough, uncompromising, unfeeling, almost nasty approach to initial cost and investment estimates could produce meaningful savings. It forced the planners to reexamine how much of the tooling and facilities could get reused, how many parts could be carried over from the past model, how many body styles and versions were really necessary as opposed to nice to have. The Poling approach served me well during my later tenure at Chrysler and my last tour at GM, although I was always at pains to leave it with humor, engineering, and marketing judgment. |
