Learning from Everyday Business Operations
(Minghui.org) After listening to Master's lecture at this year's New York conference, many practitioners have felt the urgency to do well in cultivation. Those involved in Dafa project management are intensifying their efforts to “dash forward.”
Master has told us in several lectures to learn from non-practitioners' business operations. I would like to share my understandings on this topic.
I visited a BMW manufacturing plant in the United States a few weeks ago. According to the information provided, I estimated that the annual sales of the plant was at least $54 billion; the per capita output of its 9,000 employees is about $6 million. From this example, we can see that a small number of practitioners with good management should be able to produce a lot.
The BMW plant has two production lines. The first was built 20 years ago. When we went to visit, we saw a lot of busy workers at the line. There were also automatic carts delivering parts to the different work stations along the production line.
The second production line is new. It takes up much less space and uses much fewer workers than the first line. The workers on the new line are not as busy as those on the first line, and there is no need for delivery carts. But the production and sales rate of the second line is twice as much as the first line.
Fewer people, less resources, and doubling the output–are not those what we need in our work? How did they do it? Simply put, it is by excellent management to integrate manpower, material, financial resources, time, quality, suppliers, marketing, operations, and other resources together efficiently. Without these, even if the employees work 24 hours a day, the per capita output would be less than one tenth of what it is.
Common Sense in the Western World
I would like to cite another example of management, to show how everyday business operations have touched upon Dafa principles in the human world. In fact, their management philosophy is considered common sense in big Western companies.
A worker was checking his cell phone while walking in a factory hallway. He walked into the path of an oncoming automatic cart and was hit. This is considered a major safety problem in the West. How did they deal with it? They did not fire the worker or deduct his pay, nor did they forbid using mobile devices in the factory. The question that asked by management was: how can we ensure that an employee will not be hit even when he or she is not paying attention?
Their solution was to install guardrails at strategic locations to prevent workers from walking into the delivery path. Isn't this a manifestation of the Fa principle of looking within and being considerate of others at the human level?