Propose to gather strength, innovate and empower
Exploring new paths for democratic management in the new energy vehicle industry
Wuhu Bokang Electromechanical Co., Ltd. was established in 2009, specializing in the research and development, production, sales, and service of high and low voltage wiring harnesses for new energy vehicle three electric systems. Its end customers include well-known new energy vehicle companies such as Mercedes Benz, BMW, Volkswagen, Audi, General Motors, Ford, Nissan, Jaguar Land Rover, Hyundai, Tesla, Dongfeng, Toyota, Geely, Volvo, Changan, Chery, Great Wall Motors, SAIC General Motors, Jiangling Motors, Xiaomi, NIO, Ideal, Xiaopeng, and Leapmotor. The company currently has over 800 employees, all of whom have joined the union organization. As a non-public enterprise, the company has always adhered to the concept of "gathering the wisdom of employees and stimulating innovation vitality", taking the employee proposal solicitation activity as a breakthrough point, promoting the deep integration of democratic management and efficient economic development of the enterprise, exploring a unique path of democratic management innovation, and injecting strong momentum into the high-quality development of the new energy automotive wiring harness industry.
1、 Innovative Practice: Building a New Democratic Management System with Employee Participation and Achievement Transformation
（1） Expand channels and build a new battlefield for democratic participation. The company actively adapts to the trend of digital development, breaks the time and space limitations of traditional proposal collection, and builds a multi-dimensional and normalized proposal collection mechanism; Develop an online proposal mini program to enable employees to submit proposals anytime and anywhere, reducing the threshold for participation; Open the general manager's email, build a communication bridge directly to the company's senior management, and strengthen employees' sense of being valued; Regularly hold workers' congress and work meetings, provide face-to-face communication platforms, and ensure more direct expression of demands. Through multi-channel collaboration, the company has successfully built a proposal ecosystem that involves all employees. As of now, a total of 1463 proposals have been collected, with an adoption rate of 29% and a high employee participation rate of 85%, fully activating employees' enthusiasm for participation and innovation potential.
（2） Motivate and strengthen, smooth the release valve of innovative momentum. According to the "Management Measures for Improvement Proposals of Wuhu Bokang Electromechanical Co., Ltd.", the company has established a scientific and rigorous proposal review and incentive system, achieving a three-dimensional linkage of "material incentives+spiritual incentives+career development". 1. Graded instant rewards: Proposals will be evaluated in seven categories based on quality every month, and differentiated rewards ranging from 5 yuan to 500 yuan will be given. A total of 13390 yuan of rewards will be distributed in 2024; 2. Major benefit sharing: For proposals that generate significant economic benefits, additional benefit sharing will be added in addition to the basic reward, strengthening the "innovation equals benefit" orientation; 3. Annual Special Commendation: Hold a proposal improvement summary meeting in March every year, establish honors such as "Proposal Contribution Award", "Proposal Effort Award", "Proposal Excellent Department", etc., with a maximum reward amount of 8000 yuan; 4. Linking career development: Incorporate proposal results into employee promotion assessments, prioritize promotion opportunities for outstanding proposers, and achieve "personal growth and enterprise development at the same frequency".
（3） Achievement implementation, creating a "closed-loop chain" for proposal conversion. To avoid proposals being presented but not used, or used but not actually implemented, the company has set up a proposal implementation tracking team to implement "full process tracking and closed-loop management" for the adoption of proposals. From proposal acceptance, review, implementation to effectiveness evaluation, clarify the responsible parties and time nodes for each link; Regularly provide feedback to employees on the progress of proposals, ensuring that "everything has a response and every matter has a resolution";
Focusing on the two core areas of management and production to promote transformation: at the management level, solving departmental buck passing problems through optimized process proposals, reducing management costs by more than 400000 yuan, and improving decision-making efficiency by 20%; In the production field, proposals such as optimizing layout and reducing material handling have saved nearly 6 million yuan in costs, significantly enhancing market competitiveness.
2、 Highlighting effectiveness: 'Three upgrades' help enterprises improve quality and efficiency in development
（1） The transformation from "cost reduction" to "efficiency improvement" has led to a sustained increase in economic strength. Through the effective conversion of employee proposals, the company has achieved a dual breakthrough in cost reduction and efficiency improvement, with a cumulative cost reduction and efficiency improvement of over 6.4 million yuan. The precise control of costs and the improvement of production efficiency greatly enhance the competitive advantage of enterprises in the new energy vehicle wiring harness industry, laying a solid foundation for continuous research and development investment and expanding market share.
（2） Collaboration and decentralization have transformed into increased efficiency, and internal governance continues to be optimized. The proposal solicitation activity has become the "glue" for departmental collaboration and the "catalyst" for management optimization: on the one hand, cross departmental proposals promote process restructuring, significantly improving departmental collaboration efficiency; On the other hand, the demands of employees have been fully valued, and their satisfaction and sense of belonging have significantly increased. The internal cohesion and centripetal force of the enterprise continue to strengthen, forming a good atmosphere of "unity and collaborative work".
（3） The 'weak brand' has become 'influential', and the industry reputation is gradually established. The employee proposal solicitation activity has become a core innovation label of the company, not only shaping a corporate culture of "valuing employees and encouraging innovation" through practical results, but also establishing a benchmark image of democratic management in the field of new energy vehicle supply chain, attracting more high-quality customers to cooperate, and continuously expanding brand recognition and industry influence.
3、 Experience inspiration: Empowering democratic management innovation in non-public enterprises through employee proposals
（1） Small incisions leverage big governance, which is the foundation for the implementation of democratic management. Taking the employee proposal system as the starting point, integrating democratic management into the "nerve endings" of corporate governance, starting from "small things" such as optimizing production processes and improving management details, not only lowers the threshold for implementing democratic management, but also quickly sees practical results, achieving "small proposals driving big changes" and laying a solid institutional foundation for the modernization of corporate governance.
（2） Double incentives to achieve win-win results are the source of vitality for democratic management. Adhere to the combination of material and spiritual incentives, and the unity of personal growth and enterprise development. Through measures such as differentiated rewards, honor recognition, and promotion tilt, employees can gain a sense of "gain" and "value" from democratic participation. This not only stimulates employees' innovative vitality, but also injects lasting power into the development of the enterprise, building a virtuous cycle of "enterprise benefits, employee growth".
（3） Digitization empowers high efficiency and is the "wing" of democratic management to improve efficiency.
With the help of digital tools such as online proposal mini programs, we break through the limitations of traditional "offline meetings" and "paper submissions", solve the problem of employees having "no time to raise and inconvenient to raise", achieve "more data running and less staff running errands", greatly improve the convenience and coverage of democratic participation, and provide technical support for the efficient operation of democratic management.
（4） Closed loop guarantee for full implementation is the "long-term foundation" of democratic management. Establish a closed-loop mechanism for the entire process of proposal solicitation, review, implementation, tracking, and feedback. Through a dedicated tracking team, responsibilities are consolidated to ensure that proposals are not suspended or fail. Only by allowing employees to see that their suggestions are useful and their improvements are effective, can we continuously enhance their confidence in democratic participation, ensure the long-term stable operation and effectiveness of democratic management.
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