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最近有一句热播剧叫《请叫我总监》，在年轻人群里比较火热，相信不少本网的很多读者都或多或少的看过。本剧主要讲述宁檬（谭松韵饰演）从一名底层秘书想转型为投资总监、遇到的坎坷故事，以及和前老板陆既明（林更新饰演）的职场、感情故事，是一部职场轻喜剧。
这部剧开播当晚就排名黄金时段收视率第二，该剧在电视剧播放指数中已连续多日登顶第一且关注度和讨论度居高不下。在描绘当代职场众生相的剧作层出不穷的今天，为何这部剧能够脱颖而出呢？
一方面是对于职场的情况比较写实：比如部门领导同事让新人背锅、抢新人的功绩。一方面该剧引进了大量的反映时代变迁的素材：比如制造业面临的数字化转型升级、新消费品牌引进投资的坎坷路、影射3000亿市值的万科被保险公司做局恶意收购。这些都让职场人非常的有“共鸣感”。主人公宁檬遇到的种种职场挫折和大坑，深得观众入戏：瞧！这不就是活脱脱的我吗？
其中在《请叫我总监》第12集-14集，剧中两位投资人接触道柠檬了一个制造业的投资项目，前往一家制造业进行尽职调查。根据剧中的场景，该部分片段部分拍摄于余杭、萧山、绍兴。文中的凤凰实业取景于萧山瓜沥的一家企业，柠檬入住的一家快捷酒店位于绍兴。
无论是萧山、柯桥还是余杭临平，这几个地方都是典型的制造业聚集区，绍兴更是纺织品行业的产业聚集地。宁檬进行尽调项目是一家九十年代末创建的家纺厂，主要给中低端酒店做纺织品，在创业一代父亲原总的精心运营下，从一家只生产面料的小作坊变成了如今占地三万平米、资产过亿的民营企业。
创业一代认为厂子是一个很重要的大家庭，从来不放弃任何一个员工。他说，家纺行业是一个衣被苍生的行业，是要给人带来家和温暖的感受，所以在这个行业里多多少少得有点人情味。
接班二代小原总留学美国归来，对前沿技术和海外市场相对熟悉，其认为家纺厂原有的经营理念和模式已经跟不上世界市场的新形势，在劳动力成本日渐增高，产能都逐渐往东南亚转移的时代，应当用自动化产线取代人工，进行数字化变革，降本增效。
二代希望通过融资，将原有的生产车间全部升级成自动化智能工厂，引进ERP、MES等数字化系统，整体提升运营效率，拓展海外市场。可以看出这家企业要建设智能工厂，同时还要上ERP/MES系统。当时作为资本方代表的既明资本陆总（林更新）提了一个问题：可以提高产品品质吗？
近年来，越来越多的传统制造业开始走上数字化变革之路，资本方陆总（林更新）提的这个问题代表了社会各界对于制造业数字化转型、智能制造的一个普遍质疑：价值在哪里？消费者和客户最关心的产品品质可以改善吗？二代回答道：最大的提升还是效率，目前劳动力这么昂贵，老方法行不通了。
这里体现了编剧和导演的知识盲区：通过MES（生产制造执行系统）对于生产环节的管理提升，是可以提高产品品质，降低不良的，数字化不仅仅是可以提高效率的。在这里编剧为了打造宁檬尽调时候尽职尽责的形象，安排她除了整理财务报表外，更重要的是去员工一线，了解员工的看法。
在这两个片段里，老员工都是给了二代的变革一个差评：“这个新厂长他说的好多话都听不懂”、“他这么改来改去，这厂子都不知道要变成什么样子了”。“说不定过两天把我这个超市也智能化了变成无人超市，我这个老头也该下岗了”。
最终这个制造业的尽调剧情以老员工和二代接班人的剧烈冲突收尾：“你搞什么上岗竞争、淘汰机制是不是就是为了开除我们找理由？”、“你接班搞什么数字化变革就算了，为什么要牺牲我们？”、“我们都是跟着老厂长一路打拼到今天的，你凭什么开除我们？” “将来机器人来了，是不是我们这些老员工都要下岗去喝西北风去？”
江浙沪的传统制造业企业内，裙带关系严重，不少企业都是家族企业，人治严重，这些指责海龟二代的老员工有些还可能是二代的长辈们或者亲戚们，占据了道德高地。客观上也反映出，如果在工人年龄普遍过大的制造业企业里，进行数字化、智能化改造项目，员工素质、年龄是一个非常大的挑战。可能一些工艺依赖于员工经验，如果处理不好，很可能会影响企业原有的生产。
资本方尽调后决定放弃投资：给出的原因是员工裁员可能影响企业形象、被裁员工安置会有一大笔费用，以及可能产生的劳动纠纷、诉讼，投资方觉得风险太大。根据笔者对浙江制造业的了解，以及中国大多数民营企业的了解，资本方讲的裁员的后遗症风险等等在民企里根本不是个问题。
曾听说某规模上千亿的民营企业裁员都不给赔偿金，而是找一些变相手段逼迫员工离职，何况这家10个亿营收都没有的小纺织厂？更有甚者，一些管理粗暴的民企开除中高管理层都不走通知和解约流程，老板直接让保安把人赶走了事。
实际情况中，很多制造业企业不给一线的车间员工交社保，连劳动合同都走的外部人力资源中介。这也是中国的劳动力成本低的原因之一。个人觉得要么是编剧和导演对于中国的制造业不够了解，要么是资本方只是找了个借口，这个借口下的实际原因是这位二代企业家的管理能力不行，没有处理好人的问题。并且电视剧里反复暗示了这是人的问题。
为啥说二代的管理能力不行？老板直接和车间工人发生冲突这件事，没有其他管理高层或者中层出面，说明二代手下是缺乏有效的管理人才的。一般来说，通过引进有新思想新观念的生产总监、IT总监、自动化总监、精益总监、HR总监，先优化企业内部管理人员结构，通过管理人员去逐步改变一线员工思维，通过合法合规的考核淘汰制度，招募年轻工人，进行缓和的数字化变革会是一种比较行之有效的方式。
其次如果这是一家家族企业的话，出现这种局面，说明一代去世后（电视剧有透露一代去世了，很可能在去世后二代不得不回国接班），企业被家族其他人或老的管理团队控制，二代没有实际掌权，企业的实际管理权还在父辈这一代的权臣手里。无论是二代的管理理念和做事风格不够老练，还是二代的权力被架空，这都是资本方比较忌讳的：企业的发展在一种失控的局面之下。翻译：
Recently, there is a hit drama called “Please call me Director”, which is quite hot among the young people. I believe that many readers of this network have seen it more or less. This drama mainly tells the story of Ning Meng (Tan Songyun) from a secretary to an investment director, encounter difficulties, and the former boss Lu Jieming (Lin Gengxin), career and love stories, is a workplace light comedy.
The show ranked second in prime time ratings on its premiere night, and it has been number one in the TV series broadcast index for several consecutive days with high attention and discussion. With so many dramas portraying the modern workplace, why does this show stand out?
On the one hand, the situation in the workplace is more realistic: for example, the department leader colleagues let the new person take the blame, rob the new person’s achievements. On the one hand, the drama introduced a large number of materials reflecting the changes of The Times: for example, the digital transformation and upgrading faced by the manufacturing industry, the bumpy road of introducing investment in new consumer brands, and the hostile takeover of Vanke with 300 billion market value by an insurance company. All of these make people in the workplace very “sympathetic”. All kinds of career setbacks and pitfalls encountered by the hero Ning Meng deeply draw the audience into the play: Look! Isn’t that who I am?
In episodes 12-14 of Call Me Director, two investors are approached by Dao Lemon about a manufacturing investment project and go to a manufacturing company to conduct due diligence. According to the scenes in the drama, the parts were filmed in Yuhang, Xiaoshan and Shaoxing. The Phoenix Industry in the article was set in an enterprise in Guali, Xiaoshan, and a fast hotel in Shaoxing where Lemon stayed.
No matter Xiaoshan, Keqiao or Yuhang Linping, these places are typical manufacturing clusters, and Shaoxing is an industrial cluster of textile industry. The Due Diligence project of Ningmeng is a home textile factory founded in the late 1990s, mainly producing textiles for mid – and low-end hotels. Under the careful operation of Yuan, the father of the entrepreneurial generation, it has transformed from a *** all workshop only producing fabrics into a private enterprise with an area of 30,000 square meters and assets of more than 100 million yuan.
The entrepreneurial generation regards the factory as a very important family and never gives up on any employee. He said that the home textile industry is a garment industry, is to bring people home and warm feelings, so in this industry more or less a little human touch.
After taking over the second generation, Mr. Ohara returned from studying in the United States and was relatively familiar with cutting-edge technologies and overseas markets. He believed that the original business philosophy and model of home textile factory could not keep up with the new situation of the world market. In the era of increasing labor cost and gradually transferring production capacity to Southeast Asia, manual labor should be replaced by automated production line, and digital reform should be carried out to reduce cost and increase efficiency.
The second generation hopes to upgrade the original production workshop into an automated intelligent factory through financing, introduce ERP, MES and other digital systems, improve the overall efficiency of operation, and expand overseas markets. It can be seen that this enterprise wants to build *** art factory, but also on ERP/MES system. At that time, as the representative of the capital, Lu Zong (Lin Gengxin) raised a question: Can the product quality be improved?
In recent years, more and more traditional manufacturing industries have begun to embark on the road of digital transformation. The question raised by Mr. Lu Zong (Lin Gengxin) represents a common question from all walks of life about the digital transformation and intelligent manufacturing of manufacturing industry: where is the value? Can the quality of products that consumers and customers are most concerned about be improved? The second generation replies that the biggest improvement is efficiency, and that the old ways won’t work when Labour is so expensive.
This reflects the knowledge blind spot of screenwriters and directors: Through MES (production and manufacturing execution System) to improve the management of production links, product quality can be improved, reduce defects, digitalization can not only improve efficiency. Here, in order to create the image of Ning Meng as a conscientious worker, the scripter arranges her to go to the front line of employees to understand their views in addition to sorting out financial statements.
In both of these episodes, the old staff gave a bad comment on the second generation’s reform: “The new factory director doesn’t understand a lot of what he says”, “He makes so many changes that the factory doesn’t know what it is going to become”. “Maybe in a couple of days, the supermarket has become intelligent into an unmanned supermarket, and I this old man should be laid off.”
In the end, the manufacturing drama ends with a bitter confrontation between veteran employees and their second-generation successors: “Are you running some sort of competition and elimination mechani *** just to justify firing us?” “And” Why sacrifice us when you take over the digital revolution?” “We have all worked our way up to this day with the old factory director. How can you di *** iss us?” “When robots come in the future, are we going to have to lay off our old employees and go to the west wind?”
In the traditional manufacturing enterprises in Jiangsu, Zhejiang and Shanghai, nepoti *** is serious. Many of the enterprises are family enterprises and people rule seriously. These old employees who criticize the second generation may also be their elders or relatives, occupying the moral high ground. Objectively, it also reflects that the quality and age of employees are a great challenge for digital and intelligent transformation projects in manufacturing enterprises where workers are generally too old. Some processes may depend on employee experience, if not handled well, it is likely to affect the original production of the enterprise.
After due investigation, the capital decided to give up the investment: the reasons given are that the employee layoffs may affect the corporate image, there will be a large amount of costs for the resettling of the laid-off workers, and the labor disputes and lawsuits that may occur. The investors think the risks are too great. According to the author’s understanding of Zhejiang manufacturing industry, as well as most private enterprises in China, the after-effects of layoffs mentioned by the capital side are not a problem in private enterprises at all.
I have heard that a private enterprise with a scale of hundreds of billions of dollars does not offer compensation for layoffs, but instead finds some disguised means to force employees to leave. Let alone this *** all textile factory with a revenue of one billion yuan? What’s more, some private companies with abusive management di *** iss middle and senior management without going through the notice and termination process, and the boss simply asks security guards to remove the employee.
In the actual situation, many manufacturing enterprises do not pay social security to the front-line workshop employees, and even use external human resource agencies for labor contracts. This is one of the reasons why labor costs are low in China. Personally, I think either the scriptwriter and director do not know enough about China’s manufacturing industry, or the capital just made an excuse. The actual reason under this excuse is that the second-generation entrepreneur has poor management ability and does not deal with the problem of good people. And it’s repeatedly suggested that it’s a human problem.
Why can’t the second generation manage? The fact that the boss directly confronts the workers on the shop floor without the involvement of other top or middle managers suggests that the second generation lacks effective management talent. Generally speaking, IT is an effective way to introduce production directors, IT directors, automation directors, lean directors and HR directors with new ideas and concepts to optimize the internal management structure of the enterprise, gradually change the thinking of front-line employees through managers, recruit young workers and carry out gentle digital reform through legal and compliance asses *** ent and elimination system.
Secondly, if it is a family business, such a situation means that after the death of the first generation (it is revealed in the TV series that the first generation has passed away, it is likely that the second generation will have to return to take over after the death), the company is controlled by other members of the family or the old management team. The second generation does not actually take power, and the actual management of the company is still in the hands of the powerful officials of the father’s generation.
No matter the management concept and work style of the second generation is not sophisticated, or the power of the second generation is not on the ground, which is taboo for the capital side: the development of the enterprise is in a situation of out of control.