Doubling Workforce Efficiency in Practice: From Cost Cutting to Growth Engine

人效倍增实践：从成本削减到增长引擎

In 2026, general AI, industrial large models, and intelligent automation will be fully implemented. One skilled employee in human-AI collaboration can create 5-10 times the value of the past. However, most enterprises are trapped in a fatal paradox: blindly investing in AI yet leaving over 50% of it idle, while clinging to the outdated industrial-era method of layoffs for cost reduction. The end result is "AI without efficiency gains, and lower efficiency with more layoffs".

2026 年通用 AI、工业大模型、智能自动化全面落地，1 个熟练人机协同员工可创造过去 5-10 人价值。但多数企业陷入致命悖论：盲目砸 AI 却闲置率超 50%，同时沿用工业时代裁员降本的老方法，最终落得 "有 AI 无增效、越裁越低效"。


Why is your cost reduction and efficiency improvement becoming increasingly difficult?

为什么你的降本增效越做越难？


With the industry average human efficiency gap widening to 30 times, China's human efficiency standing at only 20%-30% of that of the United States, and 90% of enterprises still treating "layoffs" as the only way to boost human efficiency—are you also stuck in this endless loop:

当行业平均人效差距拉大到30 倍，当中国人效仅为美国的 20%-30%，当 90% 的企业还在把 "裁员" 当成人效提升的唯一手段 —— 你是否也陷入了这样的死循环：

  • The fewer employees, the busier they are; remaining staff are exhausted, and turnover rates soar | 越裁越忙，剩下的人疲于奔命，流失率飙升
  • High-salary recruits cannot be retained, with employees earning 9,000 RMB monthly quitting due to "work feeling like a machine" | 高薪挖来的人留不住，月薪 9000 的员工因 "工作像机器" 离职
  • Training budgets are cut year after year, leading to frequent accidents, insufficient new-hire productivity, and hidden costs eroding profits | 培训预算年年砍，事故频发、新人产能不足，隐性成本吞噬利润
  • Finance and business are always at odds: business demands more headcount, finance controls expenses, neither can convince the other | 财务和业务永远对立：业务要增编，财务要控费，谁也说服不了谁

The truth is: cost reduction and efficiency improvement is never a sign of operational difficulties, but a proactive strategic choice for enterprises.

Genuine human efficiency improvement does not rely on squeezing employees' time and energy. Instead, it shifts from "treating people as costs" to "treating people as assets" and unlocks human potential through scientific management.

真相是：降本增效从来不是经营困难的信号，而是企业主动的战略选择。 真正的人效提升，不是靠压榨员工的时间和精力，而是从 "把人当成本" 转向 "把人当资产"，用科学的管理激活人的潜能。

Objectives and Benefits | 课程目标和收益

✅ Cognitive Breakthrough: Step out of the misconception that "cost reduction = layoffs", and master the core logic that "efficiency improvement takes priority over cost reduction" | 认知破局：跳出 "降本 = 裁员" 的误区，掌握 "增效优先于降本" 的核心逻辑

✅ Practical Methods: 3 strategic levers + 5 core indicators, teaching you to calculate human efficiency and optimize staffing step by step | 方法落地：3 大战略杠杆 + 5 大核心指标，手把手教你测算人效、优化编制

✅ Tool Empowerment: Pang Dong Lai Training ROI Calculation Sheet, Multi-skilled Worker 5-level Certification System, 30-day Action List | 工具赋能：胖东来培训 ROI 测算表、多能工 5 级认证体系、30 天行动清单

✅ Industry Benchmarking: Disassembly of human efficiency benchmark cases in manufacturing, technology, and service industries for direct application | 行业对标：制造业、科技业、服务业人效标杆案例拆解，直接套用 

Language | 语言

Chinese | 中文

Training Outline | 课程大纲

1. Three Myths of Workforce Efficiency Management | 人效管理的三大迷思：

  • Key case comparison: Didi's layoffs vs. Pangdonglai's "profit expensing" (net profit reinvested into training) | 关键案例对比：滴滴裁员 vs 胖东来"利润费用化"（净利投培训）
  • Data: China's workforce efficiency is only 20–30% of the US level; the gap between top 30 and bottom 30 companies reaches 30x (profit per employee / revenue per employee) | 数据说话：中国人效仅为美国20%-30%，行业前30名与后30名人效差距达30倍（人均利润/人均营收）
  • Core argument: Cost reduction ≠ sign of business distress | 核心观点：降本增效≠经营困难信号
  • Theoretical foundation: The disruptive insights of the Hawthorne experiments | 理论基石：霍桑实验的颠覆性启示


 

 2. The "Twin‑Engine" Model for Workforce Efficiency | 人效提升的"双轮驱动"模型

Core framework: Existing stock efficiency + new stock activation = Doubled workforce efficiency | 核心框架：存量提效（老）+增量激活（新）= 人效倍增

  • Attendance rate management (reduce ineffective hiring) | 出勤率管理（减少无效招聘）
  • What is the essence of attendance rate? | 出勤率的本质是什么？
  • Using behavioral psychology principles to improve attendance | 如何运用行为心理学的原理来提升出勤率
  • Evidence from the Hawthorne experiments | 霍桑实验的佐证
  • Churn rate control (solving the "high pay can't retain talent" trap) | 流失率控制（破解"高薪留不住人"陷阱）
  • Real case: Why an employee earning 9,000 RMB/month resign | 真实案例：月薪9000元员工为何离职
  • Two‑factor theory: Salary is a hygiene factor – what are the motivators? | 双因素理论：工资是保健因素，什么是激励因素呢？
  • What are the four drivers of retention? | 留人的四个驱动力是什么？
  • Deep validation from Hawthorne: After the textile mill's break system reform, how much did turnover drop? | 霍桑实验的深层印证：纺织厂休息制度改革后，流动率降低了多少？
  • Counter‑intuitive conclusion: Where does salary rank among retention factors? | 反常识结论：薪资在留人要素中排第几呢？

Interaction: On‑site calculation of hiring cost savings from a 1‑point increase in your company's attendance rate | 互动：现场测算本企业出勤率提升1个百分点可节约的招聘成本


 

 3. Strategic Investment – Why Training is "Sowing Seeds", Not "Spending" | 战略投资——为什么说培训是"播种"而非"费用"

  • Why the decision logic for training budget should shift from "cost control" to "asset allocation" | 为什么培训预算的决策逻辑应从"成本控制"转向"资产配置"
  • What are the three accounts Finance must calculate? | 财务必须算清的三笔账是什么？
  • Empirical evidence from Pangdonglai's training investment | 胖东来培训投资的"实证依据"：
  • Pangdonglai: closed every Tuesday for company wide training + five layer training? | 胖东来：每周二闭店全员培训 + 五层培训闭环？
  • ROI calculation: What actual results does training deliver? | 培训带来的实际效果是什么？
  • Budget stewardship principles for Financial BP | 财务BP的预算守护原则

Common conflict: business requests budget, Finance caps total – how to resolve? | 常见冲突：业务要预算、财务控总额，如何破解？

  • Against across the board averaging | 反对平均主义
  • Closed loop appraisal | 考核闭环

Tool: Pangdonglai training investment ROI table (covering risk, efficiency, and employee engagement) | 工具：胖东来培训投资回报测算表（含风险、效率、人心三维度）



 

 4. Three Strategic Levers to Double Workforce Efficiency | 人效倍增的三大战略杠杆：

  • Lever 1: Talent density – The secret behind laying off 80 people yet efficiency rises | 杠杆一：人才密度——裁员80人，效率反升的秘密
  • Netflix case: In 2001, 40 "relatively underperforming employees" were laid off, leaving 80 people to do the work that originally required 120. How was this achieved? | Netflix案例：2001年裁掉40名"相对逊色者"，留下80人完成120人工作，怎么做到的？
  • ByteDance model: How to achieve high talent density with weak process control? | 字节跳动模式：高人才密度+弱流程管控如何实现的？
  • Apple as a tech benchmark: minimalist organization + DRI accountability (a model for stock efficiency) | 苹果公司的科技标杆：苹果公司的极简组织与DRI责任制（存量提效的典范）
  • Financial data: Revenue per employee heatmap to identify efficiency troughs, targeted replacement instead of blind headcount growth | 财务数据：人均销售额热力图识别效能洼地，精准汰换而非盲目增编
  • Lever 2: Multi‑skilled workers – How can 4 people do the work of 6? | 杠杆二：多技能工——4个人如何干6个人的活？

Headcount flexibility through skill compounding | 技能复合化带来的编制弹性

  • Breakthrough in manufacturing: How to grow sales while keeping headcount unchanged | 制造业突破：销售额增长，人员不增长是如何做到的？
  • Financial value: Can equipment self build/retrofit replace outsourcing? | 财务价值：设备自制改造费替代外协，可能吗？
  • Lever 3: Resource teams – From passive response to proactive improvement| 杠杆三：资源团队——从被动响应到主动改善
  • Practice from a Zhejiang company: How to build resource teams | 浙江企业实践：如何组建资源团队

Interaction: Which positions in your company could pilot multi‑skilled workers or resource teams? | 互动：本企业哪些岗位可试点"多技能工"或"资源团队"？


 

 5. Industry in Action – The Workforce Efficiency Code in Manufacturing | 行业实战——制造业的人效密码：

  • Flexible manufacturing upgrade (seasoning group case) | 制造业柔性升级战（调味品集团）
  • How multi‑skilled workers solve seasonal imbalance | 多能工如何破解季节性失衡
  • Fewer people vs. labour‑saving | 少人化vs省人化
  • How U‑shaped line design boosts efficiency | U型线设计会带来怎样的效率提升
  • Data‑driven battle in tech (new energy vehicle case) | 科技公司数据驱动战（新能源汽车）
  • How to implement atomic‑level control | 如何进行原子级管控
  • Best practice extraction: How to scale the experience of top‑performing salespeople | 最佳实践提炼：如何推广金牌销售的经验
  • Accurate sales forecasting | 如何做销售的精准预估
  • Tool: Multi‑skilled worker development path (5‑level certification system) | 工具：多能工培养路径图（5级认证体系）


 

 6. Financial BP's Workforce Efficiency Metrics & Self‑Development | 财务BP的人效指标与自我修炼

  • Workforce efficiency dashboard | 人效仪表盘：
  • What are the 5 must track metrics? | 必须追踪的5大指标是什么？
  • What are the three ratio assessment principles? | 三比的评估原则是什么？
  • Finance organization transformation case | 财务组织的人效转型案例
  • How the closing cycle of a cost team shortened from 7 days → 3 days, and analysis time increased from 15% → 40% | 成本团队结账周期从7天→3天，分析时间从15%→40%如何实现的？
  • Ultimate formula & action checklist | 终极公式与行动清单
  • Sustainable growth formula: (Precise control × Talent quality) × (Tech innovation + Human care) 可持续增长公式：(精细管控×人才质量) × (技术创新+人文关怀)
  • 30 day action plan | 30天行动计划


7. Application of AI in Finance & HR | AI在财务以及HR工作中的运用

  • How to use AI to boost finance efficiency? | 如何用AI提升财务的效率？
  • How to use AI to boost HR and admin efficiency? | 如何用AI提升HR和行政的效率？

Agenda | 日程安排

Speakers | 培训师

  • Lucy Lv (Former Cost Control Director, Sr. HR & Admin Director of MFLEX (Suzhou) Co., Ltd.)

    Lucy Lv

    Former Cost Control Director, Sr. HR & Admin Director of MFLEX (Suzhou) Co., Ltd.

    More Information

Lucy worked on the role of Group Cost Control Director and Group Senior HR and Administrative Director. During this period, she successfully helped the company establish a comprehensive cost system from scratch, enhancing the control and management efficiency in the financial process. She managed warehouse operations, supporting business growth from $500 million to $2.5 billion, provided strategic funding and leadership decision-making suggestions. She also established a performance monitoring system for production departments to analyze and improve production yield and efficiency. Based on the company's strategic development needs, she was responsible for talent recruitment and management, compensation and benefits, HR compliance, and drove organizational change management. After the pandemic, in 2023, the company's overall labor cost rate reached the lowest level in the recent five years.

吕老师，曾任美国维信电子有限公司集团成本控制总监及集团高级人事&行政总监。期间，成功帮助公司从零开始建立完善的成本体系，提升了财务流程中的控制和管理效率。管理仓库支持业务从5亿美金到25亿美金，并提供了战略资金投入和领导决策问题建议，建立了生产部门的良率和效率业绩监控体系，用于生产部的分析和改进。基于公司战略发展需求，负责人才招聘与管理、薪酬与福利、人力资源合规等工作，并推动组织变革管理，在疫情后的23年公司整体人工费率达到了最近5年的最低水平。


Lucy previously held financial leadership roles at Johnson Controls, Woodward, and Knowles Electronics in China and has over 30 years of practical business experience. She has received Global President's Award from different companies twice during her career. Lucy holds multiple international professional qualifications, including Chartered Institute of Management Accountants (CIMA), Chartered Global Management Accountant (CGMA), Association of Chartered Certified Accountants (ACCA), Institute of Public Accountants (IPA), and Institute of Financial Accountants (IFA).

吕老师曾任职于江森自控、伍德沃德、楼氏电子等中国财务总监，拥有三十余年的企业实战经验。在职业生涯中两次获得了不同公司颁发的全球总裁奖。吕老师拥有多个国际专业资格证书，包括英国皇家特许管理会计师（CIMA）、全球特许管理会计师（CGMA）、英国特许公认会计师公会（ACCA）、澳大利亚公共会计师（IPA）、英国财务会计（IFA）等资格证书。

Registration Notes | 注册须知

  • There are only 30 seats for this training. Please register for it at your earliest convenience. | 本次培训仅有30席位，请尽早注册。
  • The e-invoice will be sent to you within 7 days after the training. | 电子发票将在培训结束后7天内发送给您。
  • This is a full-day event, and lunch will be provided. | 这是一整天的活动，中午会提供午餐。
  • Refunds will be given for cancellations received before 24 hours. No refunds will be granted if the cancellation is received within 24 hours before the training. | 活动开始前 24 小时以上取消注册，可获得退款。活动开始前 24 小时内取消的，将不予退款。
  • If you have any questions during the registration, please contact | 如您在注册中有任何疑问，请联系：Lya Chen, mobile phone: 180 5104 2137, E-mail: info@dusa-eu.cn

Tickets | 门票

** Lunch is included in the ticket price.

费用里包括午餐。

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Contact us

If you have any questions please contact Lya Chen at info@dusa-eu.cn.