The Magic Weapon Of Hao Chang'S Invincible Position

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Xiaobian of the network to introduce the Zhengzhou Hao Chang: after hearing the road, the leading industry.

"Innovation, quality and service" accompanied by Zhengzhou Hao Chang combing Machinery Co., Ltd. has gone through the most difficult years, and has become the magic weapon of Hao Chang's invincible position.

When Hao Chang started producing comber in 2007, there were more than 20 enterprises that made comber.

After the economic crisis in 2008, more than 10 comber manufacturers abandoned them, and Hao Chang went up to a higher level.

In 2011, the textile industry fell to a low level, and Ho Chang went against the top three.

7 years later, Hao Chang, after overcoming every difficulty and meeting every challenge, is facing new opportunities for development.

In the view of Ma Chi, general manager of the company, their development experience is: persisting in scientific and technological progress, technological innovation, insisting on the quality consciousness of strives for perfection, and insisting on the aim of common development with customers and enterprises is the root of Hao Chang's killing and encirclement and development.

Professional development of refusal to imitate

Wen Dao has successively and specializes in his work.

Ma Chi, general manager of the company, said that in the start-up stage, because of the limited manpower, material resources and financial resources, the company's development strategy can only focus on limited manpower, material resources and financial resources, and choose to follow the path of specialization.

Ma Chi said: "now some clients blindly worship the international brand. Many production enterprises imitate blindly without innovation, knowing that they are not aware of it, then being eliminated will be inevitable.

Of course, imitation in the original stage can be understood, but when it comes to a certain stage, it must have its own things and how to manifest itself. The starting point must be derived from the needs of the customers, the needs of the market, and what products the customers need.

Enterprises are going to research and develop. "

At present, the level of machinery industry in China, such as materials and heat treatment, is hard to reach the same level as that of advanced foreign countries. The design idea can not be combined with the actual conditions, and these equipment is only a "semi finished product" in a strict sense.

Hao Chang focuses on combing equipment not only on products, but also on staff skills and expertise.

Adhere to professionals doing professional work, in the absence of professional personnel of the functional departments, the company adopted the invitation to come in, to hire some family members to do part-time jobs, as consultants, to improve the business skills of Hao Chang functional departments.

The company not only carried out fruitful research cooperation with Professor Ren Jiazhi in combing, but also collaborate with experts in various fields such as outsourcing, production management, mechanical technology, assembly process, quality control, financial management, customer service and so on.

Without theoretical support, R & D is no different from blind people. However, Hao Chang's cooperative mode has achieved excellent results of high level, quick response and low cost, making Hao Chang not have a detour in rapid development.

Maximization of resource integration effectiveness

The only way out is to win the law.

In the choice of partners, Shanghai Hao Chang not stick to all restrictions, break the industry, system, ownership and other restrictions, with professional and authoritative screening, high standards, high starting point, high requirements for the ultimate goal set up a research group to study.

Apart from forming a strategic partnership with Zhongyuan University of Technology and Professor Ren Jiazhi, other research groups were established according to the research and development process.

The success or failure of an enterprise does not depend on how much money can be made when the situation is good, but whether the enterprise is still in existence when the market is warming up, and whether there is any profit margin.

Hao Chang's management idea is to put an end to small and complete, integrate external advantage resources, and take the road of professional collaboration. Such cooperation ensures quality, delivery time, efficiency and cost.

Capital occupancy has reached a low level, cash flow has been fully guaranteed, and concentrated financial resources have been safe for the winter.

General manager Ma Chi calculated an account: for example, an enterprise spends 5 million yuan to purchase a special machine tool, and its annual financial cost is 10% yuan 500 thousand yuan + machine tool depreciation 10% yuan 500 thousand yuan + labor cost 150 thousand yuan + raw material cost 0.12500 yuan / Taiwan x 300, the total annual cost is 1 million 525 thousand yuan.

The cost of Hao Chang is 2 thousand and 500 yuan / Taiwan x 300 =75 10000 yuan, which only reduces the cost by half of other enterprises and adds 5 million yuan of cash flow.

In the past, we can see that the martyrs of comber manufacturing enterprises are on the way to success. Hao Chang, according to his own research and combining with the actual situation of China's machinery industry, chooses a combing machine and joint machine research and development road with distinct characteristics, and carries out in-depth research in aspects of high quality, high yield, high efficiency, energy saving, consumption reduction and convenience.

Hao Chang analysis, drawing on the mistakes made by other enterprises, avoids a lot of risks, bypasses unnecessary twisting roads, and takes warning from opponents' lessons. The company jokes that it is using others' thighs to twist their own hemp rope.

People do their best to achieve the effect of 1+1>2.

"The future social development must be more and more prominent. The sense of responsibility of the staff determines the quality of the work and the efficiency.

We must prepare for the rainy day and tackle the problem ahead of time, so that the boss and employees can work together in the same boat.

Ma Chi said.

Ho Cheong has been advocating the corporate culture of "growing together with employees" from the beginning of his business. The company has pformed the relationship between the boss and the workers into a cooperative relationship based on their own moral quality and vocational skills by setting up some equity incentive mechanisms and interest distribution measures.

It is precisely this corporate culture that enables the company to pool a large number of talents of high quality and excellent skills, and lay a solid foundation for talents for the all-round development of the company.

In addition to the production workshop's insisting on the allocation mechanism of more labor and more money, the company also takes the form of gift options and shares to pform the outstanding employees from the migrant workers into the owners of the enterprises. The status of the managers and the managers is pformed into a family concept according to the size of the capability and the division of work skills.

How to use the length of people to avoid their shortcomings? Whether we can ensure the complementarity of personnel and twist together to achieve 1+1>2? How to achieve the maximum efficiency of team members cooperation is a concern of the company.

"It is heard that some enterprises have more and more contradictions and frequent replacement of vice general and above level personnel. Compared to those, the backbone team of Hao Chang is very stable.

The underlying reason is whether a leader has a mind, whether he understands tolerance and tolerance? Is he able to share the same with others and share weal and woe? Can he take advantage of his strengths? "Ma Chi said.

For example, the company's present

The Minister of service department was originally a sales engineer. His strong points were good technology, patience and serious shortcomings.

Now the sales manager was originally a customer service department minister. His strong point is that he is aggressive and enjoys making friends. His shortcomings are not careful enough and lack of patience.

After exchanging jobs, both of them can fulfill their duties well and maximize their value.

"Let the great horse go to the farmland and let the old ox go for a race. In the final analysis, this is not the fault of the great horse or the old ox, but the stupidity of the decision maker.

Conversely, if we are good at using people, we can achieve the good results of people doing their best.

Ma Chi said.