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The machine tool manufacturing industry has a typical basic equipment temperament, its rise and fall and macroeconomic ups and downs, and the production materials market, and capital construction investment are closely linked. At present, China's economic growth rate has dropped, and cyclical adjustment has brought about obvious differentiation of corporate trends. When most enterprises are trapped in the quagmire of sluggish demand and market downturn, a group of outstanding enterprises with core competitiveness and full of vigor and vitality are highlighted. For example, Jiji and other enterprises active in this forum. People can't help but ask why these companies can go against the tide and go against the trend. What tricks and killers do they have?
In fact, the success of any enterprise has certain inevitability in it. Seriously combing out there should be four key words: the ultimate professionalism, the rise of internal systems, the creation of people, and the focus on market segments. The Media Department of China Machine Tool & Tool Industry Association specially planned a series of articles on "China Machine Tool for 2025", a total of four articles. Today, the first article "The ultimate professionalism is the soul of China's machine tool industry" is expected to be able to reach the readers of the industry. Share the winning way together.
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“A British scholar once said that the rise of a country outside is actually an extension of its internal strength. This same law applies to enterprises in market competition.â€â€”—Chen Huiren
The success of the Ford project has made Jinan Second Machine Tool Group Co., Ltd. famous in the industry. Many business operators, scholars and experts are exploring the phenomenon of Ji 2, and they are also looking for the root cause of Ji Er's success. Chen Huiren, executive vice president and secretary general of China Machine Tool Industry Association, pointed out at the 2015 International Forum of Machine Tool Manufacturing CEOs: "The rise of a country requires external opportunities, but the determinant of its rise is the rise of its internal system. The same applies to enterprises, and the success of Ji Er is the rise of its internal system."
Institutional construction is a complex subject. The discussion of enterprise system construction has always been benevolent and wise. For example, on the issue of system, the debate over which system is superior to state-owned and private enterprises has not stopped for many years.
Which system is superior?
By combing the development history of China's machine tool industry in the past decade, we can find the quiet evolution of the industry pattern. In the 10 years of gold at the beginning of this century, the industry pattern was dominated by a number of state-owned pioneer companies that grew up in the planned economy era. At that time, as a new force, private enterprises were slightly weaker against the backdrop of the big state-owned enterprises. With the end of 10 years of gold, the competitive environment in the new normal is becoming increasingly harsh, and the industry pattern is also quietly evolving. In recent years, the statistics of comprehensive economic indicators have continued to show that the overall performance of foreign-funded enterprises and private enterprises is significantly better than that of state-owned enterprises.
The transformation of state-owned enterprises and private enterprises during this transition period has once again led to thinking about the system. Is it found evidence that the private sector is superior to the state-run system? For a long time, the state-owned system has become synonymous with "stiffness," "backwardness," and "conservation." We have seen too many large and small state-owned enterprises fall down due to various incursions. However, finally, under the general downturn of domestic and international market conditions, there is a typical old state-owned enterprise that has failed to move forward and retreat. Jiji, as the best representative of the Chinese machine tool industry, has completely subverted this institutional determinism.
It is undeniable that under the severe test of this round of market decline, some private enterprises that have never been seen before are active and grow against the trend and grow into a rookie of the industry. There are also some state-owned big factories that have been in the forefront of the past, and they have become the "zombie" enterprises under the new normal.
However, this is only one aspect of the development of the industry. We should also see that there are not a few private enterprises that are operating in the “blood wash†of the market and even being completely eliminated. For example, the rolling functional component industry, which is known for its intensive technology, has set off an investment boom during the heyday of the machine tool industry, attracting a large number of private hot money. Today, many of the private enterprises that had a burst of confidence and glory in the past have disappeared, or Struggling on the edge of life and death. On the contrary, some old state-owned enterprises such as Qinchuan Machine Tool and Shanghai Machine Tool have been performing steadily under the impact of this round of big waves, demonstrating the true nature of the industry.
Looking at the overall situation, the superiority of the system does not seem to be restricted by the type of ownership of enterprises. We cannot use the simple and crude division of state-owned and private enterprises to distinguish between good and bad.
Under the new normal of the economy, the influence of institutions and mechanisms on enterprises is increasing, while the traditional advantages such as market, capital and technology show a diminishing marginal effect. The power of the system is so strong, then what kind of enterprise system is a dynamic enterprise system? What is the characteristics of the Jiji enterprise system?
The well-known Japanese media "Nikko Industry News" reported: "Jiji is a state-owned enterprise, but they are not operating in accordance with the rigid mechanism of traditional state-owned enterprises. They focus on market development and technology research and development, do not rely on bank assistance, and do not rely on national policies. Support, this is not the same as other companies."
In fact, a system of dynamic enterprises can generate powerful endogenous forces to achieve self-development.
Let talents “move†talents is the explosion point of the endogenous power of the enterprise system. In the design system of the personnel system and employment system of Jiji, a main line that runs through is to realize the dynamic management of talents. Whether it is the selection of cadres, or the cultivation of technology, management, and skilled personnel, Ji Er has completely broken some traditional rules and regulations and truly achieved the best.
In the management of the cadre team, Ji II implemented the competition system, elimination system and job change system. The cadres are all produced by competitive competition. For three years and one term, according to the term assessment, the cadres with the lowest rankings in each term are eliminated, and the cadres can truly be able to go down. Ji II pays special attention to the cadre rotation system. Managers who have experienced experience in multiple positions have a richer work experience and are better able to proceed from the overall situation and be able to better formulate policies and policies. At the beginning of 2013, the new middle-level cadres of Jiji highlighted the principle of changing jobs, and the rate of change of posts reached 42.19%.
In terms of personnel training, Ji Er insisted on improving the growth channels of all kinds of personnel, established professional technology, management and marketing, and high-skilled talent growth channels, and selected three-year chief engineer, chief management officer, chief marketing engineer and chief technician. Inspire their enthusiasm for innovation and effectiveness in their respective fields of expertise.
Ji Er pursues the principle of “everything must be testedâ€. Open the internal office website of Ji Er, various kinds of examinations, notices of speeches and news are everywhere, such as "organizing 288 reporting directors (deputy directors) engineers and engineering and technical personnel to conduct English exams", "organizational engineering technology evaluation and separation "Professional examinations", "Organization of business backbone management quality training trainees to conduct selection examinations", "Organization of the application director (deputy director) engineers to give speeches", "Recommended recommendation of Shandong Province chief technicians, outstanding contribution technicians speech reply ", "organize the training of post-training skills" and many other types of exam content.
It is in this selection mechanism that is promoted by talents that some excellent first-line technical talents and grassroots backbones are promoted and reused because of their outstanding work abilities, and their positions and treatments can reach a relatively high level. Therefore, it also attracts more outstanding talents to the front line, long-term struggle at the grassroots level, directly serving customers and creating greater value.
For the individual, Ji Er provides a good platform for employees to achieve self-development; for enterprises, the biggest advantage of such a labor system is to make the talents fully flow, which is conducive to passing good experience, thus forming a powerful "combat group."
Value contribution as a "standard"
If the employment system is a stable platform for employees to grow and build a business, then the distribution system is the driving force behind the good operation of this platform.
Zhang Zhigang made such a statement in the speech of the 2015 International Forum of Machine Tool Manufacturing CEOs. "Jiji is not relying on low-price competition to win, but to establish a reasonable product price system to ensure that employees' income can continue to grow and benefits can be improved. It is impossible to obtain a competitive price on the basis of sacrificing the interests of employees. It can be seen that Jiji attaches great importance to ensuring the personal interests of employees while realizing the development of the company.
In terms of the distribution mechanism, Ji Er implements the modes of technical compliance, quality compliance, and hierarchical management, and takes the comprehensive results of work performance, skill assessment, and theoretical examination as an important basis for wage adjustment, post change, and labor contract management.
Ji II pays special attention to the reward of innovation, and has done a lot of homework in establishing and perfecting the innovation reward system. It advocates “more work, more work, more innovation, more innovationâ€, and has established the Technology Progress Award, Management Innovation Award, and Design. The Quality Award, the Technology Innovation Award, the Rationalization Suggestion Award, and the Management Case Award cover all employees' innovation awards, and encourage employees to continuously innovate, improve and improve. This wide range of innovation rewards means that no matter where you are, as long as you perform well and perform well, you will be rewarded.
Ji's distribution system fully demonstrates the value concept of evaluating employees according to their value contribution. The purpose is to let the advanced people enjoy the fruits of enterprise development and let the laggards feel the pressure of the last elimination. Let the advanced people drive the laggards, so that all employees can take active actions, and finally have a solid talent base in production, technology, sales, service and other business links, greatly improving the overall innovation ability of Ji Er.
Zhang Zhigang concluded this way: "We still focus on innovation, comprehensive innovation, not a certain aspect of innovation, not a single innovation, is the innovation of all members involved." All staff innovation reflects the overall technical strength of the enterprise, Ji's Ford project The reason why it is respected by the industry is that Jiji has obtained Ford's continuous orders, which is the embodiment of the overall technical strength, which is much higher than the contingent order that is obtained by adjusting the strategic deployment.
Warm "human touch"
After sorting out the development path of Jiji in these years, this old state-owned enterprise has not followed the wave of capital operation that was in full swing in the past, nor has it blindly squeezed into the army of real estate expansion. He has devoted himself to self-development and self-improvement for many years. This is a typical "The old state-owned enterprise."
Today, Jiji still assumes the function of “enterprise-run society†and has logistics service departments such as hospitals, hotels, kindergartens, and technical schools. These are regarded as the departments that are responsible for the development burden of state-owned enterprises and “burdensâ€. After the independent operation and management of Jiji in accordance with marketization, they become the operating profit units of service enterprises and service society. Jiji is also the first to implement the welfare system of paid vacation, enterprise annuity, supplementary medical insurance, etc. in the industrial enterprises in Jinan, and employees enjoy free medical examination every year.
Ji'er's corporate culture construction is also very "grounded", "happy work, healthy living" is the corporate culture tenet of Jier. In Jiji, volleyball courts, basketball courts, football fields, children's activity areas and various cultural and sports facilities are all available, and rich and colorful cultural activities have long been the normal activities of employees' spare time. For example, Jiji organizes basketball, football, volleyball, badminton, and table tennis matches every year. Sports competitions have aroused the tense atmosphere of work, and also cultivated team spirit and hard work spirit; and every grand festival, Jiji will hold such as Celebrations such as folklore play, square tour, and the New Year's Day awards show fully demonstrated the unique cultural characteristics of Ji's "old state-owned enterprises, new ideas."
Ji Er is such a company full of warm "human touch", so that employees can not help but have a strong sense of belonging. In fact, the ultimate goal of the corporate system is people. A good corporate system is to mobilize the enthusiasm of employees. Only by really inspiring the sense of ownership of the employees - "My business is my master", this enterprise is likely to cultivate excellence. Talent and use for business. Can we conclude that the rise of a company is the rise of its internal system, and the rise of a system is because it drives the rise of the sense of ownership of each employee. (CMTBA Media Department Lan Haixia)
Abstract [Editor's note] The China Machine Tool & Tool Industry Association successfully held the "2015 International Forum of Machine Tool Manufacturing CEOs" in April this year, which has built a platform for high-end exchanges and interactions for domestic and foreign machine tool industry leaders, a group of Chinese and foreign excellent.. .
[Editor's note] The China Machine Tool & Tool Industry Association successfully held the "2015 International Forum of Machine Tool Manufacturing CEOs" held in April this year, which has built a platform for high-end exchanges and interactions for domestic and foreign machine tool industry leaders. The CEO gave a rich speech at the forum, and there are many highlights and impressive ones.