Interview with Ouyang Feng, general manager of Hengyang Textile Machinery Co., Ltd.

"Blue ocean strategy is not to divide up the existing and shrinking market demand, nor to set competitors as a benchmark, but to expand demand, create a broader new market through value innovation, so as to maintain the profitable growth of enterprises."

In the face of difficulties, a brave man wins, a crisis, and a wise man wins. There is no permanent spring in the textile machinery industry. The key is whether enterprises have prepared and courageous enough to cope with greater difficulties and challenges. In the current difficult field of textile machinery, Hengyang Textile Machinery Co., Ltd. fought hard in the storm. "To do something or not to do something" is the best summary of the current strength stage, general manager of the company. Yang Feng o Not a bit discouraged, but from the analysis of the internal and external environment of the company, detailed planning has been made in terms of system management, market share, product R & D and future development strategy.

System is life, execution is soul.

As the company's " Head office "Ouyang Feng said:" in traditional industries, we all have certain awe of the system, the system is the first. Nowadays, the internal management of enterprises must be operated according to the market, and the enforcement must be kept up with them. The market is the direction of all the work of the enterprise. No matter what scale and level the enterprise develops, it must keep up with the market and serve the market. For this reason, he attached great importance to the guiding role of the market in innovation, always guided innovation by market demand, and tested the value and effectiveness of innovation through the market.

Ouyang Feng thinks that although management has only two words, its connotation is more than that. People are in charge of human beings. The system controls people and controls people. It can be said that execution is the soul of management. He not only attaches importance to product management concepts and service concepts, but also attaches importance to corporate culture management and training management. According to the company's employees, even in the development of difficult times, the company leaders always put humanistic care first. Timely series activities are inspiring. For example, the company regularly conducts mental work, looks at attitude, compares performance, sees performance; compares innovation, sees effectiveness; compares work, sees contribution; compares safety, promotes stability as the main content of labor competition, the company leader group and party and government department responsible person puts forward the specific conditions and implementation methods of evaluation, and set up departments, teams and individuals awards.

It is worth mentioning that the humanized management of the company has kept everyone warm. In order to make the workers and workers safe and secure, the trade unions in the summer organize "cool and cool" activities and carry out "warm" work in winter.

The staff of the spindle production team told reporters that in the past two years, the number of key technical personnel in the company has not lost, and there has been a phenomenon of old backbone and old technicians returning.

When reporters asked how to do this, Ouyang Feng said that technicians need platforms, and income is secondary. The key is to have more opportunities to grasp technological change. The company's regular internal training and internal audit activities ensure the staff's ideological unity and consistency. Through labor competition activities, we can highlight the key points, implement responsibilities, enhance staff quality, indirectly improve the management level of departments, and improve work efficiency and efficiency.

　 "Back to the second" is ready to go.

Ouyang Feng said: "driving against the wind is a challenge. Since it can withstand pressure, it shows that there is hope. Existence is the absolute principle." He said that as early as 2011, the company had a plan to "withdraw from the city into the garden" and finally signed an agreement in May 16, 2012. The Hengyang Industrial Park, 95 approved by the Hunan provincial science and Technology Department, is divided into two parts: textile machinery parts and construction machinery.

The enterprise intends to make a comprehensive renovation of the existing products through "retreating the two into three" projects, realizing specialization, automation, enhancing consistency, increasing research and innovation efforts, and making greater improvements in hardware and software construction. Ouyang Feng stressed that 2014 is of great significance to Hengyang textile machinery. It is not only the "efficiency year" of Hengyang textile machinery, but also the implementation year for accelerating the reform and promoting the goal of "returning to the city into the garden". At present, the theme project of Industrial Park office building has been completed.

According to the relevant technical personnel, the company's strategy of "doing something or not doing something" has made Hengyang spinning machine gradually embark on a road of self help and absorption, which is introduced, digested and absorbed. "Doing nothing" does not mean doing nothing, but instead of blindly making old products, with low added value and will occupy capital and increase inventory.

In terms of technological reform, the company has focused on the direction of new product development, improved process optimization, worked hard in leading the market, and set up an independent innovation R & D system combining responsibility, power and profit. Relying on the progress of technology, the market space has been expanded. All technological innovations are centered on the market, turning the fancy of professional and technical personnel into real productive forces. New ideas and good ideas become Hengyang. Textile machinery products Upgrading and returning to engineering.

　 Heading for the blue sea bend

Reporters learned that in 2014, the company set up a new R & D center, including a number of senior technicians, including R & D team to brainstorm, and truly create a mixture of production, research and research. The company's newly established "technician studio" will also ensure that practice and theory are combined to the utmost.

A sales manager of the company told reporters that in recent years, the company has developed 7 new varieties, despite the general sales volume, but the relative market share has increased.

In the most difficult time of the development of the industry, the company first launched the blue ocean strategy. "To win tomorrow, enterprises can not compete with rivals, but to create" blue ocean ", that is, a new market space with huge demand. The blue ocean strategy will not divide up the existing and often shrinking demand, nor set the competitor as a benchmark. Instead, it will expand the demand and create a broader new market through value innovation, so as to maintain the profitable growth of enterprises. Ouyang Feng told reporters that "Blue Ocean tactics should take customer value as the core. We should not only communicate with industry experts and peer friends, but also communicate with customers and even lower level employees, tap the potential needs of customers, and expand the space of customers' needs as far as possible."

By the end of 2013, the company's technology team introduced the most advanced technology in Germany, and successfully developed a fully automatic SKF3108 automatic series of high-speed winding winder. At the 2014 China International Textile Machinery Exhibition and ITMA Asia Exhibition held in June this year, the Hengyang textile machinery showcase a year free petrol spindle, a lifetime refueling roller, and SKF3108 automatic series high-speed winding winder. The reporter randomly asked overseas customers who came to discuss cooperation. Their feedback is that the new product improves production efficiency on the basis of more efficient and durable, and saves more maintenance and repair costs for customers.