Hengda Shoes "Green Management" Caters To The "Low Carbon Economy"

26 years ago, a sewing machine, more than ten employees, 860 yuan family, Wang Jiwan led Hengda to start. 26 years later, Hengda became a well-known trademark in China, a famous brand in China, ten leading leather shoes in China, a national export free inspection enterprise, a national model labor relations harmonious enterprise, one of China's largest footwear industry group.

Over the past 30 years since China's reform and opening up, it has been a great wave. As the first batch of private enterprises to eat crabs, Hengda has been encountering rapids.

Their footprints, every sweat, record the initiation, development and quest of private enterprises.

"A history of the development of Hengda reproduces the three stages of the development of China's private enterprises, from product management stage to operation brand to capital operation.

In this historical evolution, we also record the course of the first generation of entrepreneurs in reform and opening up.

Now we are entering the stage of green management.

Wang Ji Wan heartily regrets.

Since the 80s of last century, our country began to pform from planned economy to market economy pformation. During this period, private enterprises sprung up and made a large number of private entrepreneurs.

But throughout the years, it is easy to find a rule: the speed of bankruptcy of private enterprises is accelerating.

The reason for this rule is more of these private entrepreneurs.

In analyzing the reasons for the failure of private entrepreneurs, many experts put the "internal mechanism is not sound" in the first place.

The internal mechanism is not perfect, which is what we usually call "management problems".

For this reason, Wang Jiwan believes that enterprises should also carry out social responsibilities while developing.

And the implementation of social responsibility must start from the most fundamental point of departure. This is the origin of enterprise management, management has been done well, every step of enterprise development has carried out social responsibility.

Hengda's "green management" road is not smooth sailing, but solid step by step.

Hengda was fully aware of the importance of green management in 1998.

In the past year, Hengda's "production, supply and marketing" mode, which suffered from the collapse of state owned shopping malls and bankruptcy, was severely challenged. A large number of goods were backlog in the warehouse and large quantities of goods could not be recovered.

How to break through the bottlenecks encountered by enterprises?

"It is the Nike model that gives us inspiration.

It has awakened the strategic revolution of Hengda, which has made significant changes in the construction of "traditional factory" to brand operation and the construction of "no fence factory", and let me and the members of the board know the lack of risk management in Hengda.

Talking about the experiences and lessons of Hengda, Wang Jiwan has a dignified expression.

"The staff is not cut, the family is not divided" is Wang Jiwan's military spirit.

At that time, he could not turn the pain of the enterprise to the meritorious men who had made contributions to the enterprise. Now, when it comes to this matter, people in the industry think that this is the stunning appearance of Hengda's practice of social responsibility and the opening of "green management".

In this case, Hengda quickly launched a shareholding system reform.

Most of the members of the board of directors after pformation were mostly family members. However, the "family" of Hengda did not form a "family system". Instead, it played the advantage of family firm's firmness and decision-making consistency, and truly implemented the scientific modern enterprise system.

The board of directors of the restructured board also set the same idea of managing the board of directors: no personal gain and no private affair, the operation of the enterprise depends on the process rather than the individual instructions, and the ability of appointing personnel is not dependent on the ability to see the relationship. Business decisions depend on democracy instead of dictatorship.

However, many entrepreneurs are not able to wipe out the chairman's own face with Wang Ji Yi, and accept those who dare to "sing the opposite view" or even criticize the chairman.

A large number of entrepreneurs regard authority and power as the top priority. They always try to suppress or stifle those employees who are "unable to get along with themselves" or outside non stakeholders, trying to hide their responsibilities and fling public relations.

This will inevitably lead to the death of many companies in the "one word" and "one dominant".

Howard Gardner, Professor of the Graduate School of education and founder of the theory of multiple intelligences at Harvard University, emphasizes that there are three types of advisers who dare to tell the truth to powerful people. First of all, there must be a trustworthy consultant in the enterprise. Secondly, there is one person outside the company who can give him advice. This person should be an old friend who has the same status as him. Finally, there must be a truly independent board of directors.

If leaders can truly listen to the above three party's suggestions and do what they say, they will not make too many ridiculous mistakes.

In order to manage the enterprise objectively and rationally, Wang Jiwan also set up an external "green sensible meeting" for external purposes. Wang Jiwan regularly invited them to his office regularly or periodically to listen to the opinions of the "green sensible Association" and then took the analysis, decision-making and adjustment to the board of directors of the company.

In this way, Hengda almost no longer made any mistakes in principle or strategy.

By implementing the modern enterprise system and relying on the scientific modern business philosophy and effective process system, Hengda has made the management concept of Hengda popular among the people. This is the idea of the enterprise that has made the family business of Hengda green and vigorous.

There is a more vivid description of "management" in both China and the West.

Chinese people compare "management" to "copper coin with inner circle", and the essence of "management" lies in the combination of "square and circle".

Hamel, a management guru, believes that there are always two objectives in the development of modern management theory: how to manage more scientifically and how to be more humane.

Wang Jiwan's "green management" takes the essence of Chinese and Western management, and explores the management mode of home culture based on employee's needs.

The "square" in management is in fact standardized and streamlined.

This is familiar with the shoe industry's Hengda, but the industry and product characteristics determine that the enterprise must implement standardization and process.

Wang Jiwan agreed with the idea that "first-class enterprises should be standard".

The implementation of three major management systems, the adoption of ERP system, automatic assembly line operation, etc., standardization and process are embodied in Hengda's production, sales and management links.

Hengda's "green management" is embodied in the standardization and flow of steel, as well as the flexible innovation elements.

For example, in the pition period from product operation to brand operation, Wang Jiwan boldly proposed the development idea of pformation and upgrading to the technology intensive fashion industry. On the basis of summarizing the experience of the development of the domestic footwear industry and absorbing the successful experience of international famous brands, Hengda successfully implemented the "fast rising" mode with international competitiveness, realizing the direct face to face of "consumers" and "producers", reducing the turnover time of products, saving resources and costs, and better adapting to the market trend of shoe industry's popular periodicity and diversified consumption demand.

It is a major feature of Hengda's "green management" to give full play to its own advantages, improve its internal strength and pay attention to its external resources and wisdom.

The "green management" advocated by Wang Jiwan is based on the integration of the circle and the square, and is based on a kind of "family culture", which is what we usually call humanized management.

Wang Jiwan said: "the biggest responsibility of enterprises is first to care for their employees, and to care for their employees and employees in order to love the enterprise."

In the enterprise, create a caring atmosphere of "home" and regard employees as the children of their own enterprises, so that employees can feel their sense of belonging and achievement in the enterprise, so as to create their own value for the enterprise better and more.

The democratization management of Hengda achieved the staff's self-management and enhanced their sense of ownership.

Hengda sets the wisdom of the majority to achieve full staff management.

And the "independent innovation mechanism" is the source of life for Hengda to maintain its strong market competitiveness, and constantly upgrade the products of Hengda, and has always been in the leading industry level.

Wang Jiwan told me that under the crisis, the shoe industry in China needs to focus on many aspects. Improving employee benefits is one aspect, and establishing a new harmonious employment relationship, updating the concept of employing people, paying attention to the life and entertainment of employees, focusing on the needs of employees, and innovating management ideas, changing management thinking and changing management methods.

Wang Jiwan even quoted Liang Qichao's "Youth China" to explain the great wealth of employees. Staff wisdom is enterprise intelligence, employees are rich, enterprises are rich, employees are strong, enterprises are strong, and employees are successful.

In Wang Jiwan's view, enterprises must pay attention to environmental problems while establishing profits, and establish a harmonious environment for people and nature to achieve sustainable development of enterprises and society.

"From the procurement of raw materials, product development, production process control, packaging, logistics, display to the hands of consumers in the final products, to the current recycling, to form a complete green value chain, from all aspects, advocating environmental protection, conservation concept, the development of circular economy.

We need real action to survive in society and to create value for society and consumers. "

Hengda always starts from the interests of employees and consumers, and creates green products under the environment of ensuring the green production of employees, and ultimately brings consumers green consumption experience.

For example, in the selection of products, Hengda was even very strict. They refused to use the fur of rare animals such as crocodiles, raccoons, foxes, but did not mean that Hengda was inferior to the choice of raw materials, but this just reflected the "green" positioning of Hengda.

On the one hand, we buy raw materials for environmental protection, and on the other hand we act together with our domestic partners to reject those suppliers who regard environment and resources as renewable materials.

During the 5 years of tracking research on Hengda, I found that Wang Jiwan's emphasis on R & D, environmental protection, green and value concept has always been reflected in some important nodes of enterprise management.

Now, relying on the R & D platform of the first "national recognized enterprise technology center" in China's leather shoes industry, Hengda has developed the "leather seamless bonding technology", which fully saves leather materials, and can also be used in leather products production for the production of leftover materials, etc., through seamless bonding technology.

According to the 1.5 square feet of each pair of shoes and 9 billion pairs of leather shoes in the whole country, the annual leather material can reach 2 billion 290 million square feet. According to a cow's skin yield of 40 square feet, it is equal to raising 57 million cows, and the annual savings can reach 57 billion 300 million yuan.

Leather seamless bonding technology is applied to the whole leather industry. The annual savings of leather can reach 5 billion 290 million square feet, which is equivalent to saving 132 million cows and saving 132 billion 300 million yuan, which is equivalent to regenerating a pasture without grassland.

The company has also developed a variety of environmental protection technologies, such as bacteriostatic, deodorizing and purifying shoes, waterproof and breathable technology, to provide consumers with environmentally friendly, pollution-free green products.

The "green management" in Wang Jiwan's eyes is a green value chain management, which focuses on enterprise management, practicing social responsibility, implementing the internal circle, starting from employees, and running through all links. It is also a process of using green energy, using new technologies and new technologies to fight against rising oil prices and reducing 10-20% energy consumption.

"Green management" starts from the heart, and is harmonious with nature, harmonious with society, and benevolent with all things in the world as a whole. From being a man to making products and doing business, through green management, Hengda takes the front end of the advanced manufacturing industry, brand management and innovative research and development to achieve the green vision of building century brand of Hengda enterprise.

Making the green choice, leaving the green footprint, creating a green brand, and pragmatic development and positive action for the common good of mankind should be the highest level pursued by enterprises.

Wang Jiwan said.