Jinlun: Strategic Innovation Guides Enterprises To Move Forward

For enterprises, management is an eternal topic.

In the past more than 20 years, Jinlun company has entered the ranks of industry leaders from a township enterprise. Lu Ting, chairman of Jinlun company, has a deep understanding of enterprise management.

"In recent years, while carding and optimizing the process, Jinlun has innovating the existing organization according to the strategic needs of enterprises, so as to achieve a more rational allocation of resources."

In Lu Ting's view, innovative enterprise management, breaking the barriers between enterprises before, can promote the accumulation of effective resources and the expansion of leverage effect, so as to carry out continuous value innovation more effectively.

Through the reorganization and reorganization of internal organizations, the company has established an empowerment management system. Managers at all levels have made decisions and work according to the authorized manuals, and established a staff management system of "responsibility decomposition, responsibility implementation, authorization support, remuneration matching, and examination". It has opened up the relationship between personal responsibility, power and interests, and achieved significant changes from "I want to do" to "I want to do", which fully mobilized the enthusiasm and initiative of every employee, and greatly improved the management efficiency of the company.

"Jinlun company began to implement comprehensive budget management in 2008. Through two years of practice, the quality of budget preparation and the awareness of budget execution have been significantly improved."

Lu Ting believes that the budgeting process in the overall budget management is a process of management planning and detailed planning. The planned and controlled allocation of resources has been greatly improved, so that the results of management can be improved in general.

"Since 2008, Jinlun has introduced a comprehensive performance management system to comprehensively sort out and optimize the company's internal processes, and timely adjust the organizational structure according to the management characteristics of different stages of development, establish the authorization system, make clear the authorization management, and clear and optimize the operation of the company from the company level, and implement performance management from the following eight steps:" goal setting, strategy discussion, plan formulation, training coaching, plan execution, process control, result assessment and performance improvement ".

In order to better carry out and carry out various tasks, Jinlun further established and improved the "planning system". Through the annual business management plan and monthly performance plan, the work was decomposed and implemented in various levels, and then matched with the "Japanese clean system" to ensure that the arrangements were arranged and things were implemented, which greatly enhanced the executive power of the whole enterprise.

In Lu Ting's view, the perfection of company's internal management makes the management of the company more market-oriented.

Jinling company's performance management has been fully recognized by the industry. In 2009, Jinlun was selected as one of the first 16 "outstanding performance advanced enterprises" in the country's more than 10000 textile enterprises.

In the management of technological innovation, Jinlun regards combing technology research as the top priority of enterprise development strategy, and focuses on the development of high-end technology with advanced technology, high technology and high added value.

In 1990, the company set up the first professional R & D Center for carding equipment and carding technology in China's equipment industry, the Jinlun R & D center, and invited a group of senior scientific researchers and engineering experts in the industry to jointly develop core technology and high-end technology R & D and new product development, and jointly organize research and development of related technologies with domestic scientific research institutions, so as to enable the company to catch up with the advanced technology level of other countries while accelerating the pace of independent innovation. The company has successively acquired dozens of patents, and has undertaken a number of projects in Jiangsu province and the State Spark Program, which is recognized by the Ministry of science and technology as "national high-tech enterprises" and "key high-tech enterprises of the national Torch Program".

"Through the implementation of the above management improvement projects with high quality, Jinlun has gone through a shorter period of time in management progress than anyone else may need several times to go through. It also provides a strong guarantee for Jinling to achieve contrarian growth in a worse economic environment in 2009."

Lu Ting analysis.

At present, the rapid development of science and technology has put forward higher requirements for the management of enterprises.

In the past, the mechanical command management has been unable to meet the requirements of modern management.

Enterprise management should be built on the basis of corporate culture. We should respect people, motivate people and cultivate people as the starting point and foothold of management. Only in this way can we form an atmosphere of compliance, discipline, solidarity, dedication, health and vitality.

Lu Ting attributed the company's achievements to several aspects. One of the main reasons is that the company is diligent in exploring and innovating in management. By constantly introducing the new management method and new mode into the enterprise, it is perfected and innovating on the basis of combining its own actual situation and the experience and lessons of the original management mode, and creatively applied to the practice of company management, thus playing a good effect in promoting the management progress of the company.

In the process of management, enterprises are often faced with such problems. Whether they are new market entry enterprises or enterprises like Jinlun are committed to developing enterprises, they need a new and effective way of thinking to guide the progress of enterprises.

Corporate strategy is the planning and strategy for the overall, long-term and fundamental problems in the survival and development of enterprises. Strategic innovation is a way to analyze and reconstruct the existing resource allocation methods of enterprises and industries, create new values for customers and create new wealth for all shareholders.

Jinlun company regularly carding and positioning the enterprise development strategy, identifying the direction and defining the objectives, so that management will not lose its way in the complex and changeable market environment.

Through combing, executing, re combing, and implementing such a cycle, the company's strategic objectives become clearer and clearer, and it clears up the strategic goal of becoming an international first-class equipment supplier. It clears and strengthens the direction of the company's efforts, and the strategies and methods for achieving the goals are more and more precise and effective.

"Now we have clear strategic goals in long-term development, brand marketing, talent development, technological progress and management progress.

The strategy is clear. The enterprise is like a train on the track, and it is sooner or later to achieve the goal.

Lu Ting said.

In the face of the tactical layout of foreign needle clothing enterprises in merger and acquisition of new companies in China, Jinlun has already set a higher development goal: to make the main business of fine and strong textile and carding equipment, and become a world-class manufacturer of textile carding equipment.