Interpreting The "Craftsman Spirit" Of German Enterprises

Hermann Simon, a master of management, introduces in his book "invisible champion": first, German enterprises generally attach great importance to innovation and research and development, especially those invisible champion enterprises. The annual R & D investment accounts for 6% of the sales volume, which is 1.66 times the number of the 1000 strongest R & D enterprises in the world.

Second, innovation is jointly driven by technology and market demand.

Third, in order to improve efficiency and reduce unnecessary internal friction,

Work is often organized as small as possible.

Fourth, top management takes the lead in innovation work and participates in all the development details.

The spirit of craftsmen has always been the key word with high heat.

A lot of articles on the introduction of German friends from the circle of friends praised the excellent quality of German products, the steadfast sense of employees and the improvement of their attitudes. An article mentioned: "I saw the production line and talked with several workers. A painter has worked for 27 years, and a screwdriver is over fifty years old. The son of a manager in charge of the Chinese market is also a worker here.

They all seem to have a quiet mind that does not quit. "Qin Shuo: Chinese people go into the world, and the water is a long way to go. Eurasian journey six chapters (two) Germany: hard to surpass and be able to control" Qin Shuo's circle of friends.

This aroused my curiosity.

I really want to know what magic power German enterprises have to make their employees lifelong.

This phenomenon, I can not help but think of: how can he persist in such a single and boring job every day for more than 20 years? Is there any time when the quality of work is declining due to bad mood? Why is there no new employee to take up his post? Is this the problem of the employees' ability or the design of the enterprise system? If there is no mobility within the enterprise, and the staff lack of space for promotion and promotion, how can such rigid personnel system stimulate the vitality of the staff? How can enterprises fail in the brutal market competition?

Let's put aside the problem first. Let's learn some background about German industry.

1. The rise of German Industry

The German nation began to industrialisation very late. When Britain and France completed the industrial revolution, Germany was still an agricultural country.

After entering the industrialization, they also experienced the "Shanzhai stage": learning from Britain and France, stealing the technology of others and copying the products of others.

To this end, the British Parliament, in particular, passed the amendment to the trademark law in August 23, 1887, requiring all imported German imports into the British and colonial markets to be marked "made in Germany".

"MadeinGermany" was actually an insulting symbol at that time.

At the beginning of the industrialization era in Germany, the scientific research of University was completely out of line with the field of production.

Although the "world science center" was in Germany, Americans were very smart. When they got their degrees in Germany, they did not go to universities to do research work, but entered the market to run businesses.

In the early 1890s, when German scientists ran to the United States, they found that the highest gold content of industrial products was in the United States, which clearly put forward the principle of "combining theory with practice" and began to vigorously promote the development of Applied Science.

Because Germany has a solid foundation in basic science, it soon established the link between scientific theory and industrial practice, and thus integrated the ranks of world-class scientists, engineers and skilled workers in half a century, leading the "internal combustion engine and electrification revolution", and made the German industrial economy develop leaping.

Since then, Germany's machinery, chemical industry, electrical appliances, optics, until the kitchen utensils, sporting goods have become the world's most quality products, "made in Germany" has become the pronoun of quality and credibility.

Almost all the most famous companies in Germany grew up from that era.

They have maintained a worldwide reputation until today.

2. A highly responsible corporate culture.

German workers have a very strong sense of responsibility. If the operation rules require a screw to be twisted 12 times, he will not only twist the 11 circle.

It is an important part of German enterprise management to attach importance to the construction of enterprise culture and cultivate a good corporate culture. German enterprises attach great importance to the brand and product quality of enterprises.

And pay special attention to training enterprises and employees' sense of responsibility to the society, so that enterprises from top to bottom, from inside to outside to show to society is beautiful things.

Internally, the team spirit is mainly cultivated.

The two word "responsibility" is also highly valued in Daimler Chrysler.

In Daimler, sales are closely linked to personal responsibility, corporate responsibility and social responsibility. Every worker in the company is responsible for the successful sale of every vehicle in his job.

By this way, through the subtle influence of enterprise culture, the agglutination and charisma of enterprises are greatly enhanced.

3. A unique vocational education and training system.

It is very common for German employees to regard their enterprises as their homes and work in a company for generations.

"The strongest place in Germany is the" dual system "vocational education system. Enterprises and schools jointly cultivate professional workers. Similar apprenticeship in enterprises, teachers teach by hand, many German children go to vocational schools from high school, and spend more than half of their time studying in enterprises.

Another advantage of the "dual system" is to train students to practice in multiple posts and improve their overall quality. At the same time, enterprises also pay a certain amount of remuneration, but they are far from formal workers, mainly for training people.

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Germany is one of the best countries in the world to carry out vocational training and education. Its laws stipulate 3 items: one is to take the duty to study in higher learning institutions, the two is to study in enterprises, and three is to organize and pay special vocational skills training by the labor department.

The third is mainly for unemployed people.

In Germany, in order to find a job, except for the necessary diplomas, it is impossible to have 3 years of professional vocational education. Even if a traditional family run agricultural production, if their children did not receive professional agricultural training and education, they could not inherit the family business to produce agricultural production.

In addition to adult training before going to work, it is a high school student who graduated from a counterpart school. Once an enterprise is recorded as an apprentice, it has to have 3 years of double track education and training: every Wednesday, from half day to four days, every day to two days, he will learn practical knowledge in the enterprise.

Mark, a large German passenger car manufacturer, is an old enterprise with a history of more than 100 years. Its annual operating income is about 10000000000. In the 1999 year, one of the most important factors for its success is to train the staff at all levels as a system engineering.

Mr. Mahi, manager of the training department, said that before 1988, 80% of the leaders were trained outside or recruited, and now 80% are trained by the company itself.

With the ability to systematically learn relevant knowledge and skills, coupled with the careful training of employees, it is easy to understand why job hopping is rare.

Back to the beginning of the article, why can "craftsman spirit" rise in Germany? A worker willing to be a painter for 27 years?

The reasons are as follows:

Historical factors

The significance of "engineer culture" gene to German enterprises.

From these histories, we can see that the German business community has distinct "engineer culture" characteristics, the character of engineers, the style of doing business and the pure merchant culture of supremacy of interests.

Enterprises that are built by engineers will naturally imprint a deep "engineer" brand.

This gene generally has a decisive and far-reaching impact on the formation of German enterprises' steadfast and stable character and the importance of the whole country to manufacturing.

Geographical factors

Although the land area of Germany is not very small, after all, its resources and population are limited, which limits its market size and causes fierce competition.

Faced with this situation, if it is Chinese enterprises, most of them will be eliminated by price war.

But Germany does not have the concept of price war. Fierce competition has prompted German enterprises to forge ahead with the core competence and win the customers' development in the direction of constantly improving their technological capabilities and service capabilities.

Craftsman spirit is the pursuit of continuous deepening of design, processing and other capabilities.

On the other hand, until the unification of 1918, Germany has not yet formed a unified nation state, but a collection of small countries.

In this case, any enterprise that wants to grow must be internationalized.

In the international market, the German enterprises that are not good at or disdain for price war will only go on improving the quality, technology and service ability.

Factors of national development strategy

Germany pairs

We all know the importance of it.

In the early years before the economic crisis, Germany had been criticized and even ridiculed for its over reliance on production industries and not enough fast pition to the service sector.

But now, the economic powers such as the US, Japan and Britain not only return the manufacturing industry back to China, but also strive to study German industry 4.

Last but not least, in the market competition, there has never been a diamond.

"

It is not omnipotent.

The strength of craftsman spirit is to inspire enterprises to make quality products.

To be an enterprise, good product quality is only one of the relative advantages, though it is very important, but it is not the absolute advantage of beating the world.

In 2013, Ziegler, one of the world's top five suppliers of fire and rescue vehicles and equipment, Germany's largest fire truck company and century old shop, was bought by China CIMC group.

Other German companies that have been acquired in recent years are not in the minority.

China's manufacturing industry, after extensive development after reform and opening up, is taking the fast lane of information network development to the stage of manufacturing upgrading and consumption upgrading at present, calling for "artisan spirit" to be right at that time.

However, too much emphasis on "craftsman spirit" and neglect of production costs, efficiency, market demand, capital operation and so on, it is very difficult for any enterprise to be reduced to the fate of being bought.

This is a deep thought.