In recent years, all industries have been highly competitive. Working overtime but experiencing negative performance growth has become the norm. Major Internet companies like Alibaba have carried out large-scale layoffs. ByteDance has cut to the core. Liu Qiangdong of JD.com has let go of the laid-back employees. The bosses and proprietresses of the electronic component businesses in Shenzhen Huaqiangbei are at a loss. However, in this harsh market and dispiriting atmosphere, there is also a breath of fresh air. This year, Kinghelm and SLKOR have continued to maintain a 100% high-speed growth. In July and September, Kinghelm and SLKOR received overproduction awards. Some outstanding employees got a pay raise. The company often organizes team outings and team building activities. Several key employees in the overseas business department went abroad for further study. The "SLKOR Basketball Summer Camp" has continued.
What are the secrets and underlying logics of the success of Kinghelm and SLKOR? Can they be presented for everyone to replicate and refer to? I believe that it is precisely the people-centered concept of "working well for a good life" and the constructed organizational and organizational behavior mechanisms. At the same time, ensuring the company's knowledge density, personnel organizational structure, quality system, work process, incentive mechanism, and an efficient business closed loop from product research and development to cash recovery has achieved high company efficiency and generous profit sharing among colleagues, realizing high-speed development even during the industry's downturn. The phenomenon of "no overtime" reflects the company's basic cultural values and scientific management. The company stipulates that work ends at 17:40. Once, a SF Express delivery man came to pick up parcels at 17:45 and found no one in the company. Later, he joked with the front desk lady, "Will the employees of your company be fined if they leave work late?"
Here are some of my viewpoints, which involve fields such as economics, management, psychology, organizational behavior, and the humanities and social sciences. It is precisely "coming from practice and then going back to practice" that helps Kinghelm and SLKOR move forward steadily. These theories can only shine when organically combined with practice, and also help the "Kinghelm" and "SLKOR" brands to go deeper, more solidly, and further on the path of internationalization!
I. Conducting cultural and institutional construction around core elements
Kinghelm Electronics and Slkor Semiconductor are enterprises that rely on the talent teams from Yonsei University, Tsinghua University, and the University of Electronic Science and Technology of China as the technical foundation. They promote the efficient development of the company through new materials, new products, new markets, new concepts, and micro-innovations. The top-level design, institutional construction, organizational system, corporate culture, and ethics of the company all revolve around the two elements of "new" and "fast". In the previous agricultural and industrial societies, production operations were basically organized around production tools (machinery and equipment) or production process flows. For example, in the SMT factory of my friend "Brother La Zi", it is centered around the high-speed placement machine of "Yamaha" from Japan, and is equipped with feeder machines, wave soldering/reflow soldering, visual quality inspection, packaging machinery and other equipment as well as corresponding professional personnel in the surrounding area. Our Kinghelm factory in Luzhai, Guangxi, also arranges the positions and deploys professional manpower according to the production process and assembly flow of the Beidou GPS antenna RF connector. In the current intelligent information society, production tools and labor organization methods have undergone fundamental changes. There have emerged many new design software and operating systems. While improving efficiency, they also pose new challenges to the resulting production management concepts, as well as the organization of various professional personnel, task decomposition, work nodes, performance appraisal, incentive policies, R & D and production processes.
For this reason, Kinghelm and SLKOR configure the latest version of Kingdee Cloud Starry Sky for the enterprise resource planning (ERP) software of the information management system. The office process and goal management have introduced the multi-dimensional table KOR concept of Feishu. Combined with the knowledge engineering that Kinghelm and Slkor have accumulated over the years, great value has been created. Our company also continuously conducts micro-innovations. For example, the selection of "Star of the Week" aims to encourage creative colleagues and maintain an innovative atmosphere in the company. Now the overseas business department has organized a "English Corner" for half an hour every day in our balcony garden, and the effect is very good! In addition, for the technical and management elements that support the company's development at each stage, the company has respectively hired international first-class consulting consultant teams. They play the role of supplementing, correcting, and supervising third-party information. They can see things from different perspectives and horizons beyond ours, thus enabling the company to develop healthily and sustainably.
II. The development model of long-termism
Mr. Chen Dongsheng of Taikang Life Insurance said that long-termism is the best competition model, that is, to achieve sustainable and cumulative development and form a moat. The original development plan of Kinghelm and Slkor was that we would not do things that four or five people could do, nor would we engage in undertakings that could be accomplished in four or five years. We firmly adhere to the long-termism development model that emphasizes accumulation, replicability, and knowledge engineering!
Kinghelm and Slkor adheres to the corporate culture of "upholding integrity", "making progress", "perseverance", and "attention to detail", focusing on enhancing its own product quality, service level, and innovation in marketing strategies to strengthen competitiveness and achieve the goal of sustainable development. I believe that in order to make products more competitive and obtain greater profits, technological innovation and continuous product iteration are required. This requires the support of internal systems and external ecosystems, as well as the long-term accumulation of talents, technologies, and connections, which is also the foundation of research and development and innovation. For this reason, while Slkor Semiconductor previously introduced the silicon carbide power device production technology from Yonsei University in South Korea, it also vigorously cultivated domestic technical forces. Currently, the domestic technical backbones come from Tsinghua University and returned senior talents, leading the company's development with new materials, new processes, and new products. At present, the important nodes in the industrial chain of Slkor Semiconductor are basically domesticated, and the layout of the domestic industrial ecosystem is getting better and better.
Over the years, the "dual-wheel Drive" high-speed and stable development model of Kinghelm and Slkor has long been formed. On this basis, we seize the development opportunity of "domestic substitution" and the trend of scientific and technological progress such as artificial intelligence (AI), continuously conduct micro-innovations in internal research and development and management and other links of the company, combined with long-term, diversified, and multi-channel international and domestic publicity and promotion strategies, thus achieving an increase in market share. Both Kinghelm and Slkor have developed into internationally renowned brands, serving more than 15,000 customers worldwide!
III. Implementing Zhang Xingrang's "Full-load Working Method"
I remember that the first TV set in our production team was a 14-inch black-and-white "Chengdu Brand". The earliest management method I saw on TV was the "Full-load Working Method" proposed by Comrade Zhang Xingrang, the director of Shijiazhuang No. 1 Plastic Factory and then promoted nationwide. This method aims to tap the potential of enterprises, seek the best economic benefits, and achieve the goal of scientific management by improving efficiency and reducing waste.
The implementation of the "Full-load Working Method" involves all aspects of enterprise operation and management, including product quality, equipment operation, material use, capital turnover, cost reduction, and personnel workload arrangements. It is necessary to make all aspects of the enterprise reach an optimal state through specific, data-based, and time-bound methods; and compare the best level of the enterprise's economic and technical indicators with that of domestic and foreign counterparts in benchmarking management to determine the current work standards, thereby ensuring the scientific and advanced nature of the work standards. In the operation and management of Kinghelm and Slkor, we also learn and practice this method, and thus have achieved good development results.
As the saying goes, "idleness breeds trouble." I believe that in actual work and organizations, dealing with complex interpersonal relationships is mentally and physically exhausting, and sometimes even exceeds the work itself. So our solution is to make everyone's work relationships as simple as possible, without small groups such as fellow villagers and classmates. Try to find things to do as much as possible during working hours and don't be idle. This is also the original intention of Zhang Xingrang's invention of the "Full-load Working Method". Simple interpersonal relationships and simple operation modes can last.
IV. Evaluation and Incentives for Knowledge Workers
In 1957, the management guru Peter Drucker first put forward the concept of "knowledge workers" in his book "Landmarks of Tomorrow". Before that, workers mainly obtained remuneration and means of livelihood by selling their physical strength. The individual's labor achievements could be easily measured by the two indicators of quantity and quality. At that time, many scientific management theories were also based on this for research, emphasizing the use of scientific and standardized management methods to achieve the highest labor productivity. Now, our colleagues in Kinghelm and Slkor have all received higher education and are in a "knowledge society" centered on knowledge production and creativity. In their work, they produce knowledge, creativity and information through mental activities, thus contributing their wisdom to the development of society and the company. However, it also brings new problems. That is, their contributions and values are difficult to quantitatively evaluate, and some effects also have a certain lag. This is a process that we need to solve when conducting value assessment, evaluation and incentives!
Kinghelm and Slkor attach great importance to knowledge, cultivate talents, and focus on stimulating the innovative vitality of knowledge-based talents. For training and empowerment, the company gives full play to the role of training as the second productive force. Not only does it invite famous teachers from Tsinghua University, Peking University, and the University of Electronic Science and Technology of China for systematic training and guidance, but also General Manager Song Shiqiang, combined with the company's management practice, takes the lead in carrying out special training sessions that are targeted, operable, and full of practical knowledge. There are also communication expert and headquarter technical advisor Mr. Zhang Wujun and power electronics expert Mr. Li Jianxiong, who graduated from Tsinghua University, contributing highly effective training courses for many middle-level cadres. Such intensive and high-intensity training has always been fueling and building up strength for Kinghelm and Slkor to continuously create a learning organization and cultivate knowledge-based talents.
Kinghelm and Slkor encourage innovation and provide immediate incentives, and will conduct regular internal employee evaluations. For example, the competency evaluation of middle-level cadres is also a timely assessment of everyone's work performance. Among them, the evaluation of middle-level cadres is divided into superior scoring, subordinate scoring, and self-evaluation, among which the subordinate scoring accounts for up to 60%, striving to be as objective, fair, and comprehensive as possible. After each evaluation result is announced, General Manager Song Shiqiang will also preside over a meeting titled "Summary of the Company's Middle-level Cadre Evaluation" to provide in-depth assistance and guidance based on the evaluation results.
"Kinghelm, Connecting the World". The products of the "Kinghelm" brand include Beidou GPS dual-mode antennas, Bluetooth, WiFi, Zigbee antennas, NB-IoT, LORA, UWB, Beidou B3 frequency point antenna series, as well as the matching RF patch cords, connectors, terminals; now the products of Kinghelm have expanded to three major series, including various connectors for board and wire, board-end sockets, SMA connectors, signal switch series, as well as wire harnesses for automobiles and motorcycles, special wires for industrial, medical and scientific research purposes, and non-standard customized products. Such as board-to-board connectors, wire-to-board connectors, pin headers, pin sockets, BTB connectors, WTB connectors, floating connectors, Rastlink, Rastlink connectors, Rast connectors, automotive connectors, vehicle-mounted connectors, high-speed connectors, PCI connectors, frame connectors, PCB connectors, waterproof connectors, plug connectors, RJ45, fisheye connectors, FPC connectors, FFC connectors, SMC connectors, Press Fit connectors, industrial connectors, Wafer connectors, communication connectors, customized connectors, simple pin headers connectors, etc.
Introduction of Mr. Song Shiqiang
Mr. Song Shiqiang
Mr. Song Shiqiang has once again received an honor and has been invited by the Chinese Institute of Electronics as a lecturer of the expert panel. The term is from June 2024 to June 2026, lasting for 2 years. This represents the high recognition and affirmation by the country and society of Mr. Song Shiqiang himself, as well as Slkor Semiconductor and Kinghelm Electronics for their contributions to the development of the semiconductor industry. Mr. Song Shiqiang is the founder and general manager of Slkor Semiconductor and Kinghelm Electronics, both of which are national high-tech enterprises. He is also the first cultural scholar who has conducted in-depth research on the "Huaqiangbei Spirit" and refined and summarized the "Huaqiangbei Culture". He is also a researcher of the Private Economy of the State Council Economic Development Research Center, a member of the Electronic Information Expert Database of the China Association for Science and Technology, an expert in Huaqiangbei business research, and a popular science columnist.
The Chinese Institute of Electronics has invited General Manager Song Shiqiang as a lecturer of the expert panel.
The Chinese Institute of Electronics now has 173,000 individual members, more than 1,700 corporate members, 47 professional branches, 18 expert committees, and 9 working committees. It has already formed a career development pattern with two-wheel drive of academic exchanges and education and training, and multiple undertakings such as scientific and technological evaluation, policy research, scientific and technological journals, standard development, and international cooperation going hand in hand. Song Shiqiang said that being invited by the Chinese Institute of Electronics as a lecturer of the expert panel is the first recognition from a national academic unit since I changed my major and crossed industries. I am very honored to be in the same frame as Professor Zhou Zucheng, Professor Hua Ruxing, and Teacher Zhu Yiwei from Tsinghua University. This is both an encouragement and a spur for me. I will contribute my due efforts to the high-quality development and "core" take-off of the Chinese semiconductor industry.
Song Shiqiang was with professors from Tsinghua University, including Zhou Zucheng, Hua Ruxing and Zhu Yiwei.
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