Some people say that Lu Guanqiu is China's most profitable farmer because he has made a blacksmith shop a powerful modern enterprise group. Some people even said that Lu Guanqiu is an evergreen tree of Chinese private enterprises. The story of standing upright without losing business is reflected in other entrepreneurs, but when it comes to the span of time, Lu Guanqiu, who has played in the Shang Hai for 40 years, is the leader of the game. From brave change, bold young people who started their own businesses, to entrepreneurial models that have become well known both at home and abroad, Lu Guanqiu achieved his father’s aspirations in his name—“respect the world†and created a well-known nation. Brand --- Wanxiang Group. In the 40 years, on the timeline of China, this was a business cycle that contained several ups and downs, one by one, and one by one in industrial hot and cold cycles, in the embarrassment or desolateness, as the first generation of entrepreneurs in China. Lu Guanqiu is always an evergreen ever standing. In summarizing his own secret of "longevity," Lu Guanqiu said: "As long as you are dedicated, responsible, and do your best to do one thing, when others work five days a week, and you do not rest for 365 days, others in the first year of the new year , and you are still doing it, then you will be able to succeed." Only Lu Guanqiu of junior high school culture, with his persistence and wisdom, led Wanxiang Group to develop from a small factory into one of the largest private enterprises in the country. His experience tells the world a legendary story, which has verified this great era. Primary school student dream “No one would believe that in order to start a business in the 1960s, I sold my grandfather, father, and my own property three times, and moved home seven times in six years,†Lu Guanqiu said. Lu Guanqiu was born in Ningwei Town, Xiaoshan District, Zhejiang Province, and his father worked in a factory in Shanghai. His income was meager. He and his mother were dependent on each other in the countryside, and they lived in poverty. Ningwei Township and Hangzhou City are separated by only one river. Lu Guanqiu, who was young, often sits on the riverside and looks far into the opposite city. At that time, his dream was to enter the city as a worker. At the age of 15, Lu Guanqiu dropped out of school. Like many children of that age, Lu Guanqiu became a primary school student a year later. Xiaoshan County Ironware Company had a child called Lu Guanqiu. This iron-clad elementary schooler had a not-so-excellent appearance but showed extraordinary diligence. He worked hard and focused on the mechanical tools he came into contact with every day. However, three years later, Lu Guanqiu was dismissed due to streamlined personnel. At that time, 20-year-old Lu Guanqi was unconvinced. He decided to do something—for him at the time, the term entrepreneurship was actually a kind of subconscious. “I didn't think of being an entrepreneur. I was forced to work on Liangshan.†Lu Guanqiu later recalled. After returning to Ningwei, Lu Guanqiu saw that it was inconvenient for the villagers to grind the rice noodles, and he was very interested in this equipment. He thought that if he had to do a rice noodle processing factory, he must be very popular, and he could earn some money. . Friends and relatives were very supportive when they learned of Lu Guanqiu’s idea. They went home and rummaged through the cabinets. The tightening of his waistband brought him 3,000 yuan. Lu Guanqiu used this money to buy a grinding machine and a rice mill and set up a rice processing factory. In that era, private factories were not allowed. “The rice noodle processing factory did not dare to name it, but did not dare to spread it. But it was because of the word of mouth from the villagers that it also attracted a lot of business.†But the good times did not last long. After a long time, the small factory was discovered and was discovered. The hat of the “underground black factory†was buckled and the result was forced to close. All machines and equipment were forcibly sold. In the end, Lu Guanqiu had to sell the three old houses left behind by his deceased grandfather to pay off the foreign debt owed. This first venture almost ruined Lu Guanqi. After the factory closed for a long time, Lu Guanqiu could not eat the rice and could not sleep well. He couldn't close the door all day. What made him feel particularly painful was that the money exchanged by his father’s blood and sweat was turned out to be nothing. He became a typical example of a prodigal son. However, this painful price is worth it because the beginning of this first difficult time made him find the feeling of starting a business. The failure of the first venture did not dispel the entrepreneurial dream of Lu Guanqiu. In that special era where even the sickle could not be bought and the bicycle had no place to repair, Lu Guanqiu mumbled his dream of entrepreneurship. In an interview with a US media in 2007, Lu Guanqiu explained his motivation at the time. “If you were born in a classroom, then you can read there later. If you used to be a farmer, then It will be a farmer, and I don't want to be a farmer all the time. I want to find a way to jump over the gantry." After many applications, Lu Guanqiu received five partnership apprentices, opened a blacksmith shop, and soon the business was booming. It was time in 1969. At that time, the government demanded that every town should have a farm machinery repair factory. Lu Guanqiu, a veteran and well-known player, was invited by the commune to take over the run-down of the Ningwei Community Agricultural Machinery Factory. This so-called agricultural machinery repair plant is just a mess with only 84 square meters of broken workshops. Lu Guanqiu sold all his family and materials he had prepared to build. He invested all his money in the factory and put his own fate in the fate of this factory. This is the beginning of Lu Guanqiu’s real entrepreneurship, because this small workshop factory at that time was the predecessor of Wanxiang Group in the future. In the era of planned economy, what the country produced, what it purchased, and what it sold were all issued by the state. If the flow of goods outside the target is illegal, it would be illegal. In this situation, Lu Guanqiu found a gap that could allow the agricultural machinery industry to survive - providing supporting production for farm tools in surrounding communes, such as boring heads and playing boards on feed machines, rear wheel forks on tractors, and diesel engines. The nipples, what to do. In the 10 years since then, Lu Guanqiu completed his initial primitive accumulation by relying on a variety of products such as coulters, shovels, universal joints and lost-wax cast steel. In the meantime, in addition to managing agricultural machinery repair plants, as long as they can make money and do a good job, Lu Guanqiu wants to try. At that time, he also set up a farm, a breeding farm, and a snake farm. In the spring of 1978, Lu Guanqiu's factory door has been affixed with a number of brands such as Ningwei Agricultural Machinery Factory, Ningwei Bearing Factory, and Ningwei Chain Factory. The number of employees has also reached more than 300 people. At this time, Lu Guanqiu saw that the Chinese auto market began to take off, so he immediately adjusted his strategy and concentrated on producing professional car universal joints. Lu Guanqiu gave Wanxiang a brand name called Qian Chao. Ten years of zero Looking back at Lu Guanqiu's entrepreneurial history, there is a clear clue that this is the famous "fight for ten years and zero." On the Wanxiang Group’s official website, there is a documented record of the process: Wanxiang strives to “strive for zero in the ten years of struggleâ€, and Ricci profits from 10,000 in the 1970s, 100,000 in the 1980s, and 1 million in the 1990s. In 2009, Lida reached 10 million yuan. "Fighting for a zero in ten years," which is Lu Guanqiu's initial struggle, has continued to this day. From the workshop-style factory in 1969, now Wanxiang Group has become a truly multinational corporation. Lu Guanqiu has realized the improvement of corporate profits and has also created a thriving Chinese enterprise. The difficulties facing Wanxiang Group at the beginning of the takeoff have so far kept Lu Guanqiu still fresh. In 1980, the National Automobile Parts Ordering Conference was held in Jiaonan County, Shandong Province. After learning of the news, Lu Guanqiu immediately called the sales section chief and drove to Jiaonan with the "Qianchao card" universal joint full of two trucks. However, the organisers refused to enter the township enterprises. After all their hard work, they were rejected. The sales section chief ran away and said, “Isn't it looking down on people? What happened to the township enterprises? Are we born to a stepmother?†The same staff also proposed to withdraw troops. Going back, Lu Guanqiu was not discouraged. He comforted everyone. "Not that we wouldn't allow us to talk about it, but we didn't say we weren't allowed to talk about it outside. We can make a stand on the sidelines." So Lu Guanqiu led everyone in the game. Orders will be set up at the door of the stalls. Lu Guanqiu always paid attention to the movements in the order meeting. When he heard that the venue was falling into the price, he immediately posted an advertisement and gave him a price less than 20% of the price on the court. The dramatic scene emerged. Many manufacturers ran out of the venue and talked about the business with Lu Guanqiu. Soon, more and more manufacturers discovered that the “Qianchao brand†universal joint quality is not worse than the order meeting, but also better than many manufacturers, the price is lower than other manufacturers. As a result, orders flocked. The "Qianchao card" universal joint became popular at the trade fair. After this battle, Lu Guanqiu received an order of 2.1 million yuan. "Market competition is the competition of price, quality and cost." Lu Guanqiu has always insisted on this principle. Through small profits and more sales, the “Qianchao Brand†products have firmly occupied more than 65% of the market in the country, creating a "gianta" effect. In 1983, Lu Guanqiu took out 20,000 yuan of seedlings in his own private plot and mortgaged it, contracted the joint plant, and stepped out of the first step in clarifying property rights. By the end of the year, the whole plant exceeded its profit by 1.74 million yuan, and it will exceed its annual contracting tasks by the end of the year. After the completion of the contracting task in the first year, the government rewarded him for 449,000 yuan. He spent all his money on factory training and construction of rural primary schools. By 1985, Lu Guanqiu had given up to 3 million yuan in rewards. His honor and good deeds made him famous. In 1985, he was named a national news person and in 1987 he was named the top ten peasant entrepreneurs in the country. In 1984, the United States Paleis Corporation ordered 30,000 sets of universal joints, and the joint plant became the first Chinese company to succeed in the US auto parts market. In October 1990, with the approval of Zhejiang Provincial People's Government, Wanxiang Group was officially established and Lu Guanqiu became the legal representative of Wanxiang Group. On January 10, 1994, this was a day that made Lu Guanqiu unforgettable. Universal Qianchao stocks were listed on the Shenzhen stock market and became the first listed township enterprise in China. Back 7 years ago, Wanxiang’s application for listing was rejected because it was a township enterprise. In the past seven years, Lu Guanqiu and his Wanxiang Group are no longer the same. In 1994, Wanxiang Group set up a sales company in the United States, and then set up sales companies in Britain, Mexico, Brazil, Canada, Venezuela and other countries, purchased storage facilities, and gradually established its own international market sales network. In 1996 and 1997, they established two own import and export companies in Shanghai and Zhejiang, and began to directly participate in international market competition. After entering the new century, Wanxiang Group inroads into the field of finance, agriculture, resources, investment and so on, a huge business empire of more and more territory clearly presented in front of people. In 2000, the overall US auto market, the acquisition of the three major suppliers of parts and components production company Scheler, soon after the acquisition of the United States a hundred years old, thumb drive shafts of the inventor and world's largest supplier of primary --- Ford Locke, Locke became Ford's largest shareholder. August 28, 2001, Wanxiang Group acquired in one fell swoop UAL NASDAQ listed company, to create China's township enterprises to acquire overseas listed company precedent. 2007 is the transformation of Wanxiang Group action Guanqiu biggest of the year. July 6, 2007, Wanxiang Group completed its investment in the United States AI companies. American AI is a "zero-tier supplier" of GM, Ford and Chrysler. Wanxiang obtained all the AI ​​company’s preferred shares, which resulted in 30% of the company’s shares and became its largest shareholder. In 2008, Wanxiang Group achieved an operating income of 47.5 billion yuan, a profit tax of 3.068 billion yuan, and an export of 1.521 billion US dollars. Lu Guanqiu said with a smile: "Wanxiang plans to strive for a daily profit of 10 million yuan in 2009, and the employee's annual income will exceed 10 million yuan." The goal of "striving for zero for ten years" is not only in the eyes of Lu Guanqiu. Low-key and pragmatic, and unlimited passion. Peasant theorist One day in September 2008, "People's Daily" published a comment entitled "A Letter to recommend Lu Guanqiu". The letter mentioned in the article was an open letter issued by Lu Guanqiu to the heads of various departments of the Group after the Sanlu Dairy Products Incident. In his letter, he advocates that businesses must be "virtue-centered." He said with emotion: "The dairy incident has taught us once again that any private interest cannot override the public interest. Corporate management must be based on ethics, and self-interest is self-defeating. Since ancient times, no one can develop without social responsibility, and social responsibility is the precondition for the existence of the enterprise, the embodiment of the corporate value, the accumulation of market reputation, and the cornerstone of our creation of a world-famous brand.†The commentary regarded this as a very insightful letter and praised Lu Guanqiu for his "this kind of practice of turning other people's lessons into his own wealth. His indirect thinking is worthy of appreciation and emulation." In fact, this kind of thinking by analogy has long been a habit of Lu Guanqiu. Over the years, whenever a well-known company had a big ups and downs, Lu Guanqiu let its subordinates collect all kinds of information, and convened the senior executives in their own offices to analyze why the company is going to collapse. In Lu Guanqiu's view, the lessons of others are actually an opportunity to reflect on oneself, and it is even more a wake-up call. Lu Guanqiu has always been a practical player and a theorist. As a native peasant entrepreneur, Lu Guanqiu has not received any formal education, but in many years of entrepreneurial practice, his business philosophy and strategy have long since formed themselves. He dropped out of school at the age of 15 and is now an Honorary Doctor of Philosophy at the Hong Kong Polytechnic University. He is also a senior economist and senior political engineer. Lu Guanqiu has written a large number of theoretical articles, and more than 60 papers have been published in national and local newspapers such as Qiushi, Renmin Ribao, Guangming Daily and Economic Daily. Lu Guanqiu also has another title: "peasant theorist." Lu Guanqiu believes that the development of enterprises must learn the stability of the turtle: "The development of enterprises is slower and fewer mistakes. We must see our own shortcomings, we must make scientific decisions, and do not exceed our own capacity to do things." In his opinion, heavy management Light law and even management, can only be twice as effective and even counterproductive. "According to the principle of governance, we must manage our business in the light of our own heart and make our employees clear-cut, self-managing, and self-motivated. We must closely integrate personal values ​​and corporate values ​​so that management can achieve the highest level of inaction and governance." Lu Guanqiu's management theory, "talent" is a key word. "Entrepreneurs are not only profitable, but making money is only a means in the process of achieving our goals. Entrepreneurs mainly create a group of people. Enterprises ultimately rely on talented people to create. Return on society is the ultimate thinking of entrepreneurs." Lu Guanqiu said. Lu Guanqiu firmly believes in "the power of talent." He believes that stability needs to be first in the talent pool. “Knowledge is formed through accumulating over time. Concepts and culture are even more so. Nowadays, with a high frequency of talent flow, it is necessary to use a culture to pool talents. Tens of thousands of employees rely on the concept of a cultural spirit to gather around the struggle. This year adds a zero' goal to form a culture, so that each employee to play their best talent." He believes that companies must meet the material needs of employees, spiritual needs, and more importantly, to give employees the space for performance. He called "this is an art." Lu Guanqiu has always been known as “seeking for a thirstâ€. He has negotiated engineers and technicians from all over the country and gave them generous treatment. He also paid a certain “cultivation fee†to fight for the allocation of college students to various colleges and universities. Sending factory employees to colleges and universities. Lu Guanqiu used this “please come in and go out†method to recruit and train a large number of corporate talents. In addition, he also organized an expert consultant team outside the factory, and regularly asked the factory to consult them. Lu Guanqiu himself also signed up for the modern management class held by Zhejiang University. Every week, he will rush from Xiaoshan to Zhejiang University in Hangzhou to participate in the study. Lu Guanqiu's "talent concept" is not only the use of people, he also has an idea: in the enterprise to create a large number of entrepreneurs. Lu Guanqiu once declared: "Everything that is conducive to the development of the enterprise, which is conducive to the improvement of employees' lives and contributes to the country, you have the right to do it and to go out on your own. All the autonomy your company has, you have it all. The difficulty encountered in the development of the company can be found in the head office of the group.†Lu Guanqiu boldly decentralized the branches, “let them go to see how they can use their talentsâ€. Even on the issue of successors, Lu Guanqiu’s talent strategy is unique. "For the successor, I will now choose my son. If I have the ability to surpass my son's outstanding personnel in the future, as long as I can make the enterprise better, increase my income for the farmers, and contribute to the prosperity of the rural areas, I may One will be adjusted. This can be changed." Since 1994, Lu Weiding, the son of Lu Guanqiu, has officially become the president of Wanxiang Group and is responsible for the daily operations of Wanxiang Group. However, in front of the media, Lu Guanqiu did not shyly say: "I am not only training Weiding. Apart from him, I am still training a universal team of more than 20,000 people. They are universal successors. †Today, Lu Guanqiu, who has passed the Hundred Years, is still a very capable person. He reads an average of 40,000 words a day, and handles all major global investment projects. He said he can work for Wanxiang for another 20 years. "Now in Wanxiang I only do two things. One is the general direction. Things within the general direction plan are easy to pass. The projects outside of the planning will require more research and analysis. It will be slower. The second is the selection of talents because Choosing good people can bring about a successful project, setting the direction, choosing the right people, and everything else is handed to the young people to do it." Along the way, Lu Guanqiu said that what he was most afraid of was that the cause was annihilated in the bud, and he didn't know where he was wrong. "Be sure to talk less and say more, keep calm, and quietly do it." Lu Guanqiu said. Under the leadership of Lu Guanqiu, Wanxiang Group always adhered to the entrepreneurial spirit of “talking the truth and doing business†and weathered every important stage of development. Lu Guanqiu, 64, is often asked about his plans for retirement. At this time, he is always stunned: "Retires? Why should I retire? I have never considered retiring. I am thinking about every day. How to make a better career. As long as life exists, I will not stop working and thinking. When I think, I think I am always young!†This entrepreneur of the same age as the Republic is facing the cause he loves deeply. There is no year-long passion for burnout. In the eyes of Lu Guanqiu, the future of Wanxiang is full of expectations that satisfy him. Lu Guanqiu was born in January 1945 in Ningwei Town, Xiaoshan District, Hangzhou City, Zhejiang Province, and is a senior economist. He is currently the Chairman of the Board of Directors of Wanxiang Group. In 1969, Lu Guanqiu, with 6 villagers, founded the Ningwei Commune Agricultural Machinery Repair Factory on the basis of the blacksmith shop. This is the predecessor of the Wanxiang Group. Today, Wanxiang Group ranks first in the auto parts industry and 112th in the top 500 Chinese companies. Lu Guanqiu also serves as the vice chairman of the China Enterprise Confederation and China Entrepreneurs Association, the vice president of the China Machinery Industry Federation, the president of the China Township Enterprises Association, the committee member of the Machinery Industry Development Planning Review Committee, and the Zhejiang Enterprise Confederation and Entrepreneur. The president of the association and other positions were elected to the party's 13th and 14th national congresses, representatives of the Ninth National People's Congress, members of the 10th National People's Congress and representatives of the 11th National People's Congress. He has won the National Model Worker, the First National "Yuan Baohua Enterprise Management Gold Medal", the National Outstanding Entrepreneur, the May 1st Labour Medal, the Chinese Outstanding Entrepreneur, the Chinese Economy Person of the Year, the Chinese Business Master, and the Top Ten Merits of China's Township and Village Enterprises. One of the best private entrepreneurs, the Chinese reform man and other honors.
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