To be honest, a company as large as Hualong Clothing Company is already a super giant company. Even internal employees have a hard time understanding the whole picture, let alone outsiders.
Even as the president, Zi Yanran only manages from the top. She cannot master all the specific management aspects, and no one dares to say that she can fully control this company with tens of millions of employees.
So how does this enterprise operate efficiently? The answer is comprehensive informatization. Only after all production and management links are informatized can it be managed through artificial intelligence.
The amount of information Hualong Garment Company needs to process every day is measured in hundreds of millions. If it is processed purely manually, there will be no mistakes, but the efficiency is very low. It may take a long time to turn over an application or report. A few days.
Moreover, if it is all done manually and there is little third-party supervision, then there will be many situations that deviate from the company's rules and regulations, which will slowly deplete the company's vitality.
Only by fully informatizing and digitizing all the company's information and links will a lot of manual participation be abandoned, and the intelligent system will automatically handle it, greatly saving the cost of manual processing.
Secondly, after all information and links are digitized, even if manual participation is required, there will be an intelligent system to act as a supervisor, reject some obvious errors or illegal operations, and record them.
It is precisely because of this characteristic that the company's management and ordinary employees do not dare to operate in violation of regulations and can only act in accordance with the company's rules and regulations.
Moreover, due to the existence of intelligent management systems, the performance of each employee is recorded, so when it comes to employee promotions, salary increases and other matters that involve their own interests, they have little to do with managers.
This has also created a phenomenon. Every employee in the company does not need to curry favor with others to obtain benefits. They only need to do their job properly and the benefits they should obtain are all No less.
In addition, there is the reporting system. If it is a company with a traditional management model, it is actually very difficult for ordinary employees to report the management, and the cost is also high.
First of all, you may face a situation where officials protect each other. Maybe you report to your direct supervisor at a higher level. Maybe your direct supervisor is a close confidant of the person who wrote the report letter, or a stakeholder.
In order to avoid this situation from happening, most whistleblowers can only report anonymously. However, for large companies with tens of millions of people, there may be tens of thousands of reported information every day, which cannot be processed manually. In the end, they can only Let it go.
Because each report needs to be dealt with at a huge cost, and sometimes the cost exceeds the cost of corruption among management.
In this case, the average enterprise can only turn a blind eye. As long as it has not reached the point of getting out of hand, it will delay as long as it can, because the ultimate goal of the enterprise is profit, and this is the measurement of interests. .
As for the personal interests of employees, sometimes they are sacrificed. If there are too many such things, the hearts of the company will be dispersed. Many companies are like this, and they disappear in a hurry.
This is one of the reasons why employees of many companies, who clearly feel that they are doing it for the good of the company, have reported some corrupt people and phenomena, but have not received any response.
As the company's top managers, they actually know in their hearts that this phenomenon must exist below, but they cannot deal with it one by one because they still need these people to manage it below.
The so-called "when the water is clear, there will be no fish" is actually a helpless choice. It is a self-comfort that cannot be achieved in management.
However, this situation does not exist at Hualong Clothing Company. Artificial intelligence helps control all aspects of the company, and it is not mechanical control, but a level of control that is not inferior to human control.
The intelligent core written by the finite state machine that Zhao Yi used before may not be able to achieve this level. After all, it is not a real artificial intelligence and does not reach the level of human thinking.
But after Zhao Yi compiled the basic artificial intelligence, he began to write a new intelligent core for the intelligent management system of his company. After completion, he replaced the intelligent core.
Now the core of every company under his umbrella is the avatar of the junior artificial intelligence written by Zhao Yi. With each avatar, the daily management of each company can be completed.
In addition to letting the avatar perform daily management, after early morning every day, the intelligent core of each company will be connected to the primary artificial intelligence located in Polaris Company, allowing the primary artificial intelligence to analyze the data of the day and find out anomalies.
Although in the past, the half-baked intelligent system was able to support the entire management needs of Hualong Clothing Company, now after replacing the intelligent core, the company's management is easier and its operations are smoother than before.
This is why even though Zi Yanran is a female prostitute, she does not appear to be very tired, unlike Hao Simin who makes herself exhausted.
Of course, the main reason why Hao Simin felt struggling was because the business of Baiwei Food Company was not yet on the right track, and management had not established an effective method.
Once all these are sorted out and combined with the intelligent system, management will become easier in the future.
Therefore, the inspection process arranged by Hualong Clothing Company is: first, to inspect the mental outlook of the company's employees, second, to explain the company's management rules and regulations, and third, to understand the company's digital management system.
Although the company belongs to Zhao Yi, since he is not responsible for the specific management, Zi Yanran is the main interpreter for the inspection of Hualong Clothing Company by the senior government officials, and he also follows the team to help. Just a mouthful.
Since the production factories of Hualong Clothing Company are almost all over the major special economic zones along the coast, there are not many production factories actually remaining in Shenzhen. According to the plan, the production factories here will slowly evacuate Shenzhen in the future, and only the headquarters will remain.
The purpose of this is that, first of all, with the development of the economy, Shenzhen's labor costs will become higher and higher. It is an inevitable trend to evacuate these production factories to the mainland in the future.
Secondly, as domestic demand increases, domestic sales will become higher and higher, and the geographical advantages of the coast will become weaker and weaker. In order to rationally allocate the relationship between production and sales places, it is logical to tilt towards the inland.
As for worrying about supply chain issues, that is what small businesses should consider. As large as Hualong Clothing Company, not only its own upstream and downstream operations are relatively complete, but also other supply chains will follow its lead.
This is the influence of the industry leader. As far as the current situation is concerned, most suppliers are counting on the survival of Hualong Clothing Company. They can only follow the plan of Hualong Clothing Company and will go with them.
This time, Zi Yanran arranged to inspect a production factory with only 10,000 employees. It was not very big, but it was not too small either.
Hualong Clothing Company uses independent production factories as a basic management unit, and the number of employees in each factory is basically about 10,000.
The reason for this kind of management is that Hualong Clothing Company is too big. It is impossible for the management unit to go down to the team. It can only use the production factory as the basic unit. The internal management of the factory basically relies on the supervision and management of intelligent systems. .
In each production factory, the production team leader is different from a traditional garment factory. The production team leader here is actually a technical master, responsible for teaching new employees. They do not have the right to arrange production tasks. These are all issued through an intelligent system. of.
The intelligent management system can assign production tasks to every employee, and tasks are not assigned blindly, but based on existing work performance.
Of course, it is impossible for every employee to be energetic all the time, and there will always be a few days when they are not in the best state. Therefore, employees can also choose a workload that suits them based on their own status, but the corresponding rewards will also be affected.
Therefore, the subsidy received by these production team leaders is technical subsidy, which accounts for the majority of the subsidy. At the same time, there is also a smaller proportion of management subsidy, mainly because they usually organize employees to carry out some activities.
In fact, their rights are very small, so small that they cannot be called management. Like other employees, they are required to perform production line labor, but their workload will be appropriately reduced according to the number of new employees.
Directly above the production team leader is the factory management. These are the lower-level managers. They coordinate the production activities of the entire production factory. They only have production management rights and no other rights.
Above the management of the production factory is the dispatch center, which is responsible for scheduling the production tasks of the entire company. This layer sounds like it should be very busy, but it is not.
Because all order details are entered into the system, and all factory production arrangements are also in the system, under normal circumstances, the system will automatically arrange based on the order status and production availability, as well as the categories of clothing produced in the past.
Therefore, the production scheduling department actually does not have many people. Most of the tasks are automatically completed by intelligent systems. They only deal with some unexpected situations or situations that cannot be solved by the intelligent system.
Above this are the various brand operation departments, which have the largest number of employees, because each brand requires a team to be responsible for it, such as those responsible for marketing, advertising promotion, and brand operation planning.
The main reason why Hualong Apparel does not integrate these departments of its brands into large departments is because they are afraid that they will be clustered together and it will be difficult to cover everything. Moreover, when dealing with so many brands, bias will inevitably occur.
As for this single-brand operation model, the small ones only have a dozen or twenty people, while the big ones have hundreds of people. The main thing depends on how well they manage the brand.
If they manage their brand very well, the company will provide more resources accordingly. There is no doubt that the number of their brand team will be increased accordingly.
This is also a large company like Hualong Clothing Company, but its competitiveness is not weak at all, because there is fierce competition among various brands.
In addition, in order to encourage competition, the company will provide relevant support if its designers want to create their own brand, even if the brand's positioning is highly overlapping with other brands in the company.
The company will give new brands a half-year trial period. During the trial period, if the brand develops well and meets certain requirements, the company will include the new brand into the observation period.
The observation period also lasts for half a year. When a qualified brand passes the observation period, it will be included in the company's brand management plan, and the resources provided will not be much different from other mature brands.
The company gives generous returns to the brand founders, first of all, financial returns. The entire brand management team can receive 5% of the brand's operating profits.
Although this ratio may seem small, you must know that launching a brand basically consumes the company's resources. The company certainly takes the majority, and in addition to dividends, they also receive wages.
The second is the brand founding team, which can gain fame. In this regard, Hualong Clothing Company does not suppress them for fear that they will change jobs. Instead, it is very happy to promote the brand team, which is also part of brand building.
Moreover, with the size of Hualong Clothing Company, it is not afraid of poaching by other companies. If Hualong Clothing Company really targets small clothing companies and makes it difficult for them to operate, it will not take much effort.
There is a brand support system, and naturally there is a brand withdrawal system. This is a natural law. A brand cannot be popular forever, so the company will also conduct exit management for brands that do not meet relevant standards.
Of course, Hualong Clothing Company will not directly fire the brand team that quits. Although the brand is in decline, their team is indeed the company's official employee and cannot be fired casually.
Moreover, these people are also experienced brand operators and designers, so the company will comply with their wishes, whether they want to create a new brand or join other brand teams.
However, if you fail to establish a new brand three times in a row, you will be placed in a cooling-off period, or a settling period, and the brand founder and team will have to stay in other brand teams for a while.
This precipitation period is 2 to 5 years. The specific number of years depends mainly on the specific data of the failed brands they created. There are clear standards.
Setting up a precipitation period is, on the one hand, to save company resources and prevent employees from wasting company resources indefinitely. On the other hand, it is to allow them to learn. Maybe their current abilities are not enough to create a brand independently, so they should learn from other brand teams first.
Above each brand management team is the C-end resource scheduling department (that is, channel resources). This department is somewhat similar to the production scheduling department, except that the production scheduling department mainly arranges production according to orders.
The C-end resource scheduling department allocates resources to various brand management teams. They control marketing channels and funds, both of which are very important resources.
Every brand team will dislike its own lack of resources and want to strive for more resources. Although the entire company is large and has very rich resources, it is ultimately limited and cannot support each brand infinitely.
Therefore, resources need to be allocated based on the specific data of each brand. This method is the fairest, relying on strength, and there will be no favors involved.
Of course, allocating resources in this way will result in the phenomenon that the strong will always be strong and the weak will always be weak, so there is a testing period and an observation period, which are to provide special support for new brands.
The specific relevant standards are very complex and will be evaluated through various dimensions. Therefore, the intelligent management system is mainly responsible for this aspect, so the number of personnel in this department will not be very large.
At the same level as the resource scheduling department, there are also the administration department, legal department, human resources department, finance department, etc. These departments are company-wide and provide strong support for the company's normal operations.
Moreover, these departments also have their own relevant intelligent management systems. Although they face tens of millions of employees, their workload is actually not very large. Most of the work is automatically completed by intelligent systems.
Precisely because all departments and links rely on intelligent management systems, a large amount of repetitive and routine work has been reduced, and the work efficiency of employees has been greatly improved. This is also the guarantee that they can only work for 8 hours.
From the beginning, Hualong Garment Company did not increase profits by increasing employees' working hours, but focused its main direction on improving efficiency.
This mode of thinking is not only for the management of each link, but also for the lowest level production line workers.
In order to improve the work efficiency of employees on the production line, a lot of automated equipment is used on the production line, which not only increases the efficiency of employees, but also avoids many errors.
According to the practices of some companies in previous lives, they will definitely lay off employees, then use fewer employees to increase their working hours and obtain greater benefits.
But Zhao Yi is not one of those factory owners who only pursue profits. He is even worried that the number of jobs he provides will decrease, so while increasing efficiency, he also reduces employees' working hours, but the remuneration does not decrease.
Although working hours have been reduced, after all, they are engaged in repetitive work. Over time, it will inevitably affect physical and mental health. Therefore, every weekend, the company will carry out various activities, such as skills competitions, sports competitions, artistic performances, etc.
As long as you feel you have a skill, you can apply to the company and arrange time for competitions so that every employee's life can be colorful.
Even in order to encourage employees to increase their interests and hobbies, the company will organize various interest groups to bring people with common interests together to increase common topics and expand their social scope.
With such a humanized management model, coupled with the incentives mentioned before, not many employees who have entered Hualong Clothing Company are willing to leave.
And because it is a private company with complete personnel management rights, some people simply do not dare to do things that harm the company in order to better stay in the company, which also reduces the difficulty of managing the company.
With such a system and management model, although it seems to increase costs in some aspects, in fact, overall, the cost scale has been reduced, which can be said to be a win-win situation.
This is also the reason why Hualong Clothing Company has basically no accidents despite its large scale. It is not a bit better than Moukang in his previous life.
Sometimes, Zhao Yi also wonders whether he should enter the field of general manufacturing and snatch Mou Kang's job to save them from being arrogant and forgetful.
It's just that that model is not popular yet, and high-end manufacturing cannot use them at all. Low-end manufacturing currently has very few orders. They are either state-owned enterprises with their own teams, or they are like Zhao Yi, who cannot need.
The rest are some small workshops, and their orders are very limited, and it is not worthy of Zhao Yi to open a company to serve them.
Wait until the market demand is greater in the future and then make other plans. Anyway, it is not difficult for him and it can also benefit the grassroots employees.
Especially in the face of diversified market demands in the future, the demand for flexible manufacturing will increase sharply, and the investment scale of flexible manufacturing production equipment is much larger than that of conventional manufacturing equipment.
Generally, small-scale enterprises cannot afford it. At this time, there is a need for enterprises to specifically undertake this task, which is to focus on personalized flexible manufacturing and reduce the operating costs and investment costs of industrial enterprises. This is the future trend. (End of chapter)