Like most founders of Jinjiang, Lin Rongzhou, chairman of Mulinsen, started his entrepreneurial history in his teens. Like most Minnan men, he always does more and says less. ? Intention, can do a good job in the enterprise; With your heart, you can make real friends. ? Starting a business for more than 30 years, I have dealt with all kinds of people countless times. What did Lin Rongzhou inherit? Heart? Two words, and for Mulinsen's old employees, there are many stories and meaningful philosophies behind these two words.
Intention: think of what people think and worry about what people are anxious about.
Since the enlightenment, Shen Wanshan, a famous businessman in ancient China, has been following the business principles: what people need, what is urgent, and what people need. With this pioneering market awareness, he finally became a generation of giants. Lin Rongzhou not only applies this business road to making shoes, but also takes this principle as a criterion for getting along with employees.
In the early 1990s, Mulinsen's dormitory was transformed from a factory building. There is no separate bathroom in Datong dormitory. In winter, workers have to queue up outside the bathroom with a bucket of hot water. Lin Rongzhou remembers the lives of the workers more in his eyes. After a period of time, Mulinsen did not invest heavily in the production scale, and all the funds were used to invest in the construction of employee living quarters.
After Mulinsen's employee living area was completed, to everyone's surprise, all employees with families were assigned to fully furnished husband and wife rooms, with all air conditioners and electrical appliances available. At that time, Mulinsen was actually the first enterprise in Shishi area to provide husband and wife rooms and family rooms for employees. ? You'd better put the whole family in Mulinsen. ? Lin Rongzhou often tells employees this way.
Lai, a technician who has worked in forest industry for more than 5 years, told a reporter a story: one day, the cleaning aunt in the chairman's office was unhappy when cleaning. After observing this detail, the chairman specially called the administrative department to learn more about the situation. Later, I learned through the cleaning aunt's hometown that the children in the cleaning aunt's hometown had no money to go to college and were ready to drop out of school to work. The chairman immediately asked the personnel to raise the salary of aunt cleaning and solved the tuition problem.
Since then, Mulinsen has established? Sunshine Education Fund? Donating money for education has also become a fine tradition that Mulinsen has been continuing.
Intention: Help employees to be promoted from migrant workers to partners.
There have been many good things in Zhen Dongxing, Liaoning recently. After graduating from college in 2004, he came to Mulinsen. Now, he has bought a new house in Shishi and has a lovely daughter. Last year, as soon as Zhen Dongxing became the director of Mulinsen No.3 Factory, the order was softened and the benefit was several times higher than before, and all this started from the restructuring of Mulinsen production workshop.
In the second half of 20 15, Mulinsen began to seek the breakthrough of the enterprise through internal reform and the establishment of a complete incentive plan, changing the original 1 large factory into three small factories and implementing the responsibility contract system. Zhen Dongxing, who was promoted from a grass-roots employee to a business technical backbone in Mulinsen, contracted three factories with several partners. After the restructuring, each factory has less than 300 people. The advantages of changing from big to small are: flat management and higher communication efficiency; For the era of piece-rate wages in big factories, everyone's profit share is higher, orders are higher, and their sense of responsibility is stronger, and the quality of products has naturally improved a lot.
? Now the workers in the workshop have a stronger sense of quality, and they also consciously pay attention to saving materials and electricity in production operations. The company's cost and benefit income are related to them, which also makes them regard Mulinsen as their home. ? Zhen Dongxing told reporters.
Intention: Respect everywhere brings loyalty.
? I have been in three or four companies and have never met such an easy-going boss. ? Lai Technology, who returned to work after leaving his job for two years, told reporters. Every meeting, no matter how small it is, the first action of Chairman Zhou before taking the stage to speak must be to give a 90-minute speech to the employees under the stage. Bow to express gratitude.
No matter how much the rumored Lin Rongzhou is worth, the whole family has been living in Mulinsen factory. Employees often meet the chairman when they go upstairs and downstairs. Every time they see the employee walking behind, he will take the elevator and wait for someone to come in and greet the employee with some short words. Finally, they will ask? Thank you for your hard work. Take care of yourself, okay? This has almost become Lin Rongzhou's mantra.
Chairman Lin Rongzhou may not know? Maslow's hierarchy of needs theory? But he must be one of the few people in Shishi area who persists, right? Maslow's hierarchy of needs theory? Boss. Put yourself in the position of solving the survival needs of employees; Decentralize in time to encourage employees' economic progress; Lead by example, respect everyone from the details of doing things, which may be the reason why Mulinsen's old employees have maintained a 90% return rate in the past 20 years. For some shoe factories that complain that they can't keep people, Lin Rongzhou? Solve problems based on people's needs? This scheme is worth learning.
;