The once humble "Made in Germany" era resolutely emerged and replaced in the era when British industry dominated the world. "Made in Germany: How does a country's brand run out of time" is the story of "Financial" magazine reporters Hua Wei and Shen Cichen who went to German manufacturing companies in the "pilgrimage" for centuries and tells the story of a "Made in Germany" ups and downs.
"Made in Germany" is not only the future direction of development for "Made in China", but also has much to learn from.
“Made in Germany†has always been known for its quality. Just as Hua Wei and Shen Cichen said in the book, relying on, pursuing, and adhering to standards will inevitably lead to the pursuit of precision. The pursuit of precision will inevitably increase the accuracy of the standard. German precisionism will inevitably be brought into its manufacturing industry. Accuracy directly brings precision to German manufacturing. In contrast, "almost" in Chinese language not only shows the "uncertainty" of the Chinese people, but also shows the ambiguity and randomness of "Made in China."
Enterprises walk, the government paves the way, and German manufacturing is a national strategy. First of all, the government attaches great importance to scientific research innovation and transformation of achievements in manufacturing. Its greatest feature is the unification of individuals, enterprises, and government: scientific researchers produce results, enterprises generate capital, and the state exports policies and is responsible for communicating and coordinating between enterprises and the scientific and technological community; The enterprise bears 2/3 of the research funding, and the remaining 1/3 is paid by the federal government and local governments. Secondly, German companies “make small things, small businesses,†and do not seek large scales, but demand strength. They have focused on one product area for decades and centuries, trying to be the strongest and achieve the great cause. This so-called "big business" refers specifically to "big business" and has a status and respect in the industry. Some of these big players are still small and medium-sized enterprises today. For example: Koenig & Bauer's printing and dyeing compressors, RUD's industrial chain, and Karcher's high-pressure vacuum cleaners are the industry's global leaders. "Big" is not an end but a natural result of "strong."
Leading position in the industry, or having one of the best market share, or having the leading technical advantage, is relatively low-key within the public view, and the annual income is within 5 billion euros. The company with the above characteristics is said by Prof. Hermann Simon. This is the "invisible champion." These "hidden champions are mostly engaged in manufacturing and are very focused on their own subdivisions. They have spared no effort in innovation and research and development, have excellent products and services, and have released tremendous competitiveness in the process of globalization." "Made in China" does not respond to the "concept of emergency", but should calm down to learn the most traditional essence of German companies. In short, if SMEs want to be big, they must focus on selecting “doing deep†rather than “doing extensively†on products and business.
"Quality is designed and manufactured. It is not tested. If we can pay attention to every detail, we can achieve the goal of zero defects." German corporate culture always puts quality in the highest position, not because of the pursuit of advanced And the pursuit of advancement will not be "tall up" and "tall up." This is one of the prominent features of German companies. As stated in the book, "Germany is not currently all companies that have reached Industry 3.0. Some of the key processes of German companies are even between 1.0 and 2.0." For example, the world's largest key spare parts company for construction machinery , The sand casting process of the hydraulic castings was also performed manually by very old workers. Why do they not adopt mechanization, automation or even digitalization? The mystery is worth considering. Of course, the secret of the prosperous German manufacturing industry lies in "quality" and "innovation".
Although easy to manufacture, quality is not easy. In "Made in Germany: How does a national brand outperform?", the author starts with the macro and micro perspectives, and in turn explores, analyzes and considers the three major dimensions to demonstrate and analyze the successful process of German manufacturing, covering the German manufacturing industry for 100 years. The industrial system, the cultural environment, the innovation mechanism, and the behind-the-scenes influential factors such as education and retirement are inextricably linked with Germany’s 100-year manufacturing. When "Industry 4.0" has risen to be Germany's national strategy, the road to "Made in China" has also led to reflections.
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