在阅读此文前，为了方便您进行讨论和分享，麻烦您点击一下"关注"，可以给您带来不一样的参与感， 感谢您的支持。 虽然说照比苹果还相差甚远，但是这家企业在国内也能够称得上是一个非常厉害的企业了。 那么，这家中国企业到底是哪一家呢？它又是如何做到的，只有34%的市场份额却能够拿下55%利润的 呢？ 这家如此厉害的企业其实就是福耀玻璃，至于它的主营业务和公司名称一样是做玻璃的，只不过这玻璃 并不是我们日常所见的窗户玻璃，而是汽车上的玻璃。 在全球各大企业之中，各个企业基本上默认最为厉害的企业就是苹果了，因为苹果在全球市场上就只占 了20%左右的份额，却能够直接拿走了将近80%的利润。 像汽车的前挡风玻璃、侧窗以及天窗等比较基础的产品，福耀公司都有生产，而除了这些基础的产品之 外，福耀公司还包含智能全景天幕、可调光玻璃等高端产品，业务范围比较广泛。 但尽管福耀业务范围如此广泛，在生产玻璃这一行业之内，福耀也算不上是老牌企业，在它之前，国际 上还有法国圣戈班、日本旭硝子等百年名企，知名度比福耀广，产品质量也有保障。 当各大企业都在羡慕苹果之时，殊不知，在我国，也有这样厉害的企业，这家企业在全球上的市场份额 只占到了34% ...

● 本报记者罗京 "从强链补链到绿色循环，我们走的是一条既要效益也要责任的产业升级之路。"锦华新材总经理兼总工 程师周强在接受中国证券报记者专访时如是说。这家在精细化学品领域深耕18年的企业，于2025年9月 登陆北交所，实现了从区域龙头到公众公司的跨越。由巨化集团控股的锦华新材，正通过持续的技术迭 代打破国外垄断，从传统化学品供应商向高端电子化学品供应商转型，步入高质量发展的新阶段。 打造绿色循环产业链 成立于2007年的锦华新材，专注于酮肟系列精细化学品的研发、生产和销售，主要产品包括硅烷交联 剂、羟胺盐、甲氧胺盐酸盐和乙醛肟等，广泛应用于建筑建材、5G/6G、高铁地铁等轨道交通、能源电 力、电子、新能源汽车以及铜、稀土等金属萃取剂等多个领域。经过持续发展，公司已在硅烷交联剂与 羟胺盐细分领域建立起市场领先地位，并先后获得国家级制造业单项冠军、国家专精特新重点"小巨 人"企业、国家绿色工厂、国家科改示范企业等多项资质与荣誉。 2025年9月，锦华新材登陆北交所，成为其发展历程中的重要里程碑。周强坦言："此前作为国有企业， 我们始终秉持'合理合规合法盈利'的原则，核心目标是实现企业稳健增长与员工收入提升。上 ...

● 本报记者 罗京 比如，项目新增的中间体乙烯基三氯硅烷（A150）除用于生产硅烷偶联剂外，也可用于生产现有硅烷 交联剂；副产氯化氢则可应用于羟胺盐和甲氧胺盐酸盐的生产，实现产业链协同。此外，该项目产品与 公司现有主要产品下游客户重叠，形成市场协同。 "公司通过内部生产可消化约66%的功能硅烷中间体产能，其余部分可对外销售。"周强表示，依托现有 客户储备与贸易商资源，新建产能的消化无需担忧。 "从强链补链到绿色循环，我们走的是一条既要效益也要责任的产业升级之路。"锦华新材总经理兼总工 程师周强在接受中国证券报记者专访时如是说。这家在精细化学品领域深耕18年的企业，于2025年9月 登陆北交所，实现了从区域龙头到公众公司的跨越。由巨化集团控股的锦华新材，正通过持续的技术迭 代打破国外垄断，从传统化学品供应商向高端电子化学品供应商转型，步入高质量发展的新阶段。 打造绿色循环产业链 成立于2007年的锦华新材，专注于酮肟系列精细化学品的研发、生产和销售，主要产品包括硅烷交联 剂、羟胺盐、甲氧胺盐酸盐和乙醛肟等，广泛应用于建筑建材、5G/6G、高铁地铁等轨道交通、能源电 力、电子、新能源汽车以及铜、稀土等金属萃取剂等 ...

Core Viewpoint - The company aims to enhance its core competitiveness by focusing on market development, improving R&D and production technology, and optimizing management and operational efficiency [1] Group 1: Customer Strategy - The company plans to maintain its existing advantages in supplying complete vehicles while expanding the scale of component supply to other customers [1] - There is a continuous effort to increase the supply share for state-owned independent brands [1] Group 2: R&D Focus - The company will concentrate on the design and development of lightweight body structure components and collision prevention system components [1] - Emphasis will be placed on the development of modular parts and large body subassemblies [1] Group 3: Production Operations - The company is committed to optimizing internal operational capabilities [1] - There will be a focus on enhancing smart manufacturing and lean production levels [1]

（来源：本钢板材） "精益+双基"专栏 近日，板材热连轧厂精整作业区点检员团队运用精益思维，通过线路改造与新增报警铃的创新举措，成功将库区外红外对射装置改造为火车进出库区的安 全警报系统。此举不仅彻底消除了安全隐患，更节约设备采购成本约1.5万元。 此前，该作业区原有压道铃报警装置因年久失修彻底损坏，导致火车进出库区时作业人员难以及时察觉，给现场安全生产埋下极大风险。面对这一困境， 点检员团队秉持精益生产中"利用现有资源、减少不必要投入"理念，深入现场勘查，积极寻找最优解决方案。按照常规思路，重新安装一套新的红外对射 报警装置需投入7000元左右，而团队发现，库区外已有的一套红外对射装置运行稳定，当火车经过时，红外信号被遮挡即可触发报警。 "能否让这套现有设备'一专多能'，为我所用？"一个创新的想法在团队中萌生。经过反复论证，团队确定通过线路改造，将新增报警铃与外部现有红外对 射装置联动，当火车遮挡红外信号时，库区内外报警铃同步启动，实现报警功能的延伸覆盖。 方案实施后，火车进入库区前警报系统立即响应，作业人员第一时间收到提醒，安全隐患彻底消除。此次改造仅通过简单线路调整和增设报警铃，在实现 安全保障升级的同 ...

Group 1 - The core issue facing many small and medium-sized manufacturing enterprises in China is their low profit margins, with over 70% of them having a net profit margin below 5%, and many below 2% [2][26] - The manufacturing sector's contribution to GDP is 26.2% in 2023, but this figure masks the struggles of many companies within the industry [2][26] - The end of high growth has led to market saturation and fierce price competition, making it difficult for companies to transition to digital and intelligent operations [3][27] Group 2 - There is a noticeable absence of younger workers in traditional manufacturing sectors, with many opting for industries that offer better working conditions and higher pay [4][28] - The age structure of skilled labor in China is concerning, with less than 30% of skilled workers under 35, compared to over 50% in countries like Japan and Germany [6][29] - The societal perception of factory work has shifted, leading to a decline in the attractiveness of manufacturing jobs among younger generations [6][30] Group 3 - There is a disconnect between management theory and the realities of manufacturing, with less than 5% of top management research focusing on frontline management in the manufacturing sector [8][31] - Many companies are finding success through practical, localized solutions rather than relying on Western management theories [8][32] - The resilience of Chinese manufacturing is evident in the innovative practices developed by companies to improve efficiency and reduce costs [11][34] Group 4 - Companies are increasingly adopting lean management practices tailored to their specific contexts, leading to significant improvements in efficiency [12][35] - Emotional management strategies, such as treating employees as family, have proven effective in retaining talent and reducing turnover rates [12][36] - Innovative organizational structures, such as profit-sharing models, are being implemented to foster a sense of ownership among workers [12][37] Group 5 - The manufacturing ecosystem in China consists of 40 million small and medium-sized enterprises, with only 14,000 classified as specialized and innovative, highlighting a significant imbalance in research focus [16][39] - The majority of research is concentrated on large enterprises, neglecting the operational needs and challenges faced by smaller companies [16][39] - A shift in focus is needed from large-scale innovation to enhancing the efficiency and effectiveness of smaller firms within the manufacturing sector [18][41] Group 6 - The transformation of China's manufacturing industry requires three key shifts: from scale thinking to specialization, from product innovation to process innovation, and from copying Western models to developing Chinese wisdom [18][41][42] - Emphasizing process improvements can yield substantial financial benefits, as seen in companies that focus on increasing production yield [20][44] - Understanding the cultural context of Chinese workers is crucial for developing effective management practices that resonate with their values and motivations [22][45]

Core Objectives of Operations Management - The primary goal of operations management is to deliver the right quality of products or services to customers at the right time and cost while continuously optimizing processes [1] Core Modules of Operations Management - Strategic and goal setting involves translating the company's vision and mission into executable operational strategies such as cost leadership and differentiation [3] - Process management and optimization includes designing core business processes aligned with strategy, establishing standard operating procedures, and applying tools like Lean and Six Sigma for continuous improvement [3] - Resource management focuses on optimizing human capital, financial resources, physical assets, and information resources to enhance operational efficiency [3] - Quality and customer orientation emphasize comprehensive quality management and customer relationship management to improve satisfaction and loyalty [3] Operational Focus by Company Development Stage - Startups prioritize agility and survival, focusing on validating business models and building core teams [5] - Growth-stage companies emphasize scaling up by establishing standardized processes and introducing basic management systems [5] - Mature companies concentrate on efficiency and innovation, optimizing cost structures and driving organizational change [5] Current Trends in Operations Management - Digital transformation leverages big data, AI, and IoT for smart predictions and automated decision-making [7] - Agility and flexibility are emphasized to enable quick responses to market changes through small teams and cross-department collaboration [7] - Supply chain resilience shifts focus from efficiency to safety and robustness, promoting diversified supply chains [7] - Sustainable development integrates ESG principles into operations, focusing on green production and carbon footprint management [7] - A human-centered approach enhances employee experience and fosters a learning organization [7] Recommendations for Managers - A systems thinking approach is essential, recognizing the interconnections between processes [9] - Data-driven decision-making is preferred over intuition, necessitating robust data collection and analysis capabilities [9] - Customer-centric optimization of internal processes should aim to create more value for customers [9] - Investing in talent is crucial, as effective processes require skilled execution and optimization [9] - Cultivating a culture of continuous improvement encourages teams to adopt problem-solving and process optimization as habitual practices [9]

Core Insights - The article highlights the successful implementation of a lean improvement initiative at the steel company's dust control operation area, focusing on optimizing the location of the ash discharge operation box to enhance work efficiency and safety [1][2][5]. Group 1: Operational Improvements - The previous location of the ash discharge operation box on the second floor was a bottleneck, requiring workers to make multiple trips up and down, which wasted time and posed safety risks [1][5]. - A new solution was implemented by installing a simple ash discharge device next to the suction and discharge vehicle on the first floor, allowing for integrated operations that reduce unnecessary movement [1][6]. Group 2: Efficiency Gains - After the modification, the time required for a single ash discharge operation was reduced by nearly 10 minutes, leading to a total daily time savings of over 1 hour, significantly improving operational efficiency [6]. - The changes also eliminated potential risks associated with trips and falls during the ascent and descent, making the operation smoother and safer [6]. Group 3: Lean Philosophy - This modification exemplifies the practical application of lean principles at the grassroots level, emphasizing that improvements do not always require grand plans but can stem from optimizing small details [2][6]. - Addressing minor operational pain points is crucial for continuously enhancing production processes and management effectiveness, thereby laying a solid foundation for the company's high-quality development [2][6].

学界应回到工厂现场，不只是抽象地定义什么是"中国特色管理"，更应在工厂实践中，总结中国企业在应对复杂现实中的组织智慧与制度创造力。 工厂——管理学的原点 工厂，这一曾被视作"铁与火的熔炉"的场所，不仅塑造了人类文明的工业基础，更孕育了现代管理理论的基石。从轧钢车间的蒸汽轰鸣，到无尘车间里算 法的低语，工厂始终扮演着连接技术进步与组织演化的枢纽角色，是管理学的原点、管理思想的策源地。 19世纪末，科学管理在宾夕法尼亚的钢铁厂中萌芽；20世纪初，流水线革命在底特律的汽车工厂引爆；20世纪中叶的人际关系理论则在芝加哥的霍桑工厂 引发深远影响；而后，丰田的生产系统以精益哲学震撼世界，奠定了高效率与高柔性并存的新范式。直至今日，AI算法、数字孪生、工业机器人纷纷涌 入生产车间，工厂依然是各类管理思想与技术的"试验场"与"演化场"。这一历史脉络昭示出一个重要事实：管理理论从来不是空中楼阁，它是组织在面对 具体问题时的系统性回应与机制化反思。面对复杂劳动、资源稀缺、协同困难等现实难题，工厂在不断摸索中逐步催生了从效率优化到人本激励、从流程 设计到战略调度的一系列管理创新。 进入21世纪，随着大数据、人工智能、边缘计算等技术 ...

Summary of Enovis Conference Call Company Overview - **Company**: Enovis - **Industry**: Medtech, specifically focused on orthopedic and rehabilitation products Key Insights and Arguments 1. **Positive Customer Perception**: Enovis has received positive feedback from customers, with many believing that the company's products exceed expectations for a smaller company. This broad portfolio offers solutions across various anatomical needs, enhancing customer partnerships and talent attraction [2][3] 2. **Talent Acquisition**: Despite being a smaller company, Enovis has successfully attracted high-quality talent, which is crucial for future growth. This is attributed to the company's strong brand and product promise [3] 3. **Growth Excellence System**: The integration of the Enovis Growth Excellence business system is seen as an opportunity for improvement, particularly as the company has grown through acquisitions over the past five years [3][4] 4. **Business Portfolio**: The current business mix consists of 50% Orthopedic Reconstruction (OrthoRecon) and 50% Performance and Recovery (PNR). The recent sale of the Dr. Comfort foot care business is expected to enhance growth and margins for the PNR segment [8][9] 5. **Market Positioning**: Enovis aims to leverage its PNR segment, which generates significant cash flow, to support growth in the capital-intensive OrthoRecon business. The company is focused on a balanced portfolio that addresses prevention, repair, and recovery [9][10] 6. **International Expansion**: The integration of LEMA has transformed Enovis into a more international company, increasing sales outside the U.S. from 22% to nearly 50%. This expansion has improved visibility and market share in various jurisdictions [19][20] 7. **Cross-Selling Opportunities**: There is significant potential for cross-selling between LEMA and Enovis products, which is expected to drive above-market growth, particularly in international markets [21][23] 8. **Product Innovation**: Enovis is focused on launching new products, such as the Ultamate Reverse Shoulder, which is expected to contribute to growth over multiple years. The company emphasizes a strong innovation pipeline [26][30] 9. **Financial Goals**: Enovis is targeting high single-digit top-line growth, expanding margins by at least 50 basis points annually, and improving free cash flow conversion to 70-80% [34] 10. **Market Perception**: Enovis is viewed as a challenger brand with significant market share opportunities. The company is focused on improving capital efficiency and reducing debt, with a goal to lower leverage from 3.5 to below 3 in the near term [38] Additional Important Points - **Competitive Landscape**: The orthopedic market is competitive, with ongoing product launches from various players. Enovis aims to maintain its competitive edge through talent development and customer service [28] - **New Product Contributions**: New products are expected to have a mixed impact on margins, primarily due to their price premium nature, which will help drive gross margins over time [31] - **Future Outlook**: Enovis plans to provide updates on its strategic outlook in early 2026, as the management team becomes more comfortable with the business dynamics [36] This summary encapsulates the key points discussed during the Enovis conference call, highlighting the company's strategic focus, market positioning, and growth opportunities within the medtech industry.