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 ...

黄康俊 著《中国企业力量》华夏出版社出版2007年8月 长篇纪实《中国企业力量》 ——罗苏与兴发品牌传奇 黄康俊 8.第六章 管理革命之一：十二字方略 企业最薄弱的环节是经营管理，最需要提高的能力是创新。 —— 罗 苏 已是午夜时分。几个南庄藉港客，正饮完夜茶返来，走到人和路中段一座厂房前，突然被射灯下一行硕大的红字灼热了眼睛，大家不由得停下脚步，轻轻念 出了声音： "技术兴厂，管理治厂，质量保厂"。 随之，港客们便议论开来—— 这样的会议，每周在兴发进行得很灵活，可以是学政治，学技术，也可以是学管理，或者谈心，或者介绍工作情况，有时是一个主题，有时是多个主题，反 正与管理、技术、政治有关的内容，都放在这个"学习周末"之列。正因为有这"十二字方略"，这个乡镇企业，才在罗苏的带领下，逃过了我国众多企业难以 逃脱的劫难，在集体企业平均寿命不到5年的宿命之下，兴发厂紧紧地握住自己命运之剑，一直长袖善舞，杀出一条血路，而且越战越勇，越战越强。显 然；这也是其成功的一道法则。 "嘿，讲技术，讲管理，讲质量，我们乡下工厂，有料到！" "使出三大招式，兴厂、治厂、保厂，高明高明！" "说明改革开放，乡下人也跟上潮流了。" ...

Core Viewpoint - Yantai apples, a representative of Shandong's fruit industry with a brand value of 16.437 billion yuan, are facing challenges due to unpredictable weather conditions affecting their production and quality [2]. Weather Impact - The large-scale harvest of Yantai apples has been delayed by 10 days this year due to adverse weather, including a significant rainfall of 76.6 mm from October 9 to 12, which hindered the apples' ripening process [2][3]. - Multiple weather events, including a late spring frost, summer drought, and continuous autumn rain, have negatively impacted both the yield and quality of Yantai apples [3]. Quality and Pricing - In the relatively better-performing village of Xiaojiaokou, only 60% of the apples are classified as high-quality, with a decrease in the number of larger fruits [3]. - The price for high-quality apples has increased, with the purchase price for fully red 85 mm Fuji apples rising from 4.5 yuan per jin last year to 5 yuan this year [3]. Agricultural Practices - Different orchards have experienced varying levels of impact from the weather, with varietal improvement and scientific management being key factors in resilience [4]. - The introduction of over 30 new apple varieties since 2019 has enhanced disease resistance and adaptability to changing weather conditions [4]. - Innovative agricultural practices, such as maintaining ground cover with weeds to improve soil health and using smart irrigation systems, have contributed to better resilience against extreme weather [4]. Industry Development - The local apple deep processing industry is rapidly developing, providing a market for lower-quality apples that cannot be sold fresh [6][7]. - The demand for processed apple products, such as NFC juice and apple chips, has surged, leading to a doubling of purchase prices for lower-quality apples from 0.4-0.6 yuan per jin to 0.8-1 yuan [7]. - Yantai's annual processing capacity for fresh apples exceeds 5 million tons, with deep processing capabilities reaching 2.3 million tons, producing over 100 different products [8].

Core Insights - Yantai apples, representing Shandong's fruit industry, have a brand value of 16.437 billion yuan, but face challenges due to unpredictable weather conditions this year [1] - The large-scale harvest of Yantai apples has been delayed by 10 days compared to previous years due to adverse weather [1] - Multiple weather factors, including late spring frost, summer drought, and continuous autumn rain, have negatively impacted both the yield and quality of Yantai apples [2] Weather Impact - A late spring frost in mid-April caused damage to apple blossoms, while summer drought affected fruit development [2] - Continuous rain in early October hindered the crucial coloring period for apples, leading to uneven coloring and lower quality [2] - In a relatively better-performing village, only 60% of apples were classified as high quality, with fewer large fruits available [2] Price Dynamics - The decrease in yield has led to an increase in the purchase price of high-quality apples, with prices rising from approximately 4.5 yuan per pound last year to 5 yuan this year for premium varieties [2] - Ordinary first-grade apples have also seen price increases, from 4-4.5 yuan per pound last year to 4.5-5 yuan this year [2] Agricultural Innovations - Different orchards have experienced varying levels of impact due to factors like variety improvement and scientific management [3] - The introduction of over 30 new apple varieties since 2019 has enhanced disease resistance and adaptability to adverse weather [3] - Innovative management practices, such as maintaining grass in orchards to improve soil health and reduce pest issues, have contributed to better resilience against extreme weather [3][4] Deep Processing Industry - The rise of the apple deep processing industry has provided a market for lower-quality apples, which are often used for products like dried fruit [5] - The demand for processed apple products, such as NFC juice and apple chips, has surged, leading to a doubling of purchase prices for lower-grade apples from 0.4-0.6 yuan per pound to 0.8-1 yuan this year [5] - Companies are planning to acquire large quantities of lower-grade apples for processing, with significant partnerships established with e-commerce platforms and supermarkets [5] Industry Growth - Yantai's apple processing capacity exceeds 5 million tons annually, with deep processing capabilities reaching 2.3 million tons [6] - The region has 28 companies generating over 100 million yuan in revenue, with leading firms in juice and pectin processing [6] - Yantai apples are not only significant in the domestic market but also have a strong export presence, accounting for 50% of the national fresh fruit export volume [6]

Core Insights - The per capita milk consumption in China has increased from 0.4 kg in 1949 to 41.5 kg in 2024, marking a 100-fold growth [1] - In 2000, the combined milk production of three Chinese cows was equivalent to that of one cow in Europe and America, but within 20 years, the average annual milk yield per cow in China reached nearly 10 tons, bridging a gap that had existed for over a century [1] - Key indicators such as protein, fat, somatic cell count, and total bacterial count in Chinese dairy products now exceed EU standards, showcasing significant advancements in quality [1] - The transformation of milk from a luxury item to a staple on breakfast tables in China is attributed to technological innovation and scientific management within the dairy industry [1]

Group 1: Ford's Transformation and Challenges - Ford is undergoing a significant transformation of its factories to adapt to the shift from gasoline vehicles to electric vehicles, which requires new components and production methods [2][3] - In May 2025, Ford's electric vehicle sales in the U.S. were only 6,723 units, a 25% decline year-over-year, with the F-150 Lightning sales dropping by 42% [3] - The company has canceled a planned $12 billion investment in electric vehicles and reduced production plans for its Michigan battery plant by over 40% [3] Group 2: Historical Context of Ford's Manufacturing - The Piquette Avenue Plant, Ford's first factory, was established in 1904 and is recognized as a significant site in automotive history, witnessing the birth of the Model T [5][9] - The Highland Park Plant, completed in 1910, marked the introduction of the assembly line in mass production, revolutionizing manufacturing efficiency [20][24] - The River Rouge Plant, built in 1927, became the largest industrial complex in the world, integrating all aspects of vehicle production from raw materials to assembly [35][37] Group 3: Impact of Ford's Production Methods - Ford's production methods led to the creation of a mass consumer market and the rise of the middle class, significantly influencing production techniques, corporate management, and social life [6] - The introduction of the assembly line allowed for a dramatic increase in production efficiency, reducing the price of the Model T from $950 in 1909 to $360 by 1916 [29][30] - The $5 daily wage introduced by Ford in 1914 aimed to create a consumer base capable of purchasing the products they manufactured, leading to a peak employment of nearly 70,000 at the Highland Park Plant by 1925 [30][39] Group 4: Evolution of Management and Labor Relations - Ford's management philosophy evolved to address the challenges of labor stability and efficiency, leading to a structured approach to worker supervision and productivity [40][41] - The introduction of the assembly line diminished the role of skilled workers, increasing reliance on unskilled labor and altering traditional labor relations [39][48] - Ford's paternalistic management style aimed to integrate workers into the company culture, providing education and support, but also faced resistance from workers who felt their autonomy was compromised [43][44] Group 5: Future of Manufacturing - The decline of the "Detroit order" and the rise of globalization have shifted the manufacturing landscape, with emerging markets becoming key players in global production [53][54] - The transition to post-Fordism emphasizes flexibility and customization in production, moving away from the rigid mass production model [54] - The industry is now entering the era of Industry 4.0, focusing on digital transformation and smart manufacturing practices [54]

Core Insights - The article highlights the financial performance of Beike (NYSE:BEKE; HKEX:2423) for the second quarter of 2025, showcasing its steady growth driven by refined operations and scientific management [1] Financial Performance - The total transaction volume (GTV) reached 878.7 billion RMB, representing a year-on-year increase of 4.7% [1] - Net revenue amounted to 26 billion RMB, reflecting a year-on-year growth of 11.3% [1] - The net profit was reported at 1.307 billion RMB, with adjusted net profit at 1.821 billion RMB [1] Business Diversification - Non-real estate transaction service revenue accounted for 41% of total net revenue, marking a historical high and indicating a diversified growth pattern [1]

Core Viewpoint - The article highlights the growth and transformation of China International Marine Containers (CIMC) over 45 years, showcasing its evolution from a struggling small factory to a global manufacturing giant, emphasizing its scientific management and internationalization as key drivers of success [2][4]. Group 1: Company History and Development - CIMC was founded in 1980 in Shekou, Shenzhen, and has grown from nearly going bankrupt with fewer than 60 employees to ranking 154th in the 2025 Fortune China 500 list, an increase of 25 places from 2024 [2]. - The company faced significant challenges in its early years, including a global shipping industry downturn that led to continuous losses, prompting a strategic pivot to steel structure processing for survival [4][5]. - In 1987, China Ocean Shipping Company (COSCO) became a shareholder, leading to a restructuring that established a clear governance structure, which has been crucial for CIMC's long-term success [5]. Group 2: Management and Governance - CIMC has implemented a scientific governance structure that requires board approval for major decisions, enhancing its operational efficiency and aligning with international practices [5]. - The company has maintained a standardized and regulated operation, facilitating its successful public listing and overseas acquisitions, with approximately 50% of its revenue now coming from international markets [5]. Group 3: Technological Advancements - CIMC has developed core capabilities in mechanical manufacturing, including the design and production of pressure vessels and deep-sea equipment, resulting in over 30 star products [7][8]. - The company has achieved significant breakthroughs in the design and manufacturing of cryogenic pressure vessels, which are essential for storing liquefied gases, by developing advanced materials and manufacturing processes [7][9]. - CIMC's subsidiary, CIMC Raffles, has successfully completed the entire process of FPSO (Floating Production Storage and Offloading) module projects, breaking foreign technology monopolies and significantly increasing its order volume [8]. Group 4: Innovation and Global Strategy - CIMC has established an open innovation system that promotes distributed research and development, with 20 overseas R&D centers and over 300 foreign experts contributing to core technology advancements [10]. - The company emphasizes that innovation is the key driver for navigating industry cycles and transitioning from scale expansion to technology premium [9][10]. - CIMC's scientific management and continuous innovation have enabled it to redefine "Made in China," showcasing resilience and high standards in global manufacturing [10].

Core Viewpoint - The article highlights the journey of CIMC (China International Marine Containers) from a struggling small factory to a global manufacturing giant, emphasizing its innovative management practices and technological advancements over 45 years of development in Shenzhen [1][4]. Group 1: Historical Development - CIMC was established in 1980 in Shekou, Shenzhen, and has grown from a small factory with fewer than 60 employees to a major player in the global manufacturing industry, ranking 154th in the 2025 Fortune China 500 list, an increase of 25 places from 2024 [1]. - The company faced significant challenges in its early years, including a near bankruptcy in 1986, which led to a strategic pivot from container production to steel structure processing to survive [4][5]. - The entry of China Ocean Shipping Company (COSCO) in 1987 marked a turning point, leading to a restructuring that established a clear governance structure and allowed CIMC to return to its core business of container manufacturing [5]. Group 2: Management and Governance - CIMC's governance structure is characterized by clear property rights and responsibilities, which has facilitated scientific decision-making and effective management [5]. - The company has maintained a standardized and regulated operation, which has supported its successful listing and laid a solid foundation for overseas acquisitions [5]. Group 3: Technological Advancements - CIMC has developed core capabilities in mechanical manufacturing, including the design and production of pressure vessels and deep-sea equipment, resulting in over 30 star products [7][9]. - The company achieved significant breakthroughs in the field of cryogenic pressure vessels, developing the first domestic liquid helium tank, which showcases its technological leadership [7]. - CIMC's subsidiary, CIMC Raffles, has successfully completed the entire process of FPSO (Floating Production Storage and Offloading) module projects, breaking foreign monopolies and significantly increasing its order volume from under $500 million to over $3 billion by 2024 [8][9]. Group 4: Innovation and Global Strategy - CIMC has established an open innovation system that promotes distributed research and development, enabling the company to adapt and thrive in a competitive global market [9]. - The company has set up 20 overseas R&D centers and employed over 300 foreign experts to enhance its core technology development, demonstrating its commitment to innovation and global collaboration [9].

Core Insights - The article discusses the rise of the United States as a global economic power from 1865 to 1925, highlighting the transition from British dominance to American supremacy in industrial and financial sectors [3][28]. Group 1: Pre-Civil War Industrial Foundation - Before the Civil War, the U.S. industrial base was significantly influenced by "technology smuggling," with key figures like Samuel Slater bringing British textile technology to America [4][5]. - The U.S. faced legislative barriers from Britain aimed at stifling its industrial growth, which included prohibiting the export of advanced technologies and skilled workers [4][9]. - By 1860, the U.S. industrial output had surpassed France, although it still lagged behind Britain in key metrics like steel production [10][12]. Group 2: Post-Civil War Technological Assimilation - After the Civil War, the U.S. became a "new technology digestion machine," rapidly adopting and improving upon European innovations [13][18]. - The revision of patent laws in 1870 facilitated the absorption of foreign technologies, leading to a significant increase in U.S. steel production, surpassing that of Britain by 1880 [13][18]. - The industrial boom was characterized by the emergence of influential figures like Andrew Carnegie and John D. Rockefeller, who revolutionized their respective industries through innovative business practices [14][15]. Group 3: Innovation and Financial Systems - The introduction of the assembly line by Henry Ford in 1908 drastically reduced production costs and time, leading to a significant increase in automobile production [19][21]. - By the 1920s, the U.S. accounted for approximately 66.4% of global industrial output, showcasing its dominance in manufacturing and innovation [22][24]. - The establishment of the Federal Reserve in 1913 marked a pivotal moment in U.S. financial history, enhancing the capital markets and enabling significant wartime financing [23][24]. Group 4: Factors Contributing to U.S. Ascendancy - The article identifies four key factors in the U.S. rise: institutional advantages, scale economies, a pragmatic approach to efficiency, and an open spirit towards immigration and talent acquisition [29].