AAK Hydraulic Manifold Manufacturer 3-Dimensional Mental Model

A report said that the average life span of Chinese enterprises is less than 3
years, and the life span of large enterprises is rarely more than 35 years. One
third of the world's top 500 enterprises have disappeared. AAK Hydraulic
Manifold is 9 years old, and I have been in awe of his premature death, so I
walk on thin ice every day, constantly cultivate myself and build team. Most
failed enterprises have their own problems, but their basic problem may be poor
learning ability. This is also what I learned from Peter Shengji's "The Fifth
Cultivation" recently.
 
1. Cultivate the mental model of the founder of the enterprise.

1）Identify leaps of abstraction: pay attention to how your mind jumps from
observation to general conclusion.
 
2）Practice the left-hand column: write down the words that your heart usually
won't say.
 
3）Balancing inquiry and defense: the technique of openly discussing problems
with each other;
 
4）Face up to the difference between what we say and what we do.
 
These 4 skills are not easy for me to grasp at present, but I have already put
them into practice, and I believe they will be fruitful.
 
2. Use the mental model to influence the team and build a learning team.
 
Whether the above 4 skills are suitable for you or not, it is important for
enterprises to find their own ways to change the mental model of managers and
discuss problems openly. The learning of manufacturing enterprises may only be
internal and external.
 
AAK Hydraulic Manifold, team's internal learning, analysis and face up to our
shortcomings and strive to correct them. Many business owners are admonishing:
do as I say, not as I do! In fact, the boss's behavior will imperceptibly
affect everyone around him. AAK Hydraulic Manifold requires the front-line
staff of the workshop to do it according to the process, operation SOP, and
benchmarking data, and insist on manufacturing quality. The management
personnel are required to guide and supervise according to the process.
 
The internal benchmark of AAK Hydraulic Manifold includes the front-line
workers in the workshop, managers, technicians and R&D departments. As long as
they have successful behaviors, they will become a model for AAK hydraulic
manifold team to learn.
 
AAK hydraulic manifold, external learning: focus on top brands, starting from
imitation. 9 years ago, when we decided to upgrade our products and do
hydraulic manifolds, our only expertise was the production of hydraulic
cartridge valves, no any experience about the design of hydraulic manifolds,
the selection of cartridge valves, the production of manifold blocks, and the
assembly and testing of hydraulic manifolds. We spent a lot of money to buy
SUN's hydraulic manifolds to imitate, and summarized the underlying logic from
the hydraulic principle. We hired engineer who have worked in HAWE for more
than 10 years. Take small steps and accumulate every day, until to serve 3
major types of customers, such as Honeywell the Fortune 500 company, Skyjack
the listed company in Canada, and BL the military industry company in Israel.
 
The external benchmark of AAK hydraulic manifolds includes the hydraulic
manifold manufacturers from the first-line brands, the Honeywell from the
world's top 500, the customers of listed companies. These customers with the
characteristics of exquisite requirements, urge AAK Hydraulic Manifold
employees to keep learning, growing and making progress.
 
AAK Hydraulic Manifold, team learning, from inside to outside. An excellent
team needs not only talented individuals, but also the atmosphere of learning.
An atmosphere of mutual learning is formed within the enterprise. Employees
appreciate and cooperate with each other, eliminate the gap between departments
and the distance between superiors and subordinates, share information, and
achieve effective communication.
 
3. Use the mental model flexibly, learn to give up, not try to prolong, learn
to improve, that is, constantly surpass yourself.
 
For some products, enterprises will have to give up on a planned basis rather
than try to prolong the life of products or businesses. Some hydraulic
manifolds, including plated hydraulic valves. When AAK produced hydraulic
valves 13 years ago, there was also a production line for plated valves, but
after the production of hydraulic manifolds, AAK resolutely abandoned the
plated valves, and focused on the hydraulic cartridge valves. The total quality
management and lean production of Japanese manufacturing industry are aimed at
their best products. The world invisible champion of German enterprises also
focuses on the familiar part.
 
5 years ago, AAK Hydraulic Manifold hired workshop manager from the Japanese
manufacturing industry to directly guide and lead the employees on the
production site. We clearly saw the improvement of quality and efficiency, and
clearly felt the effect of process improvement and capacity release. More
importantly, the technicians were stimulated. Using knowledge flexibly can
change our way of thinking. Practice with practical actions, find problems,
solve problems, and strive for satisfactory results.
 
AAK Hydraulic Manifold is good at innovation, and can also face failure
bravely, but it will always move forward in imbalance.

https://www.aakindustry.com/info , -detail/hydraulic-manifolds-aak480

Click to Enlarge