Facing the challenges of today's new trends such as Industry 4.0 and smart machinery, Taiwan's traditional small and medium-sized enterprises may lose their market competitiveness due to poor new product research and development or poor sales, forcing employees to leave to save themselves. However, looking back on CHMER's development in recent years, it is due to its continuous efforts in research and development of machine models and technological innovation, which made employees feel that it was profitable and left to start their own business. Wang Chenhong, the second-generation successor who was at the center of the storm, has a deep understanding of this and also has other ideas on company operation and governance.

CHMER Industrial Co., Ltd. was founded by Chairman Wang Wuxiong in 1975. Not only did it choose a different path from the metal cutting machine manufacturers clustered in the central region from the beginning, it invested in the development of electrical discharge machining machines (EDM). In the early days of its business, it gradually established its presence in Taiwan. Enjoy high market share. However, it is still not complacent and actively explores foreign markets. In response to the European and American markets, which were the largest at the time, they required electrical discharge machines and wire cutting machines with CNC functions.

In 1990, he cooperated with the Machinery Research Institute of the Industrial Technology Research Institute to develop a CNC controller. The following year, he released the first electric discharge machining machine equipped with a PC-Based controller. He was able to master the core capabilities of independent R&D, design and manufacturing, and became unique in Taiwan's machine tool industry. He then developed the second-largest electric discharge machine in Taiwan. The world's largest Japanese wire cutting machine factory uses backlash-free and wear-free linear motors to drive CNC electric discharge machines, wire cutting machines, deep hole and high-speed milling machines and other products, and sells them through its own brand "CHMER" Marketing worldwide.

But what is less known is that CHMER has not always been smooth sailing in the 40 years since its establishment. Instead, it has gone through many ups and downs due to its early focus on technology development and personnel changes. The second-generation successor, Wang Chenhong, has experienced all the way up from grassroots R&D and business departments, and has been at the center of the storm twice, which allows him to better understand the importance of retaining and nurturing talents in an enterprise.

Tempered by hardships, the second generation masters the market and employee needs

Although Wang Chenhong, the current general manager of CHMER Company, has only gradually taken over the top management position in the past two years. I had experience as an intern on an assembly production line when I was in college, and worked my way up from R&D and business level to marketing and general management. I have accumulated 15 years of experience so far.

After obtaining a master's degree in Mechanical Engineering from Chung-Ang University, he entered CHMER's proud R&D department in 2000 and worked as an engineer for 2 years before moving to the overseas business department. At that time, we encountered a series of storms of R&D veterans leaving collectively to start a business, and were forced to grow. Wang Chenhong said: "At that time, he was still a rookie in the company, and he was at the center of the storm. All his colleagues and supervisors in the R&D department left overnight, which made him feel hesitant." In the end, even the business department manager was transferred to In the mainland, we had no choice but to bite the bullet and be the "pioneer". We had to jump down and take over all affairs, and spent more time exploring before we gradually became familiar with it.

After analyzing the whole incident afterwards, he believed that the R&D department was CHMER's entrepreneurial wave that emerged again after more than 10 years since the early new products of electric discharge machining machines matured. Because the R&D personnel have been on the front line for a long time and have contact with products, they understand the development progress, and they are optimistic that the technical threshold of wire cutting machine is high and will bring huge new business opportunities, so they decided to leave. As for the subsequent personnel turmoil in the business department, the change of senior business managers had a significant impact. It also made him deeply understand the pain of such personnel changes and inheritance problems. He would never allow it to happen again, and he was determined to rectify the team.

Wang Chenhong said that facing the change of generations, he hopes to lead the company on a new path with a different thinking model. Since he starts from the grassroots level, let him clearly know what the employees want? In order to avoid a large-scale exodus of organizational personnel, the company adopts a policy of elite soldiers that is different from the past, and incorporates the concept of "reserve", requiring each employee to have the ability to do multiple tasks.