【78】The secret behind a 3% attrition rate: Who crafts your product?

【78】The secret behind a 3% attrition rate: Who crafts your product?

Last week, I took the supply chain manager of a top domestic drone company to visit our SMT (Surface Mount Technology) production line. Watching the pick-and-place machines dance precisely, he nodded repeatedly. But what finally made him stop was Old Yang at the end of the production line - an old employee wearing reading glasses, calmly conducting the final inspection. The manager looked at him for a long time, and suddenly asked me, "This veteran has been here for how long?" I replied, "For nearly fifteen years. He was already here when the production line was established." The manager was silent for a moment and said, "Before I came, I surveyed three suppliers. Your quote was not the lowest. But now I roughly understand that in the other two workshops, there are mostly young people, and they move quickly, but their eyes lack this kind of 'calmness'."

His words hit the core point that I have always wanted to express. In Golden Eagle, a 3% attrition rate is not an assessment figure of the human resources department; it directly manifests on every circuit board delivered to customers. Why can we retain people? The reasons are very specific, even somewhat "old-fashioned". First, we firmly believe that "slow is fast". New employees must follow the master for half a year to learn by hand before they can operate the key equipment independently. During this period, we do not assess output, only process understanding and action norms. This may seem inefficient, but it fundamentally eliminates shoddy production. Second, we implement the "technical family" system. In a technical field, such as molds, welding, and testing, a master with over ten years of experience serves as the "parent", not only passing on technology but also managing thoughts and life. The growth and achievements of the apprentice are directly linked to the honor and benefits of the master, forming an unbreakable technical inheritance bond. Third, the company has a "Founder's Lunch Meeting" system. Any employee, as long as they have ideas, grievances, or difficulties, can apply to have a meal and tea with the founder, having a direct and direct conversation that reaches the ears of the supreme authority. This feeling of being seen and respected cannot be replaced by money.

What surprised me the most was that this ultra-low attrition rate has become our "passport" to enter the high-end market. Last year, we approached a Japanese precision instrument company, and their supplier review was extremely strict. One of the items was the "historical data of the stability of key position personnel". When we sent the list of core positions and their tenure to them, the reviewer specifically called to confirm: "Is this list real? There has been almost no change!" Later, we learned that they believed that the extreme stability of personnel is the most direct evidence of the persistent stability of process capability. Eventually, we successfully passed the review. I understand the concerns of the drone company's supply chain manager. His product is flying in the sky, and any tiny welding point that is not welded properly could lead to disastrous consequences. What he needs is not the cheapest price, but that kind of "certainty" that can put one's heart at ease. And this certainty comes from the 15-year-old Old Yang, who is familiar with every component on the board as if it were his own palm print.

From beginning to end, this is a story about how "craftsmen" are cherished and how skills are passed down. Golden Eagle spent seventeen years building a stage where craftsmen can settle down and shine with peace of mind; while they, with their stable hands, have won the long-term trust of customers.

Let the most stable hands build the products you need with the highest reliability. Golden Eagle, a stable team guarantees stable quality.