Shenzhen kangdaxin management consulting co., ltd.

Company vision: to become a company trusted and respected by customers and employees.

Mission: improve customer performance and create value for customers and employees.

Business philosophy:

People: People-oriented

New: be brave in innovation

Letter: stick to integrity

Win-win: mutual benefit and win-win

Core values: high sense of responsibility, professionalism, perfection and Excellence, and improved service that exceeds customer expectations.

Core advantages:

Pay attention to industry demand segmentation and establish a professional team.

Based on the customer's demand, we have conducted professional research on the products, established our own product model, and constantly updated it to maintain its advanced nature.

The spread of professional knowledge has realized the rapid growth of consultant specialization through the establishment of knowledge management system.

Through the effective combination of theoretical training and practice, knowledge can be quickly transformed into customer's ability.

The implementation of the project has established a set of mature operation modes to ensure the effectiveness of the project process and results.

Development course:

CMC- 17 years' experience has written the development history of consulting industry in China.

199 1 year

5 customers, 600,000 operating income and 5 employees.

1995

370 customers, 3 million operating income, 16 employees, 2 branches: Beijing Kangdaxin and Zhuhai Kangdaxin.

1999

2,800 customers,190,000 operating income, 62 employees, 9 branches, and established the first wholly-owned subsidiary-Anshuode Software, as well as the financial industry consulting division and training division.

In 2003

With 6,000 customers, 35 million operating income and 290 employees nationwide, it has established strategic partnerships with world-renowned ERP suppliers SAP and SBTI, established two wholly-owned subsidiaries, namely Kangdaxin Hospital and Kangdaxin Zhuorui Management Consultant, and has 12 branches and R&D centers nationwide.

In 2007

It has 8,500 customers, 68 million operating income and 430 employees nationwide, established 4 wholly-owned subsidiaries and 15 branches, has a group management consulting enterprise with six business divisions of management consulting, certification consulting, training, real estate, tobacco and finance, and a professional management consulting team in 12 industry, and has become a promoter of brand-new management consulting products in many fields.

Negotiation process

Strategic consultation

Strategy is a decision-making process, which answers a series of core questions:

1. What should be done to achieve enterprise goals;

2. How to satisfy the value of which customers;

3. How to stand out from the competition and so on.

The conception of the strategy comes from the company's top management's deep understanding of the industry, organizational resources and economic environment. Clear strategic planning will make the company's top management and decision-making calm, internal unity, and a strong operational strategy will inevitably be fully implemented in the organization.

We always form a project team with the top management of the enterprise to analyze and design, and help the enterprise design the company strategy according to four steps:

First, strategic planning is a programmatic document of an enterprise, which guides the development direction of the enterprise, defines the business field of the enterprise, guides the resource allocation of the enterprise, and points out the development strategy and measures of the enterprise. We will form the starting point of the whole strategic design by analyzing the development trend, market potential, advantages and disadvantages and competitiveness of the company.

Second, we will use professional tools and methods to determine the existing strategic problems and future development opportunities from the evolution trend of the market and competition; Starting from the needs of customers and consumers; Find out the most fundamental problems and the most possible opportunities from the possibility of business model innovation and the internal operation of customer enterprises.

Third, based on the future development opportunities, we should work out targeted and executable strategic choices with the top management of enterprises. The final strategic choice will point out the company's future development direction and work focus, and become a programmatic document to unite all departments of the company to achieve their goals.

A good strategy needs good execution, and good execution needs a clear action plan and a good system to track and feedback the implementation of the strategy. We will work out a detailed work plan and management process with our customers to realize our strategy.

organizational management

Organizational management structure is the basis for an enterprise to realize its basic functions, and organizational design is inseparable from the company's strategy. Once the company's strategy is adjusted, the organizational design must also be adjusted. Because the way of enterprise organizational structure is the most direct embodiment of enterprise strategic choice. At present, many domestic enterprises usually have the following problems in organizational design:

The organizational structure in enterprises is unreasonable, which can not meet the development needs of enterprises and the changes of competitive environment.

The basic cross-departmental management process in the enterprise is not perfect, and there is no organic overall operation inside.

The human resources management of the organization is not in place.

We have rich experience in enterprise organization design. We have developed a unique organizational design model to help enterprises understand the concept of organizational design and design targeted organizations. Generally speaking, our organizational management design includes three main tasks:

First of all, our consultants will conduct a lot of interviews and research. This kind of research is not only to describe the company's current organizational chart, but also to analyze a large number of key positions, key processes and key decision-making methods, so as to understand the logic, rationality and inadaptability of the current organizational design as much as possible. At the same time, through interviews, we can understand the business objectives, strategies and corporate culture of the enterprise and lay the foundation for organizational design.

Secondly, according to the survey results, we use our organizational design model, closely combine the strategy and reality of the enterprise, and design different organizational structures for customers to discuss. In the design of each way, we will take into account the degree of customer acceptance and the complexity of organizational change, so as to be completely targeted. At the same time, we will use a detailed organizational design scorecard to evaluate the rationality of the whole organization (whether it is efficient, whether it adapts to customer changes quickly, whether it encourages employees' commitment, whether it helps the company to transfer experience and whether it is flexible). After determining the organizational design scheme, we will describe clear job responsibilities and design the main communication and decision-making processes according to the selected scheme for easy implementation.

We always believe that it is never easy to implement organizational management changes. We help enterprise leaders to make detailed plans for the implementation of changes, we help enterprises to prepare communication materials needed before organizational changes and assist in communication with employees, and we help enterprises to collect and feed back information in the process of changes.

risk management

Compliance risk management system

Abiding by laws, rules and standards helps to maintain the goodwill of banks and meets the requirements of bank customers, the market and the whole society. It is also important to continuously strengthen compliance management to meet external needs. The Basel Committee has always attached great importance to the compliance operation of banks. According to the requirements of the Basel Committee, banks should set up a special compliance department to manage compliance risks. The Bank Compliance Department is an independent functional department that identifies, evaluates, informs, monitors and reports the compliance risks of banks, and the Compliance Department should enjoy a formal position within banks. We are familiar with China's legal environment, various laws, regulations, national and industry standards and regulatory provisions related to bank operation, and guided by the relevant principles of compliance management of the Basel Committee, we help commercial banks to design the organizational framework of compliance management, formulate compliance management policies and procedures, improve various rules and regulations, and form a dynamic process and mechanism for identifying, evaluating, monitoring and reporting compliance risks to ensure compliance management of commercial banks.

Operational risk management

Operational risk is the type of risk that the new Basel Capital Accord requires management to focus on. As most of the heavy losses of China commercial banks are related to operational risks, operational risk management is an important part of the risk management theme of China commercial banks. According to the New Basel Capital Accord, operational risk refers to the risk of loss due to the imperfection or failure of internal procedures, personnel and systems, or due to external events. It includes legal risks, but it does not include strategic and reputational risks. In operational risk management, our service areas include: formulating operational risk management policies; Application and maintenance of operational risk management policy. Establish the organizational structure and management responsibilities of operational risk management; Identification, evaluation, monitoring and control of operational risks; Operational risk management information system; Emergency and business continuity plan management; Reporting and disclosure of operational risk information. Performance evaluation of operational risk management; Operational risk capital allocation. Strategic review of operational risk management system.

the system of internal controls

1) design and construction of internal control system of commercial banks internal control is the basis of risk management of commercial banks, and strict internal control is the common feature of a modern commercial bank with excellent performance. Internal control failure is the biggest risk of banks, and establishing a good internal control system is a long-term mechanism of risk management. The defects of internal control system may first be the defects of system design, including the internal control policies and objectives of banks, internal control organizational structure, internal control document system and so on. Guided by the principles and framework of the internal control system of the Basel Committee, COSO report of the American Anti-Financial Fraud Committee and the regulatory requirements of the China Banking Regulatory Commission, and based on the basic methods of "system management" and "process control", an internal control system is designed from the aspects of policy understanding, target implementation, governance structure, operation structure and system guarantee, aiming at the present situation faced by Chinese commercial banks, which not only tracks the international frontier internal control level, but also conforms to China's national conditions and the actual situation of commercial banks. According to the design results of internal control system, we assist banks to comprehensively sort out the system documents formed by all business processes and management processes, investigate and mark the risk points of each process one by one, and clearly express them in the form of flow charts. Help commercial banks to establish a systematic, transparent and documented internal control system, so that control is standard, departments are bound, operations are regulated, posts are responsible, processes are monitored, risks are monitored, work is evaluated, and afterwards. It can fully meet the regulatory requirements and realize continuous risk identification, assessment, control, monitoring and improvement.

2) Internal control evaluation of commercial banks Internal control evaluation is a systematic activity to independently investigate, test, analyze and evaluate the construction, implementation and operation results of internal control system to evaluate the adequacy, effectiveness, compliance and suitability of internal control. The evaluation of internal control is not only the regulatory requirement of regulatory authorities, but also the need for commercial banks to improve internal control. The internal control system of commercial banks needs to be driven by continuous evaluation, and a good mechanism for continuously improving, improving and perfecting the level and ability of the internal control system of commercial banks is formed through evaluation. We have a complete set of internal control evaluation methods and a group of experienced internal control evaluators, who can independently and objectively evaluate the internal control of commercial banks comprehensively or specially.

manpower management/scheduling

Through our investigation and analysis of existing customers, it is found that the key problems in human resources are usually concentrated in the following aspects:

1. The existing salary system is difficult to be understood and supported by all parties;

2. Lack of effective incentive mechanism, which does not reflect the distribution principle of the unity of responsibility, right and benefit;

3. There is a lack of standardized and scientific assessment system for departmental assessment, and there is a lack of relative fairness among departments;

4. There is no constraint mechanism of department cost in the assessment;

5. The current assessment and salary system is not attractive to the high-end talents needed by the center to achieve its strategic goals;

6. It is difficult to reasonably decompose the income indicators issued by superiors among departments, which makes it difficult to determine the wages extracted according to the income ratio;

7. Due to the different income realization of different departments, the income distribution between departments is unfair.

We need to design a systematic human resource development system for enterprises, to help enterprises to equip enough high-quality talents while expanding their business rapidly.

Consultation process:

First, our first job is to interview the top, middle and grass roots of the center from the aspects of performance appraisal and salary system, and work out the job descriptions of each position in detail in combination with the division of departmental responsibilities and processes. Based on the design of competency model, a new performance appraisal and salary system is developed.

Secondly, according to the job description of the post, the KPI index of all posts is determined, and the cost is included in the evaluation index system, which solves the problem of cost control; Forecast the business income of each department by using the market resource model; A standardized recruitment process was designed for customers, and the recruitment points were designed according to the characteristics of customers' demand for talents. A scientific and reasonable recruitment channel and interview method were designed for customers, and a group of qualified interviewers were trained.

Thirdly, the post evaluation is used to evaluate each post, and the benefit wage distribution coefficient of each post is redesigned on this basis; The new benefit wage has widened the income gap and solved the problem of uneven income distribution in various departments; The career development sequence of each position is to solve the problem of rising space for talents.

Fourthly, design a complete training system for customers, including the setting of training courses, the formulation and management of training teaching plans, the tracking and evaluation of training quality, etc. , obviously improve the quality of the whole organization.

Fifthly, in view of the company's demand for talents, a targeted "potential talent training plan" is designed, and a clear set of potential talent selection system, potential talent training plan, potential talent evaluation plan and rapid promotion mechanism are established, so that enterprises can find the company's potential talents in a short time and carry out targeted training, which speeds up the progress of talent training.

Team building:

Kangdaxin has the first batch of excellent professional consultants trained by British BSI in China and registered in IATCA/CNAT (international/domestic), and was the first to engage in certification consulting and management consulting. All consultants have advanced management knowledge and rich industry consulting experience, and most of them have master's degrees in engineering or management, and their strength is the strongest in the same industry.

◆ Member of the national certification expert group, 1 national examiner.

◆ 3 IATCA/CNAT registered verification auditors.

◆CNAT International Training Teachers Association 4 registered training teachers.

◆IAT ca/CNAT has 18 registered senior auditor.

◆ Institute of 30 Certified Auditors /CNAT.

◆ 5 senior environmental auditors of EARA

◆ 6 MBA (Master of Business Administration)

◆ All consultants are qualified for IATCA/CNAT (international/domestic) registration.

◆ The consultant who is the team leader has the qualification of senior auditor registration and has more than 10 whole process consulting experience.

◆ The training lecturer has the qualification of IATCA/CNAT registered auditor training teacher.

◆ According to the industry or specialty to which the customer's products belong, select consultants with IATCA/CNAT registration in the same industry or specialty.

◆ All consultants are familiar with the latest international management technology and application methods.

In terms of human resources, our company is one of the largest and most powerful quality management consulting institutions in China, with a number of national registered auditor examiners, registered auditor training teachers, IATCA registered senior auditors and auditors. In years of consulting service, consultants have accumulated a lot of practical experience and rich cases of quality management. The training and seminars held by the company are the best ways and opportunities to share the experience and understanding of quality management with all sectors of society.

?Standard and Total Quality Management Department Training Courses

Since 1987, ISO9000 series standards have been widely used in all walks of life around the world. Especially in recent years, ISO9000 standards based on customer satisfaction have provided new management ideas for all walks of life. Implementing ISO9000 quality management system, improving the quality of products and services and winning the trust of customers have become an important means for enterprises to survive and develop in the fierce market competition. As one of the earliest quality certification consulting institutions in China, Shenzhen Kangdaxin Management Consulting Co., Ltd. has successfully provided quality management consulting services for more than 3,000 enterprises, covering machinery, electronics, chemicals, construction, supervision, property management, group companies, management, hotels, hospitals, schools, government departments and so on.

Strategic consultation

Our customers:

Shenzhen Tobacco Monopoly Bureau Yunnan Hongyun Group Company Chongqing Southwest Hospital Guangdong Provincial Hospital of Traditional Chinese Medicine

China Construction Bank TCL Beijing Commercial Bank Changke International Jinchangke International Warehouse

China Eastern Airlines Philips Gree Industrial and Commercial Bank of China

Guanlan Golf Club Guangzhou Honda Haier Overseas Chinese Town Real Estate

Konka Lenovo Computer South Hospital Ping 'an Insurance

Shanghai Pudong Development Bank Tsingtao Brewery Qingfeng Real Estate Sanyo

Shandong Airlines Shenzhen Airlines Panasonic/Hitachi Pacific Insurance

Taikang life Vanke real estate Siemens Xiamen Airlines

China Merchants Property China Telecom China Huarong Asset Management Company China Agricultural Bank

China People's Insurance Company China Life Insurance Company China Mobile China Bank

Zhonghai real estate ...

Excellent consulting performance

Award-winning enterprises of excellent performance management mode consultation are: Yangzi Petrochemical (won the National Quality Award), Shenzhen Airlines Co., Ltd. (won the Shenzhen Mayor Quality Award), Nanhai Petroleum (won the Shenzhen Mayor Quality Award), China Merchants Securities (won the Shenzhen Mayor Quality Award), Konka Group (won the Shenzhen Mayor Quality Award), Zhujiang Beer Co., Ltd. (won the Guangzhou Mayor Quality Award), China Hydropower Consulting Group Zhongnan Survey and Design Institute (creating Hunan Provincial Governor's Quality Award 20 1 1) outstanding performance consulting enterprises (aiming at improving management level) include: Yunnan Tobacco Company (including provincial companies and local state companies), Yili Dairy, Cinda Asset Management Company, Great Wall Asset Management Company, Shenzhen Jinhaitong Technology Co., Ltd., Shenzhen He Hong Industry Co., Ltd. and Shenzhen Xinzhou Bang Technology Co., Ltd.

National Quality Awards: Feng Wan Aowei, Huabei Petroleum, Qingdao Yingpaisi, Shandong Xiyingmen, Wanxiang Group, Pearl River Piano Shenzhen Mayor and District Chief Quality Awards: China Merchants Bank, Shenzhou Computer, Skyworth Group, Fiyta Watch Industry, Guosen Securities, Shenzhen Public Transport, Li Xing Furniture, Great Wall Computer, xinyi glass, SF Express, Saiyifa Microelectronics, Sanhe Group, Zhongxing New Communication, Shenzhen Longgang Science and Technology Bureau Zhijun.