Founded in 2005, the main customers 65% rooted company… 6,000 times faster sales

“Hope” for Manufacturing IT… Skilled skilled technical know-how should be automatic, advanced and systemized



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Root News, which was launched to rebuild the national economy, will continue to focus on promoting the root industry by meeting excellent root companies and root engineers.

This is the fifth year since the government started to foster the root industry, but the average of 30.9% of employees in the same industry do not recognize the root industry.

This time, I met with Oh Jun-cheol, CEO of GST (former Greenway System), a specialist in building an information system for the Korean root industry, in Busan last week.

Busan's Gangseo-gu Signaling Complex, where manufacturers are concentrated, is located in GST, an information system construction company that exists for root companies.

GST, which specializes in providing solutions and services to smart roots, including smart factory roadmap establishment and consulting, ERP, MES.POP, SCM, manufacturing IOT, manufacturing big data analysis, etc. As the policy is getting on track, the industry is eyeing.

I met with Oh Jun-chul and talked.

-GST's mission is unique.

▲ Founded in 2005 in an apartment. At that time, I was riding my bicycle and saw the green trees on both sides, and I was inspired to be the company's green road in May. Since GST wants to be a green road that means hope for companies that have chosen our system, we established Greenway System Technology in combination with the word SYSTEM. In February 2008, we changed into a corporation with GST.

-Is it relatively late to start a business?

▲ Not even that. After finishing school in 1992, he found a job and built a nest in Busan. After leaving the company for 13 years, he left the company. When he was 38 years old, he decided to start a business and was ready to make GST in 2005.

Mr. Miao also built his own office last year, just 10 years after he started his apartment.

-Was your major in IT?

▲ No My major in college is accounting. At the time of attending school, he was drawn to a computer and studied computer programs by himself. Since then, he has been responsible for accounting, design and development of information systems, and anti-dumping complaints.

-For some founders, the crisis of work life leads to entrepreneurship.

▲ It is a story that is far from my own. Steelmakers are always upright on antennas for dumping decisions in trade. During his tenure, he handled 10 anti-dumping cases with foreign governments and corporations. Satisfaction was high in company life.

-If so, I'm curious about the motivation for starting a business.

In my career, I have introduced many IT technologies into my business and have been successful. At the same time, they found hope in manufacturing IT. In the future, the convergence of IT and manufacturing industry and IIOT will be a promising new growth engine industry. I decided to leave the company for the future.

-I have a building, and the business has been successful.

▲ Last year after the establishment of the apartment, a company building was built last year. In the same period, sales also increased from 5 million won to 2.15 billion won. We expect sales of W3.1bn this year. The number of employees also increased to 38 people from the start-up alone.

-The success of the founders is not a smooth net.

▲ Is that so? I am not too different. The biggest problem for founders is lack of liquidity. In my business, I suffered three times economically. One time, the crisis was over with the low-cost policy fund provided by Busan City.

The rest went to the hole method. I think it will be better if you use shortcuts because they don't really improve at all. He made GST today, well over three humps.

65% of GST customers are rooted companies. Various plaques, certificates, and patent certificates that GST has received for over 10 years.

-All industries, including IT, are the same, but aren't talent for business success?

▲ Yes. In particular, IT didn't say Bill Gates of Microsoft Corp. said, "One talent feeds millions." Although IT has a relatively high turnover, I have seen many successful employees so far.

-The talented people are turning their minds when the company's welfare is bad.

▲ I know it well. Considering this, two apartments are purchased and two are leased and used as company dormitories. We also purchase studios and use them as employees' lodgings. This is considering the poor transportation infrastructure of Noksan and Signaling Corporation. GST is constantly investing in people.

-You can't lead a successful startup with talent alone.

▲ I think I was lucky. In the case of IT, technology is endless. Sincerity and steadiness, such as analyzing big data through sensor networks necessary for root industry, helped to succeed. This is again GST's competitiveness.

It is also a success factor that meets good customers. The increase of GST's ability by CEOs of business partners also helped the management.

-Sounds like a high level of satisfaction with partners.

▲ GST is building a system from the standpoint of management with sincerity. The company succeeded in entering Vietnam and the Philippines through IT convergence. Manho, Kyongpyeong Special Rubber, and Daeho P & C also introduced the company's system and made a huge sales growth.

Japanese companies located in Korea are also satisfied with our system.

I know GST is optimized for root companies.

▲ 65% of our customers are rooted companies. Our customers include MCM for precision casting, Shinwoo Metal forging, Iljin Metal, Shinhwa ST, Yuchang Powertack, Il-Kwang Metal, Die Tech of dies, TIC for heat treatment companies, and Korea Precision forging dies.

In addition, non-rooted and mid-sized companies Daeho P & C and Panasia are GST's main clients.

The way to buy a rooted company is smart, Oh said, saying that Germany's "Interest 4.0" is not much different from us.

-Funding is burdensome for rooting companies to smartize.

▲ Right Most root companies are small. However, root companies will not be competitive unless they become smart. The dilemma is that the root companies are in a whirlpool.

As a result, GST now helps root companies become smarter at lower cost. It is turning its IT infrastructure into a cloud and incorporating IIOT into production.

Applying smartization infrastructure directly into the factory can be profitable.

The root company's way to buy is not just a separate office, but a smartization of an office and a factory.

Through this, GST presents a big framework such as analyzing big data and empirical data. This leads to smart factories, followed by talent development.

-After-sales service (AS) is also important for IT systems.

▲ There are currently five maintenance teams. More than 70 of these companies are dedicated to repairing their customers.

Germany is a powerhouse in manufacturing. In addition, the fourth industrial revolution is taking the lead in Germany.

▲ I recently talked with an acquaintance who visited Siemens, Germany. I was told that there is no big difference with us, and that our infrastructure will be able to catch up soon. Our root companies are also competitive enough. I think it is necessary to form a public-private council to closely support the manufacturing environment conditions of the root companies.

-If domestic root companies give directions for the future.

▲ Not only the root industry but also the entire manufacturing industry is aging with labor shortages. In order to replace this, foreigners introduced the inflow policy, but with some exceptions, they return to their countries someday.

The solution to this problem is smartization. There is only a way to automate, advanced and systemize the technical know-how of skilled workers. Industry 4.0 should hurry.

Source: Steel Metal Newspaper (http://www.snmnews.com/)