Hsu feels systematization must be extended within the company to raise efficiency and production levels. He counts on psychological methods to keep open lines of communication between his employees and himself and assure sensitive management. New training programs have been set up in the company to offer improvement opportunity.
實施半年後，公司內部的聯繫是改善了，但變成事無鉅細均需專司部門負責，各單位對突發事件無法立即採取因應措施，因此，又改採「產品制度」管理法﹘﹘由各部門主管全權負責，譬如紡織部門，從進貨、製造，乃至銷售，均由同一位主管獨立負責。