At the era of globalization in 1997, be the companion of precision empowerment

In 1997, Markus Heinrich Schmid, the third-generation family member, took over HMS. By then, the global market had long transcended "a corner of Europe" — precision manufacturing demand expanded from traditional watches and medical devices to new energy electronics, aerospace, and other fields. Emerging markets outside Europe and the US (especially Asia) were rising as global manufacturing hubs. Continuing its original aspiration of "creating and realizing value," HMS launched a globalization journey of "precision technology + diversified scenarios" driven by two wheels: "technological accumulation + regional expansion."

Leveraging the "Tornos equipment process expertise" and "financial service experience" accumulated over the previous two generations, HMS first upgraded its business focus: in 1998, it became the agent for Tornos’ new-generation Deco 20/6 multi-spindle CNC lathe, entering the Southeast Asian electronic precision parts market (such as semiconductor connector machining in Singapore); in 2005, it collaborated with the Swiss Medical Device Association to shift its core business to the high-value-added medical device manufacturing sector, focusing on precision components for surgical instruments (such as hemostat jaws and minimally invasive surgical knife handles). By then, Tornos had launched its flagship Sigma 20 model, whose technical standards of "±0.005mm tolerance control" and "Ra 0.2μm surface roughness" perfectly met the requirements of international medical quality systems (such as the 2016 version of ISO 13485). HMS transplanted the precision logic of "miniaturized assembly and precise interlocking of multiple components" from the Swiss watch industry to medical part production, realizing the output of a full-process solution of "mechanical machining + sterile post-processing."

During the 2008 financial crisis, HMS demonstrated the resilience of global operations through its solid layout in the Southeast Asian market, forming a regional risk buffer. In 2017, Harry Ouyang, who had worked at the Swiss-Chinese Manufacturing Cooperation Association and specialized in medical device standard certification, joined the team, officially launching HMS’s China business. At that time, China was promoting the "Special Plan for Medical Device Technological Innovation during the 13th Five-Year Plan Period," and Chinese medical enterprises faced the bottleneck of "insufficient precision machining technology for high-end minimally invasive surgical instruments" — Tongji Technology Group encountered difficulties when introducing relevant technologies. Instead of simply "exporting equipment," HMS continued its "scenario-based empowerment" gene:

• Provided a professional service team for Tongji Technology Group to support the systematic upgrading of its medical system.

Meanwhile, HMS collaborated with local Swiss equity investment funds to select Chinese medical precision technology start-up projects, not only supplementing its own understanding of emerging processes but also reserving technical resources for global layout. During this phase, the core of HMS’s "value creation" was "cross-scenario reuse and regional adaptation of precision technology," and "value realization" was "risk-sharing and win-win growth with partners in emerging markets." It was no longer just an "efficiency partner" and "financial partner" in Europe, but also a trusted "precision partner" for Chinese medical enterprises. This cross-regional trust became the key support for HMS to withstand global supply chain fluctuations in 2020.