After more than 30 years of chasing, the Chinese mold industry is at a critical point, and the model of customer relationship among mold companies will exert a decisive influence. Japanese mold companies are constantly eroding the market share of Chinese mold companies through joint ventures with mold users. At the end of 2005, a documentary titled "Sino-Japanese Competitions - Attacks and Defences of Manufacturing Craftsmen" caused a strong response in Japan, which described the impact of the Japanese mold industry on the rise of "Made in China". , as well as measures that Japanese mold makers respond to. Feedback from the film industry in Japan caused the Japanese counterparts to compare their precision connectors and semiconductor production technology. It is widely believed that Japan’s level has lagged behind its Chinese counterparts. Luo Baihui, Secretary General of the International Model Association and senior industry commentator pointed out that the mold industry is the foundation of the manufacturing industry. The attitude of China and Japan to the mold industry determines the future of manufacturing in both countries.
Chinese molds catch up with Japan's 2005 Ota Ward in Tokyo is one of Japan's important gathering places for small and medium-sized mold companies. Now, the larger factories in the Ota district have moved to China to take advantage of the much cheaper local labor force. By 2007, the signs of industrial hollowing began to show up. More than a third of the enterprises in the region were affected by cheap Chinese labor and had to choose to suspend production or simply close down. Many closed factories now become sites for real estate development.
The decline of these Japanese mold industries is precisely due to the fact that Japanese mold-consuming companies have turned to China to buy inexpensive Chinese molds. According to statistics, since the peak of 1,870 billion yen in 1998, the sales volume of the Japanese mold industry has continued to decline. This number was only 410 billion yen in 2006, which was a little more than one-fifth of 1998. In addition, compared with the peak period, the number of mold manufacturers in Japan decreased by approximately 8.5% in 2006, the number of employees decreased by approximately 30%, and the rate of decline in output value reached 11%. The dilemma of the mold company in Ota-ku, Tokyo is a vivid reflection of the status of the Japanese mold industry. In stark contrast to Japan, the Chinese mold industry has experienced unprecedented rapid growth since 20 years ago. Among them, between 1996 and 2002, the output value of China's mold manufacturing industry grew by an average of 14% annually. In 2003, this figure reached an astonishing 25%. Up to now, according to the output value, China's mold sales in 2006 were 72 billion yuan, which has become the third largest mold manufacturing country in the world, second only to the United States and Japan. In the eastern coastal areas, especially in Jiangsu and Zhejiang, dense mold companies have formed numerous enterprise clusters. Most of these companies have imported high-grade tooling special-purpose machine tools, spacious factories and hard-working employees. Compared with their Japanese counterparts, China's mold factories are not worried about not getting orders but fearing too many orders.
Although the absolute output value of the mold industry is not large, due to its special position in the product manufacturing system, the mold industry has the ability to determine the overall level of the manufacturing industry. Moulds are essential for modern industry, especially automotive, aerospace, electronics, electrical appliances, instruments, instruments, weapons, daily necessities, etc. 60% of the products produced by these industrial sectors - 90% of the spare parts rely on Molding. Die technology directly controls the development of the manufacturing industry, product replacement capabilities and competitiveness.
According to statistics, the proportion of mold driven related industries is about 1:100, that is, mold development is 100 million yuan, which can drive related industries to 10 billion yuan. Based on this ratio, the output value of related industries driven by China's molds in 2006 was as high as more than 7 trillion yuan. Such a large driving capacity has given the mold industry a cornerstone in modern industry.
In the United States, the mold industry is considered to be "the cornerstone of American industry." In Japan, the mold industry is even more highly valued as "the driving force behind entering the wealthy society." If you want to understand the manufacturing level and development potential of a country, it is a good choice to study the level of mold manufacturing.
For countries such as Japan, where natural resources are severely deficient, human creativity is the only resource. Only by relying on people to continuously create new products, Japan can survive and develop in this era of globalization. In this sense, it is appropriate to call manufacturing Japan the foundation of Japan. It is because of this that the prosperity of the Chinese mold industry will only stimulate the nerves of the Japanese industry. If China, with its abundant resources, has mastered the essence of manufacturing and can continue to sublimate it, the foundation of Japan’s survival will be shaken.
The competitiveness of China's mold With the increasing competition in the market and the growing maturity of consumer psychology, China's mold market competition will soon enter the era of brand competition. In the long-term in-depth study of the global mold industry, the international model association secretary and senior industry critic Luo Baihui found that under the trend of increasingly globalized economy, the profitability of mold makers and their premium brand sales have a higher proportion Relevance, having a strong brand is the key to the long-term success of a manufacturer. How to realize independent innovation and form a national brand with independent intellectual property rights on the basis of digesting and absorbing imported technology has become an enterprise to improve its core competitiveness and win the market in the future. The key factor.
1. The integration of business philosophy from the emphasis on production to the emphasis on technology development and marketing management. The transformation from traditional production and management to asset management is an inevitable requirement for management intensification in the new situation. At present, the essence of production and operation of enterprises is the operation of assets. Enterprise management is no longer just an internal matter of the enterprise. It is no longer just focusing on one aspect of production. Instead, it becomes an integrated process that includes production management, market development, technology research and development, and asset management. , planning, organizing, controlling and inspiring things.
Luo Baihui pointed out that business management must be able to assess the situation and ensure the maintenance and appreciation of capital by effectively integrating various production factors. This means that we must adhere to market orientation, respond to fierce competition, speed up management innovation, shift the management focus to the level of capital management, and realize the transformation of enterprises from capital management to capital management.
Luo Baihui believes that the concept of corporate management in China is affected by the era of planned economy, lacks a clear concept of management, lacks awareness of modern management, and lacks the spirit of technological innovation. Therefore, it is necessary to make a big change in business philosophy. The most direct and effective way is to promote corporate management innovation through innovative corporate culture. The corporate culture innovation mainly includes thinking innovation, technology innovation, strategic innovation, institutional innovation, and mechanism innovation.
2. Organizational Structure Innovation Organizational organizational innovation is achieved by adjusting the allocation of resources such as human, financial, material, time, and information resources, and improving the effectiveness of existing management factors. As an enterprise's organizational innovation, there can be a new property rights system, a new employment system, a new management mechanism, corporate mergers and strategic reorganization, the implementation of the appointment system and the election system for key personnel of the company, and the adjustment and diversion of business personnel.
The direction of organizational innovation is to establish a mold enterprise system, truly "clear property rights, clear rights and responsibilities, and management science." The enterprise's organizational innovation must consider the company's business development strategy, and must systematically plan the future business direction, business objectives, and business activities; it must establish a feedback response system that takes market-centric market information and macro adjustment signals to respond in a timely manner; It is necessary to continuously optimize the combination of various production factors and develop human resources. While focusing on physical management, it is necessary to strengthen the management of value forms, and focus on asset management and capital accumulation.
3. The change of “the concept of knowledge†Luo Baihui pointed out that in the era of knowledge economy, we should firmly establish the “concept of knowledge†and strengthen knowledge management and information management. In enterprise management innovation, the following changes should be accelerated: the shift from traditional capital and labor inputs to knowledge investment; from non-scientific input entities to technology investment entities; from hierarchical management to network management and Grade management combines change. Luo Baihui, an expert member of the Shenzhen Mould Technology Association, believes that mold companies need a less restrictive and more flexible form of network organization. If a company wants to be full of vitality and achieve high efficiency, it must change the rigid hierarchical management system in the past, make full use of network information resources, strengthen information management, and improve the level of decision-making; from the simple application of technical knowledge to the comprehensive use of various knowledge changes; The competition turns to competition and cooperation.
4. The change of social service concept Luo Baihui believes that enterprises should shift from pursuing profit maximization to pursuing sustainable and coordinated development. The maximization of profits as the sole theme of management is one of the important causes of premature bankruptcy. With the accelerating pace of innovation in products, technology, and knowledge, sustainable and coordinated development of companies has become a more important issue for mold companies than management efficiency. With economic development, social progress and increasingly fierce competition in the global market, corporate social responsibility, that is, the issue of corporate ethics has received widespread attention.
Luo Baihui believes that companies must take the initiative to assume responsibility for the environment, society, and stakeholders while producing products and obtaining profits. Adhere to the concept of sustainable development management, in the management will focus on the overall optimization, stress system management, the implementation of the overall function of the enterprise system optimization, focus on relying on core competitiveness, and constantly improve the market competitive advantage, pay attention to consolidate the basic management, emphasis on management and science With regard to proceduralization, standardization, and institutionalization, we focus on people-oriented, constantly improve the quality of employees, fully mobilize the enthusiasm of employees, and make use of their ability to act.
5, to achieve corporate strategic cooperation and innovation Mold companies not only provide a variety of products and services, they must also know how to properly integrate their own core competencies with other favorable competitive resources to make up for their own deficiencies and limitations. In the survival principle of mold enterprises, "exclusive" has been replaced by "cooperation" and inclusive.
How can management integration innovation not be overlooked find the better survival and development of enterprises in the new situation where economic globalization, information revolution and knowledge economy have sprung up? This has become a common problem faced by different types of companies in different countries and regions. Luo Baihui, an expert member of the Shenzhen Mould Technology Association, pointed out that relying on and implementing enterprise management integration innovation has proved to be the only way in theory and practice.
Management integration innovation is an important mode of management innovation. In a nutshell, it is a management innovation that is implemented through management integration methods or approaches. Its most important feature is "integrity." This feature determines that the management integrated innovation model has internal compatibility, functional complementarity, overall optimization, and non-linearity of efficacy. Management integration innovation has a very important role and significance in forming a company's core competence, improving its competitiveness, and achieving its rapid growth and sustainable development.
Through the innovation of management units, integrated integration or integration of related management units to form a new system (integrated body) two technical routes, management innovation integration can be achieved.
1. Management Mechanism of Rigidity and Softness Mould enterprises not only emphasize the rigorous management rigidity, but also pay attention to the flexible management flexibility. On the one hand, in the various management activities of enterprises, the rigor of standards, the directiveness of plans, and the binding of regulations ensure that the company's development direction is consistent, the behavior is consistent, and the on-site activities are consistent with the planned objectives; on the other hand, Through the flexible deployment of human resources, the virtualization of R&D organizations, and the flexibility of production capabilities, the resilience of the company's rapid response has been promoted, employees' enthusiasm and creativity have been mobilized, and the company's self-organization has been formed.
2. The diversification of the management elements of the integrated management innovation platform, as well as the compounding of management subjects and objects, make modern management a dynamic and complex system engineering, and thus require the construction of an interactive and interactive management innovation platform. The management innovation platform for the construction of mold enterprises is a multi-level integrated management innovation network that combines the enterprise's operation platform, resource integration platform, technology research and development platform, and production manufacturing platform to realize the strategic goals of the company.
3. Fully implement the innovation of lean production methods based on the internal environment and the external environmental response. Coordinate the production, supply, and sales, and ensure that production guarantees meet the market demand is the central task of the company's development.
Mold companies adhere to the simplistic, low-cost manufacturing concept, implement punctuality in production, focus on lean production of Wuling Chemicals, and integrate lean production methods with GMS (General Global Manufacturing System) to reduce manufacturing cycle time and quality through standardization. Manufactured, continuous improvement, and employee participation in five links, from the application of the job site to the integrated application of the enterprise system.
The lean production Wuling process is also the process of enterprise reengineering, which ensures the synchronization between the production cycle and the market demand, combined with the order production, ensures the efficient operation of the order production with on-time production, effectively eliminates the invalid inventory, and reduces the logistics Space and process routes tend to be reasonable, so as to form a “trade, research, and production integration†model that can effectively and quickly reflect the market and form closed-loop management.
From the lean production of Wuling to GMS, the implementation of this integrated approach to production management innovation has pushed the management level of mold companies to the forefront of international advanced standards, which has greatly increased their market resilience and competitiveness.
4. The operating mechanism of the integration of production, learning, and research The mold enterprises and research institutes and colleges and universities that are the main bodies of technological innovation have carried out extensive cooperation. The management integration innovation of the mold enterprise enables it to rapidly realize the leap to an international enterprise, organically integrating the localization of the international enterprise and the internationalization process of the local enterprise.
Practice shows that localization and internationalization are related and interactive. Localization is not a closed-door practice. It is to participate in the international division of labor and exchange, to make full use of the two markets and the localization of two kinds of resources; to be embedded in the mold industry chain of the world and to scientifically select the localization of the development of national industries. Internationalization is not a competition between you and us. It is through the coexistence of competition and cooperation. It promotes the rational allocation of resources worldwide, complements each other's strengths, and promotes the internationalization of the common development of all countries.
Internationalization of enterprises is the basis and epitome of economic globalization. The establishment, development and management integration of mold enterprises is an effective way for companies to develop their own brands and achieve local and international interactions.
Chinese molds catch up with Japan's 2005 Ota Ward in Tokyo is one of Japan's important gathering places for small and medium-sized mold companies. Now, the larger factories in the Ota district have moved to China to take advantage of the much cheaper local labor force. By 2007, the signs of industrial hollowing began to show up. More than a third of the enterprises in the region were affected by cheap Chinese labor and had to choose to suspend production or simply close down. Many closed factories now become sites for real estate development.
The decline of these Japanese mold industries is precisely due to the fact that Japanese mold-consuming companies have turned to China to buy inexpensive Chinese molds. According to statistics, since the peak of 1,870 billion yen in 1998, the sales volume of the Japanese mold industry has continued to decline. This number was only 410 billion yen in 2006, which was a little more than one-fifth of 1998. In addition, compared with the peak period, the number of mold manufacturers in Japan decreased by approximately 8.5% in 2006, the number of employees decreased by approximately 30%, and the rate of decline in output value reached 11%. The dilemma of the mold company in Ota-ku, Tokyo is a vivid reflection of the status of the Japanese mold industry. In stark contrast to Japan, the Chinese mold industry has experienced unprecedented rapid growth since 20 years ago. Among them, between 1996 and 2002, the output value of China's mold manufacturing industry grew by an average of 14% annually. In 2003, this figure reached an astonishing 25%. Up to now, according to the output value, China's mold sales in 2006 were 72 billion yuan, which has become the third largest mold manufacturing country in the world, second only to the United States and Japan. In the eastern coastal areas, especially in Jiangsu and Zhejiang, dense mold companies have formed numerous enterprise clusters. Most of these companies have imported high-grade tooling special-purpose machine tools, spacious factories and hard-working employees. Compared with their Japanese counterparts, China's mold factories are not worried about not getting orders but fearing too many orders.
Although the absolute output value of the mold industry is not large, due to its special position in the product manufacturing system, the mold industry has the ability to determine the overall level of the manufacturing industry. Moulds are essential for modern industry, especially automotive, aerospace, electronics, electrical appliances, instruments, instruments, weapons, daily necessities, etc. 60% of the products produced by these industrial sectors - 90% of the spare parts rely on Molding. Die technology directly controls the development of the manufacturing industry, product replacement capabilities and competitiveness.
According to statistics, the proportion of mold driven related industries is about 1:100, that is, mold development is 100 million yuan, which can drive related industries to 10 billion yuan. Based on this ratio, the output value of related industries driven by China's molds in 2006 was as high as more than 7 trillion yuan. Such a large driving capacity has given the mold industry a cornerstone in modern industry.
In the United States, the mold industry is considered to be "the cornerstone of American industry." In Japan, the mold industry is even more highly valued as "the driving force behind entering the wealthy society." If you want to understand the manufacturing level and development potential of a country, it is a good choice to study the level of mold manufacturing.
For countries such as Japan, where natural resources are severely deficient, human creativity is the only resource. Only by relying on people to continuously create new products, Japan can survive and develop in this era of globalization. In this sense, it is appropriate to call manufacturing Japan the foundation of Japan. It is because of this that the prosperity of the Chinese mold industry will only stimulate the nerves of the Japanese industry. If China, with its abundant resources, has mastered the essence of manufacturing and can continue to sublimate it, the foundation of Japan’s survival will be shaken.
The competitiveness of China's mold With the increasing competition in the market and the growing maturity of consumer psychology, China's mold market competition will soon enter the era of brand competition. In the long-term in-depth study of the global mold industry, the international model association secretary and senior industry critic Luo Baihui found that under the trend of increasingly globalized economy, the profitability of mold makers and their premium brand sales have a higher proportion Relevance, having a strong brand is the key to the long-term success of a manufacturer. How to realize independent innovation and form a national brand with independent intellectual property rights on the basis of digesting and absorbing imported technology has become an enterprise to improve its core competitiveness and win the market in the future. The key factor.
1. The integration of business philosophy from the emphasis on production to the emphasis on technology development and marketing management. The transformation from traditional production and management to asset management is an inevitable requirement for management intensification in the new situation. At present, the essence of production and operation of enterprises is the operation of assets. Enterprise management is no longer just an internal matter of the enterprise. It is no longer just focusing on one aspect of production. Instead, it becomes an integrated process that includes production management, market development, technology research and development, and asset management. , planning, organizing, controlling and inspiring things.
Luo Baihui pointed out that business management must be able to assess the situation and ensure the maintenance and appreciation of capital by effectively integrating various production factors. This means that we must adhere to market orientation, respond to fierce competition, speed up management innovation, shift the management focus to the level of capital management, and realize the transformation of enterprises from capital management to capital management.
Luo Baihui believes that the concept of corporate management in China is affected by the era of planned economy, lacks a clear concept of management, lacks awareness of modern management, and lacks the spirit of technological innovation. Therefore, it is necessary to make a big change in business philosophy. The most direct and effective way is to promote corporate management innovation through innovative corporate culture. The corporate culture innovation mainly includes thinking innovation, technology innovation, strategic innovation, institutional innovation, and mechanism innovation.
2. Organizational Structure Innovation Organizational organizational innovation is achieved by adjusting the allocation of resources such as human, financial, material, time, and information resources, and improving the effectiveness of existing management factors. As an enterprise's organizational innovation, there can be a new property rights system, a new employment system, a new management mechanism, corporate mergers and strategic reorganization, the implementation of the appointment system and the election system for key personnel of the company, and the adjustment and diversion of business personnel.
The direction of organizational innovation is to establish a mold enterprise system, truly "clear property rights, clear rights and responsibilities, and management science." The enterprise's organizational innovation must consider the company's business development strategy, and must systematically plan the future business direction, business objectives, and business activities; it must establish a feedback response system that takes market-centric market information and macro adjustment signals to respond in a timely manner; It is necessary to continuously optimize the combination of various production factors and develop human resources. While focusing on physical management, it is necessary to strengthen the management of value forms, and focus on asset management and capital accumulation.
3. The change of “the concept of knowledge†Luo Baihui pointed out that in the era of knowledge economy, we should firmly establish the “concept of knowledge†and strengthen knowledge management and information management. In enterprise management innovation, the following changes should be accelerated: the shift from traditional capital and labor inputs to knowledge investment; from non-scientific input entities to technology investment entities; from hierarchical management to network management and Grade management combines change. Luo Baihui, an expert member of the Shenzhen Mould Technology Association, believes that mold companies need a less restrictive and more flexible form of network organization. If a company wants to be full of vitality and achieve high efficiency, it must change the rigid hierarchical management system in the past, make full use of network information resources, strengthen information management, and improve the level of decision-making; from the simple application of technical knowledge to the comprehensive use of various knowledge changes; The competition turns to competition and cooperation.
4. The change of social service concept Luo Baihui believes that enterprises should shift from pursuing profit maximization to pursuing sustainable and coordinated development. The maximization of profits as the sole theme of management is one of the important causes of premature bankruptcy. With the accelerating pace of innovation in products, technology, and knowledge, sustainable and coordinated development of companies has become a more important issue for mold companies than management efficiency. With economic development, social progress and increasingly fierce competition in the global market, corporate social responsibility, that is, the issue of corporate ethics has received widespread attention.
Luo Baihui believes that companies must take the initiative to assume responsibility for the environment, society, and stakeholders while producing products and obtaining profits. Adhere to the concept of sustainable development management, in the management will focus on the overall optimization, stress system management, the implementation of the overall function of the enterprise system optimization, focus on relying on core competitiveness, and constantly improve the market competitive advantage, pay attention to consolidate the basic management, emphasis on management and science With regard to proceduralization, standardization, and institutionalization, we focus on people-oriented, constantly improve the quality of employees, fully mobilize the enthusiasm of employees, and make use of their ability to act.
5, to achieve corporate strategic cooperation and innovation Mold companies not only provide a variety of products and services, they must also know how to properly integrate their own core competencies with other favorable competitive resources to make up for their own deficiencies and limitations. In the survival principle of mold enterprises, "exclusive" has been replaced by "cooperation" and inclusive.
How can management integration innovation not be overlooked find the better survival and development of enterprises in the new situation where economic globalization, information revolution and knowledge economy have sprung up? This has become a common problem faced by different types of companies in different countries and regions. Luo Baihui, an expert member of the Shenzhen Mould Technology Association, pointed out that relying on and implementing enterprise management integration innovation has proved to be the only way in theory and practice.
Management integration innovation is an important mode of management innovation. In a nutshell, it is a management innovation that is implemented through management integration methods or approaches. Its most important feature is "integrity." This feature determines that the management integrated innovation model has internal compatibility, functional complementarity, overall optimization, and non-linearity of efficacy. Management integration innovation has a very important role and significance in forming a company's core competence, improving its competitiveness, and achieving its rapid growth and sustainable development.
Through the innovation of management units, integrated integration or integration of related management units to form a new system (integrated body) two technical routes, management innovation integration can be achieved.
1. Management Mechanism of Rigidity and Softness Mould enterprises not only emphasize the rigorous management rigidity, but also pay attention to the flexible management flexibility. On the one hand, in the various management activities of enterprises, the rigor of standards, the directiveness of plans, and the binding of regulations ensure that the company's development direction is consistent, the behavior is consistent, and the on-site activities are consistent with the planned objectives; on the other hand, Through the flexible deployment of human resources, the virtualization of R&D organizations, and the flexibility of production capabilities, the resilience of the company's rapid response has been promoted, employees' enthusiasm and creativity have been mobilized, and the company's self-organization has been formed.
2. The diversification of the management elements of the integrated management innovation platform, as well as the compounding of management subjects and objects, make modern management a dynamic and complex system engineering, and thus require the construction of an interactive and interactive management innovation platform. The management innovation platform for the construction of mold enterprises is a multi-level integrated management innovation network that combines the enterprise's operation platform, resource integration platform, technology research and development platform, and production manufacturing platform to realize the strategic goals of the company.
3. Fully implement the innovation of lean production methods based on the internal environment and the external environmental response. Coordinate the production, supply, and sales, and ensure that production guarantees meet the market demand is the central task of the company's development.
Mold companies adhere to the simplistic, low-cost manufacturing concept, implement punctuality in production, focus on lean production of Wuling Chemicals, and integrate lean production methods with GMS (General Global Manufacturing System) to reduce manufacturing cycle time and quality through standardization. Manufactured, continuous improvement, and employee participation in five links, from the application of the job site to the integrated application of the enterprise system.
The lean production Wuling process is also the process of enterprise reengineering, which ensures the synchronization between the production cycle and the market demand, combined with the order production, ensures the efficient operation of the order production with on-time production, effectively eliminates the invalid inventory, and reduces the logistics Space and process routes tend to be reasonable, so as to form a “trade, research, and production integration†model that can effectively and quickly reflect the market and form closed-loop management.
From the lean production of Wuling to GMS, the implementation of this integrated approach to production management innovation has pushed the management level of mold companies to the forefront of international advanced standards, which has greatly increased their market resilience and competitiveness.
4. The operating mechanism of the integration of production, learning, and research The mold enterprises and research institutes and colleges and universities that are the main bodies of technological innovation have carried out extensive cooperation. The management integration innovation of the mold enterprise enables it to rapidly realize the leap to an international enterprise, organically integrating the localization of the international enterprise and the internationalization process of the local enterprise.
Practice shows that localization and internationalization are related and interactive. Localization is not a closed-door practice. It is to participate in the international division of labor and exchange, to make full use of the two markets and the localization of two kinds of resources; to be embedded in the mold industry chain of the world and to scientifically select the localization of the development of national industries. Internationalization is not a competition between you and us. It is through the coexistence of competition and cooperation. It promotes the rational allocation of resources worldwide, complements each other's strengths, and promotes the internationalization of the common development of all countries.
Internationalization of enterprises is the basis and epitome of economic globalization. The establishment, development and management integration of mold enterprises is an effective way for companies to develop their own brands and achieve local and international interactions.
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