The Management Mode of Private Mold Enterprises Urgently Needs to be Reformed

In China's mold industry, the number of private small micro mold enterprises occupies a large proportion. According to incomplete statistics, there are more than 6,000 private individual mold enterprises in Zhejiang Province, and the annual mold output value is as high as RMB 6 billion. With the improvement of the level of production technology of the mold industry, improvement of equipment conditions and expansion of production scale, and the increasingly fierce competition in the mold market at home and abroad, how to further strengthen and improve the management of private and individual mold enterprises on an existing basis? Luo Baihui, the secretary-general of the International Model Association, emphasized that in the era of business information, the Internet has entered millions of households. It is particularly important for private mold companies to use e-commerce to achieve international integration.

In the face of fierce market competition and new environment, in the face of the improvement of the technological level of enterprises and the improvement of equipment conditions, in the face of the expansion of the scale of enterprises, we will continue to use the past “family-style management” and “independence-only” employment mechanisms. It is already outdated. Luo Baihui said that the family-owned management methods and employment mechanisms of private enterprises need to be reformed. Talented people should be responsible for the production management, technical management and marketing management of the company. To truly accomplish this, as long as there is a skill, as long as it can create profits for the company, it is not the relatives who have to “entrust the important tasks”. Shopping malls, such as battlefields, put people with operational management skills and technical skills on important positions, allowing him to “be in place, work for the government” to run well, and be invincible in the fierce market competition. Ground. How mold companies retain talent is also a question worth exploring. Talented people do not flow. "A pool of stagnant water" is not conducive to the growth of talents and the exertion of their functions. However, the flow of talented people is too frequent. “Towards the Qin and Qin dynasty” and “to shoot a shot for another place” are also not conducive to the accumulation of staff experience and skills and the development of the company.

Luo Baihui believes that the mode of production management of private mold companies should be reformed. In the past, the production facilities of these private mold companies were several ordinary cars, milling, planing and drilling machines, pliers and grinders, and a master fitter with several apprentices, implementing the "contracting system" from beginning to end. Now some private companies have accumulated funds, purchased CNC machine tools, bought computers, workstations, and then used the old methods of the fitter's master package style is not appropriate. Most of the mold enterprises in Europe and the United States are small companies with 30-50 people. However, CAD/CAM applications are high and there are many numerical control processing equipments. The accuracy of mold parts is ensured by advanced processing equipment, and the workers strictly follow the process operations. The processing of each mold part is in place. Finally, the fitter's decoration workload is very small. A mold factory of about 50 people usually has only 2 to 3 fitters. At present, most of our private mold companies cannot do this, but there are many numerical control devices. The CAD/CAM application of good private mold companies can start from the perspective of improving economic efficiency and gradually reform the existing contract-style production management model.

Luo Baihui pointed out that the current private-owned mold enterprises must determine their own product positioning and market positioning according to the market demand and based on their own technology, capital, equipment and other conditions. A company with a small scale, limited capital and technical power, can not be confused about what molds are done, but should identify the market positioning, product positioning, and concentrate on gradually forming its own technological advantages and product advantages. For small businesses, the most critical thing is to be "strong" rather than blindly doing "big." Big but not strong is a "puffy man" and "a fresh stroke" can "eat all over the sky." At present, there are already many small businesses at home and abroad. As they stick to the small, specialized, small and refined, small and special specialized production roads, they have become “little giants”. They have not only stood firm in the fierce market competition. And occupy a relatively large market share.