From Passive Survival To Active Transformation Of &Nbsp; Small And Medium Manufacturing Enterprises Welcome The Shuffle Season.

Recent small and medium-sized private enterprises " Collapse tide "Once again, they pushed their living conditions to the spotlight of the media. These tough enterprises are powerless under the pressure of cost. The more flexible characteristics of state-owned enterprises once allowed them to thrive without restraint, but they also laid the curse of extensive development. As some people in the industry say, this problem is not solved, and the survival of enterprises is a problem. This problem has been solved, and transformation and upgrading have also had a foundation. "In market With increasing competition and relatively low profit margins, enterprises must use professional management personnel to adopt meticulous management mode and strictly control production and management costs. Only in this way can enterprises resist all kinds of risks. Xie Rongfang, vice chairman of China Leather Association and executive chairman of Wenzhou shoe leather industry association, said.

　 From "made in China" to "created in China", the breakthrough may start from the self transformation of enterprises.

Helpless sigh of passive existence

On the Cao Jiang Road located in the Shaoxing Economic Development Zone, the roar of machinery running still came from the workshop of Shaoxing Qiming Garments Co., Ltd., but this did not stretch the frown of company manager Shen Guorong. More than ten years ago, after the laid-off of state-owned enterprises came from scratch, the factory condensed all his efforts, but now all kinds of pressures are further crushing the enterprises' "waist plate". Among them, recruitment difficulties became a problem that Shen Guorong did not want to face but could not evade.

"Every day I was in fear, for fear that another worker would come to my office and say," boss, I quit. "

Half of the more than 100 parking spaces that used to be full of cars are now empty, leaving the factory that is already overcrowded. It is obvious that the pressure placed on Shen Guorong is not only the pressure brought by the rising cost of manpower. "Although our wages have risen, many people have been recruited and managed."

Shen Guorong refers to "them", which is a labor output company arising from the shortage of labor in the Zhejiang area, which is specialized in supporting enterprises. At present, dozens of teams of similar sizes have appeared in Zhejiang. But the lack of correct guidance and necessary rules make these companies free to take root in the "human shortage" business. "These companies not only export labor, but also compete with us for business, but some of them do not pay taxes, nor do they give employees insurance. They also use cheap civilian electricity. How do you compete with them?"

These "emergency teams", which were initially engaged in labor output, became rivals directly competing with Shen Guorong. In the vicious competition of cost allocation, Shen Guorong, who behaved well, finally failed from the arena.

In the face of the attack of the contingency team, Shen Guorong had no idea. "If anyone comes, I will take it, no matter what he has never done before." Shen Guorong admits that there are no detailed plans to recruit people.

What makes him more helpless is that a skilled worker who has often worked hard is likely to quit in a few days. "A pair of mothers and daughters who came before I just went to other houses when I was training." He has suffered losses on this. "We do not have a better management system, because the workers do not listen to you and say they will go away."

　 Therefore, recruit And keeping people become Shen Guorong's two biggest worries.

Enterprises need to deal with the RMB exchange rate.

"RMB appreciation is certainly the trend of the times, but for processing trade enterprises, our profits will drop a little bit if the renminbi rises a bit, and the enterprises at present have little means to avoid the risk of exchange rate fluctuations. We have begun to buy a bit of long-term foreign exchange in the near future, but we dare not buy more. The market is changeable, and there is a risk of default. " Wang Wuyao said.

He admitted that the company had planned to hire professionals to control the risk of RMB appreciation and other business risks. However, due to the cost of hiring people, the company was dragged on by the company. In many enterprises, a financial manager is a great asset, and everything related to it is held by one person. "After all, our company is not big and needs no division of labor." Wang Wuyao said.

After a round of "aggressive attack" has become an extravagant hope, the "survival" often becomes the survival rule of these enterprises, but it is these "making up" that greatly reduces the compression resistance of small and medium-sized enterprises. Best, manager of Shaoxing Textile Co., Ltd., Chen Guoping, told reporters that at the end of last year, because of no advance preventive measures, most of the small and medium enterprises in Shaoxing were losing their cost pressure.

What makes the business more passive is that as the central bank constantly raises the deposit reserve ratio, the Bank of the aorta as financing has been firmly locked up, which makes most enterprises find no way to find money.

Known as the world's textile capital of small Shaoxing County, the industrial output value is the top 100 counties in the fifth place. But now, this vibrant place seems to be experiencing more difficult times than the financial tsunami, because it is hard to borrow money. "Financing of foreign trade companies is very difficult. We can only do the letter of credit financing in the bank, and other financing can not be borrowed. Chen Guoping told reporters.

Although the state tightens monetary policy, it still guarantees the number of loans for small and medium enterprises, but loans for enterprises are extremely difficult. "Because banks are more willing to lend to those tens of billions of state-owned enterprises, the risk of lending to SMEs is much greater." The reporter has learned that some enterprises have the credit limit of banks, but banks can only use domestic letters of credit and acceptance bills without the scale of loans.

In addition, many enterprises with no fixed assets can not get the loan qualification because they can not guarantee and get into the predicament of capital chain breaking. As a result, money has to flow from the smaller branches of blood to the thirsty economic body. Folk credit is one of them.

But in many people's opinion, relying on private lending is like drinking poison to quench thirst. The profiteering of the private lending market not only attracts all kinds of private capital, but even regular financial institutions, such as insurance institutions, small loan companies, Guarantee Corporation, and even some bank funds, also bypass the private lending market and loan in disguise. At present, the monthly interest of secured loans is as high as 3%~4%, and the monthly interest rate of unsecured loans is as high as 5%~6%. The monthly interest rate of pure credit loans is as high as 10%.

Nevertheless, some local governments' index taxation makes the burden on enterprises more and more heavy. The head of a textile enterprise told reporters that although it is very difficult now, the local government has rigid regulations on tax targets. "You must make sure that 3% of the profits are turned over to the government, otherwise you will not have to run the factory directly. And now the situation is that you have to pay taxes even if there is no profit. " "It's really hard now. You said you should throw the factory down. After all these years, I really can't bear it. If you don't fall, you can't sympathize with anyone. Shen Guorong shook his head helplessly. {page_break}

　　 Shen Guorong can not see hope now, and he has no confidence to continue to run the factory. "I don't know how long we can hold on."

Benefit from meticulous management

The development dilemma faced by small and medium enterprises in Zhejiang is also a microcosm of the survival of Chinese foundry enterprises. Under the condition of no independent brand, the development mode characterized by over reliance on low cost is exhausted. As a result, transformation and upgrading have become the lifesaving straws of enterprises, and they have naturally become the expectations of all sides. But from "made in China" to "created in China" is not a day's work. In Wang's view, "this process will take at least 10 years or more."

As the chief management consultant of Beijing doctorate culture development limited, Wang Zhong has repeatedly helped the enterprises facing the bottleneck of development to get out of the predicament. The magic weapon is to improve the level of meticulous management of enterprises. In the wave of enterprise transformation and upgrading, rich experience has made him even more aware that meticulous management is the foundation for realizing "China's creation".

The core idea of meticulous management is the systematization and refinement of rules. First of all, you should systematize the rules of process, procedure, post, system and so on, and cover every corner of management. Secondly, you need to refine it. It's very specific. It can operate immediately without thinking. " Wang Zhong said, "but in general, the management mode of small and medium-sized enterprises in China is still quite extensive."

In his view, although the external factors are very unfavorable for the development of small and medium-sized enterprises at present, but he firmly believes that the "no dumping industry, only the enterprises that have been lost", as long as the industry is not dead, there is room for development of enterprises. Under the same conditions, the standard of survival of the fittest is the management capacity of enterprises.

Wang Zhongqiu was invited to investigate a manufacturing company and found that there were 48 management problems in the factory. For example, the workers in this factory are mainly female workers, with an average height of 1.58 meters, but at present, the height of the production line of the factory is 1.60 meters, which increases the fatigue of the female workers. For example, the factory does not add any color markings at the feeding port. Before the charging operator has been mistaken, the processing error has been completely scrapped and the loss is 800 thousand yuan. For example, conveying accessories, accessories, parts, changing moulds, tools, fixtures and so on are all taken by the employees on each station, and the work is time-consuming.

Mr Wang is impressed by the production lines of German and Japanese Enterprises: space and manpower do their best, and rules and regulations are meticulous. "Do not think the problem is too small to solve. There are too many problems. For example, cards (Finance), tables (workshop and data), and goods (warehouses) are not unified. They may cause sudden stoppage, or a large amount of inventory backlog can not be realized. In fact, as long as this place discovers a little, that place discovers a point, these points join together, it is possible to save the cost of several million yuan for the enterprise.

In his research, he found that the most direct expression of extensive management is finance. "For example, profit margins decline, cost control is difficult, or sales volume can not grow according to plan; but behind the financial problem is marketing, which is manifested in poor products, price, and contention for a poor market at low prices. Further in-depth analysis, behind the marketing problem is enterprise planning and strategy and human resources. Many enterprises are actually doing some coincidence before, and did not consider why I did this, so that they did not understand their competitive advantage and customer base, so sales became difficult. The most important thing is the problem of human resources management, and the low efficiency of employees becomes an obstacle. Further down, we will find that the problem is the value of the enterprise. Is this company piecing together to make money or do companies really want to do something in the industry? "Wang Zhongqiu said.

The extensive management of many enterprises is largely due to the fact that enterprises rely too much on cheap labor. Under the condition that many enterprises' training system and manpower management are not in place, the cheap labor force is shown as low efficiency labor rate.

The low efficiency of cheap labor is reflected in many aspects, one is the efficiency of the person, the two is the efficiency of the equipment related to this person, and the three is to increase the efficiency of organizational running in (for example, 8 less effective work may require 2 managers to assist him), resulting in inefficient repetition. He believes that only by increasing efficiency can enterprises obtain higher interests and bear high costs under high efficiency. There are two ways to achieve this goal: salary increase and training.

Although the company has already been unable to raise the labor cost rapidly, Wang pointed out that it is only "the weather around May Day". The real hot weather is still behind. He believes that China must increase the existing labor costs by more than 3 times, so that China's management can be improved. His reason is: "cost is determined by efficiency. 1 people do 4 people. I send you 3 people's salary is no problem, but at present many Chinese enterprises are 4 people doing 1 people, so everyone has only paid 1/4 wages." "The problem now is that we waste a lot of time on inefficient or unnecessary things, which leads to inefficiency and inefficiency, and ultimately leads to management failure. This not only harms the enterprises, but also the employees.

As for the contradiction between enterprises who dare not train their employees, Wang said that training can make enterprises become "Ciba", so that they can stick to other "meters". Conversely, your company has no training opportunities and growth opportunities, and the easier it is for employees to lose. "

Wang said: "the most important and important task for SMEs is to establish a sound quality control system, cost control system, reduce production energy consumption to enhance the company's profitability, strengthen team spirit education of employees, or enhance enterprise cohesion and enhance staff's subjective initiative. If the work in these areas can not be carried out effectively, it will be difficult for the company to talk about long-term development only by relying solely on new investment areas and new equipment.

　 Meticulous management does not mean increasing absolute cost.

Many enterprises worry that raising the level of fine management of enterprises is not meant to increase the cost of enterprises. In the case of external environment is not optimistic, whether enterprises have the energy to take into account the improvement of management level? "Our management mode is definitely a problem, including cost control, employment control and so on, and running factories is a problem. We have no confidence in doing this at all." Shen Guorong told reporters. "Many enterprises are biased. In fact, raising management is not necessarily the absolute cost." Wang said, "for example, a restaurant has 6 chefs. Each cook cooks a dish for an average of 135 seconds. The pot takes 28 seconds, and the time for cooking and washing is about 5:1. At this point, I may suggest that you can quit a chef and hire a person who can wash the pot, which will also reduce the cost in the maintenance of efficiency. Therefore, raising management level does not mean that we must spend money on buying people.

Wang Zhong asked for proposals to raise the level of meticulous management of "zero cost". At present, enterprises can start with the following simple things:

First, do subtraction and remove some redundant business modules. If you don't do business well, don't do it. Remove those modules that are not good at doing or have low market share and consume resources.

Second, reorganize your processes and see which processes are redundant. For example, the material of a factory must be moved from far away to the machine tool side. In fact, it can be directly stacked in another corner.

Third, re analyze the workload of each person and how saturated the worker is. We must use percentage to readjust the allocation of human resources according to percentage.

Fourth, to carry out the training of internal needs, first of all, based on post procedures, we can take the time to work and play the role of "helping and helping" the old staff.

Fifth, enterprises can reduce costs through standardization. For example, the cost of purchasing, repairing and replacing the same type of light bulb of the same manufacturer will be reduced as far as possible. Raw materials and equipment can be standardized.