Chief Engineer Of Xuchang Yufeng Textile Co. Ltd. Talks About Six Defects Of Textile Industry

< p > doing business is like being a human being. Compared with the development of foreign market economy, we are like primary school students.

Primary school students are at the basic stage, and the so-called "moral, intellectual and physical" all-round development.

"Virtue" refers to whether the overall image of a company has a sense of social responsibility and whether it is honest or not.

"Intelligence" refers to a team with independent core technology and core technology talents, well-equipped equipment or well-equipped equipment and modern management techniques and systems to produce branded products.

"Body" is capable of withstanding the great waves in the international market and having the ability to control the < a href= "http://www.91se91.com/news/index_s.asp" > market < /a >.

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< p > how is the actual situation? Seeing a recent report, the experts surveyed more than 200 domestic enterprises, the performance of the boss was still good, but the internal management of the enterprise was very confusing. The market was good and the money was good.

According to the author's understanding, textile enterprises basically belong to this situation.

The official statistics show that our existing "a href=" http://www.91se91.com/news/index_c.asp "textile > /a" plant has about 7000 plants, reaching 5% to 10% of the internationally recognized enterprises such as Huamao, Wuxi cotton and Lu Tai, which will not exceed 70.

Although some enterprises are rated as the top ten and the most competitive enterprises in the country, they are only bright looking, and the real internal management is not strong.

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< p > I concluded that textile enterprises now have six diseases.

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< p > one is the battle of cancer.

Some enterprises have a good external image, but the interior is often divided into several factions, especially the larger the larger the more complex, the gang is still prevailing.

The management's struggle brings the randomness in management.

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< p > two is that the enterprise has no faith, no values, and lacks the soul of management.

When the market is good, in order to reduce costs, unauthorized modification of the specified cotton and noil, combing and semi combing, semi combing combing, acrylic filling wool, wool filling cashmere...

The minimum moral standards of enterprises are lost.

The social phenomenon of lack of faith has been refracted to all levels of enterprises. In some family owned enterprises, the paternalistic management of one word and speech has mixed the mercenary way and narrowed the sales market.

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< p > three is the wind of impetuous business management.

Managers lack work patience and temper and punishment are the only means of management.

Some technicians also learn technology, but rarely study a production problem. They only ask questions, give advice, and do not know how to solve problems.

The maintenance worker has poor working ability, and he feels good when he learns a little fur.

At present, the loss of preservative workers is very serious.

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< p > four is the wind of corruption in some enterprises.

Selling equipment and equipment to send rebates has become the industry's hidden rules.

It is a common phenomenon that business groups or raw materials and raw materials purchasing agents inside and outside enterprises collude together to damage the interests of enterprises.

In addition, some managers who have the right to contract for production and management and to contract the factory shall receive bribes and purchase the so-called cheap and fine inferior products.

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< p > five is a very serious phenomenon of crowding out foreign talent.

Many enterprises will introduce technology and management talents when expanding their business scale or encountering technical bottlenecks.

But the business owner thinks from the subconscious that it is only a temporary solution. The short-term behavior does not link talent introduction as a long-term strategy and the fate of the enterprise.

These imported talents do not have a good understanding of human, human and human culture, nor do they have good communication with internal technical talents.

In this way, enterprises will be invisible to form the powerful force of internal exclusion of foreign personnel. Not only can talent be left behind, but even talent can not be recruited.

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< p > six is the low quality of some entrepreneurs.

The emergence of these problems is inseparable from the quality of business owners themselves.

Many existing bosses start their business in the early years, but their overall cultural level is low, and their authority is always shown in management.

Among the bosses whom I know, there are many "blind men" and many deaf people. What is the reason? It is because he is virtually invisible.

A few years ago, I went to a knitting dyeing and printing factory. The boss was very friendly on the surface, but he was very strict with the workers. The workers had no rest days, and the wages only distributed their living expenses every month. They were issued at the end of the rest of the year, working 12 hours a day, and basically had no spare time.

There is no air conditioning in the workshop, and the sewage from wool washing is discharged outside the factory without treatment.

If the owners of textile enterprises are like this, how can we achieve the textile power? < /p >