China'S Industrial Textiles Enterprises Are Facing Six Kinds Of Problems.

< p > the problem is not terrible. The terrible thing is that we dare not admit the shortcomings and bottlenecks in the development. In the process of sharing pain with the peers, enterprises can not only objectively inspect their location and development process, but also facilitate the managers and relevant departments to see the common problems of the industry so as to provide more considerate services on the public service platform in the future.

< /p >

In the industry, there are a lot of voices coming from all walks of life, including: last year, they were involved in more than 80 enterprises in the exclusive planning of this journal; < a href= "http://www.91se91.com/news/" > industrial textiles < /a > random interviews on the three session of the Third Industry Association; some enterprises' internal management summit; this survey involved 220 enterprises, each providing a core problem that most troubled enterprises at the moment. We summed up it into 6 categories: human resources (51), marketing concept (43), management skills (40), industry public problems (33), brand awareness issues (32), livelihood technology problems (21). < p > from the beginning of this year, we issued a quarter of brainstorming order.

After that, the top 6 hot topics in each big category are refined, and the original ecology of brainstorming is presented to the readers.

< /p >

< p > it is not arbitrary that we take the concept of "people's livelihood" in an ingenious way.

When we first collected technical problems, almost no one could clearly answer what is the most critical technology in practical application, and no one can take the industry's 6 key application areas in the 12th Five-Year plan as a panoramic view.

However, we find that the close relationship between industry and people's livelihood has made more and more enterprises focus on it. Some enterprises even have been recruiting so-called "people's livelihood technicians".

Some problems do not seem to be the key issue for experts and researchers, but their trend and foresight are enough to be popular.

< /p >

< p > when it comes to the most concern of "human resources problems", it is highly consistent with microcosmic feelings.

If brand, marketing, management and so on are still in the initial stage for the small and medium enterprises based industrial textiles industry, the practical significance of human resources planning for the development of enterprises is widely recognized.

As a technology intensive industry, the deepening of brand awareness, the implementation of marketing concepts, and the application of management skills should be more mature and systematic than before. All of these depend on fully excavating the wisdom of "human".

< /p >

< p > many weak links need to be generated. This is the hint of "12th Five-Year" to the mid term industrial textiles enterprises revealing their own confusion.

It is not deliberate that we put together 6 hot spots of the 6 categories of problems into a strategy for tackling key problems.

< span style= "font-family: song body; font-size:small >".

< /span > < /p > < p > style= "margin: 0cm 0cm 0pt"; "class=" MsoNormal "> span" span "(85, 85, 85);" Microsoft ";"

< /span > < /p >.

< p > HR < /p >

< p > 1 high-end talents are different from ordinary employees. For professional and privacy considerations, traditional recruitment channels like labor market, job fairs and recruitment websites are hard to find.

< /p >

< p > the company feels that it is very difficult to recruit high-end talents.

As far as we know, there are many headhunting companies in the home textile industry. Enterprises can find the middle and high-end talents that they need through them. These headhunting consultants are experienced, not only provide career development guidance and interview guidance, but also play a good coordinating role between enterprises and talents.

If there is such a headhunting company in the industry, the recruitment of high-end talents will surely be convenient.

Wang Wei, salesman of Sanyou nonwoven company, /p.

< p > 2 now, Post-80 and post-90 employees have high aspirations for jobs and jobs.

< /p >

< p > we are a small and medium-sized enterprise, not the highest in the industry, but certainly not the lowest, the pressure of employees is not very big, but do not understand why employees will leave frequently, seriously affecting the development of enterprises.

In view of the fact that people often take the reason of "inadequate training and limited space for promotion", we have tried to train their employees' professional skills and professional knowledge, but the effect is not very satisfactory. I don't know whether the training method is incorrect or is only an excuse.

Zhejiang sunshine nonwovens Co., Ltd. customer service department, Liu Qingqing < /p >

< p > 3, there is a shortage of advanced technicians and technicians in the company, and it is difficult to upgrade the industry and improve the quality in the short term.

< /p >

< p > although the number of orders has increased, the efficiency has not been improved. Although the product quality has been improved, the industry recognition is still not optimistic.

Nowadays, the mobility of workers is relatively large, and most of them are not skilled workers.

Under such circumstances, it is difficult for the company to achieve industrial upgrading and quality improvement in the short term.

- Li Jun, director of a spunlaced nonwovens production plant in Cixi, < /p >

< p > 4 the technical personnel, salesmen and business representatives of the company were promoted and promoted, but it was difficult to convince them in a short time.

< /p >

< p > the company has a backbone technician who surnamed Zhang. He did well in the acupuncture line. He also got along well with his colleagues and was very appreciated by the leadership.

Some time ago, the company promoted him directly to the workshop director without a post competition process, which was a good thing.

Some employees are directly reflected with the leaders. He is simply not competent for the job as director of the workshop. The reason is that although they can not say anything about technology, they lack skills in management, and can not handle all kinds of problems caused by sudden, vague and uncertain factors on their posts.

- Zhao Wuxiang, R & D Manager of a needle punched nonwovens company, "/p".

< p > 5 the enterprises who have done everything possible to recruit and train have had a certain qualification after two or three years of work. They have been hopping to the developed areas, resulting in technical and economic losses.

< /p >

In the previous period, the company suddenly appeared the resignation of the employees "group", which not only caused the company management and the broken chain of technical personnel, but the most worrying is that these employees have started from the front line and have been trained for several years in the company. It is now the technical backbone of the company, and it is well versed in the production technology of the company. This is a sudden resignation. If other jobs are pferred to the same company, it is a kind of business leaking and a potential threat to the company if we jump to similar companies to other enterprises, but we can not catch no release.

/p, director of Human Resources Department of a medical hygienic production enterprise in Fujian.

< p > 6 the company hopes to get manpower in the shortest time, but it often backfires. How can we make recruitment more efficient? < /p >

< p > the company's current recruitment process is: when department managers appear vacancies or need to increase their positions, they contact the human resources department and hope to get manpower in the shortest time.

So the human resources department recruits people through various recruitment channels, because the process of screening a large number of resumes, complicated interviews and qualified candidates themselves may take months.

In this way, recruiters may be struggling to fill vacancies in the whole process.

The result of recruitment may be valuable, but the process of recruitment is inefficient.

Jiangsu business manager Kang Huaxin Material Co., Ltd., span style= "font-family: song body; font-size:small".

< /span > < /p > < p > style= "margin: 0cm 0cm 0pt"; "class=" MsoNormal "> span" span "(85, 85, 85);" Microsoft ";"

< /span > < /p >.

< p > < a href= "http://www.91se91.com > > management skill < /a > /p >

< p > 1 how can the business departments and management departments of enterprises be efficiently streamlined? < /p >

< p > the function allocation of foreign companies is very meticulous. Every department and everyone has a clear division of labor, especially the business departments and management departments are required to be efficient and streamlined.

The company has followed a foreign enterprise to make a clear division of labor and streamline its departments, but the final effect is not satisfactory.

The labor cost in China is increasing day by day, and many employees are not strong enough to have a sense of danger for their jobs. After two months' probation period, wages have been released quite a lot, but the management of enterprises has not improved significantly.

Shaoxing Hualian Nonwovens Technology Director Wan Gang /p

P > 2 companies adopt a one-way and vertical communication mode, from upper to the next layer of information.

But as the company grows stronger, there will be problems with this communication mode.

< /p >

< p > with the gradual growth and development of the company, the products produced in recent months are mostly defective products, which now leads to single dares.

For example, from the first process, step by step in accordance with the raw material ratio, but finally came out of the bad products. In the middle, there are QC tests, and engineers follow up, check them down one after another, each department shirk its responsibilities, and the reason is very full.

Because it is impossible to find out who is responsible for it. In the end, it will not be clear. This will cause the company to be in a state of loss for several consecutive months.

Zhang Shan, /p, director of a wet towel production plant in Hunan.

< p > 3, is there any way to improve the ability to resist risks by restricting the size of enterprises and the channels of information? < /p >

< p > at present, the low-end market of domestic automotive interior products has become saturated, and even the phenomenon of overproduction has even appeared. If not immediately innovating, enterprises will go downhill, and vicious competition in the domestic market will often lead to price war, causing some customers to appear "run alone" phenomenon, resulting in backlog of products.

Nowadays, the scale and information channels of enterprises are very limited. If we want to change the direction and develop high-tech products, we must increase investment in new products, new processes, new technologies, scientific research and so on. It is very difficult.

In addition to developing high-tech products, is there any other way to enable enterprises to rapidly increase their risk resistance? -- manager of Shaanxi Long Taixin Materials Co., Ltd. Li Yimin < /p >

< p > 4 new product development is a topic frequently faced by industrial textile enterprises. However, its complexity lies in not only upgrading the technology itself, but also bringing about the coordination and unification of the management level of the company.

< /p >

< p > a mode of production called "simultaneous product development" has become popular in many enterprises, referring to the fact that enterprises are specially responsible for new product development from different departments.

However, some enterprises do not agree with them. They think this will bring about the delay of product design, and marketing departments often feel that these new products are priced too high, and the contradictions between them are constant, but they delay production.

But we feel that it is an inevitable trend to involve the marketing department in product research and development.

Liu Dagang, Human Resources Department of a nonwoven company in Shandong, /p.

< p > 5 in the enterprise management behavior, most of the running state is open-loop and uncontrolled. We are not solving the problem of opening up from the mechanism and means. Instead, we are repeating the story yesterday.

< /p >

< p > the so-called open-loop, uncontrolled business management behavior is like a blind man running on a road with blind eyes.

This phenomenon often occurs in enterprise management behavior: not only the president does not know the situation at the grassroots level, but even the class leader is just giving orders, not much inspection and guidance, so the current enterprise management has become the only link of "layout work", rather than the unity of layout, inspection and guidance.

Jiangsu and Tai needle carpet factory director Zhu Peng < /p >

< p > 6, in order to inject advanced management thinking, enterprises have invited "foreign experts" to be staff officers, but how foreign experts and local employees integrate into one is a problem.

< /p >

< p > enterprises have invited some "foreign experts" to impart management experience, some are phased implants, others are staying here for a long time.

Because of different cultural backgrounds, with some foreign experts, some local employees can not immediately accept their management style.

They believe that although foreign experts are experienced in their work, they do not understand China's national conditions and the practical problems of Chinese enterprises.

In addition, language is also a major obstacle.

- Wang Sen span style= "font-family: song body; font-size:small;", head of Technology Department of a large nonwoven enterprise in Zhejiang.

< /span > < /p > < p > style= "margin: 0cm 0cm 0pt"; "class=" MsoNormal "> span" span "(85, 85, 85);" Microsoft ";"

< /span > < /p >.

< p > marketing concept < /p >

< p > there is an order, but it takes a long time. Although it is made, there is no money to earn it. < /p >

< p > the company mainly produces less than a href= "http://www.91se91.com/news/index_c.asp" > nonwovens < /a >, the equipment is imported from abroad, but the products recently have been returned frequently. The engineers, designers and teachers of the company are shirking their responsibilities. They are not united at all. Now, the teachers are all absent-minded, and they do not work overtime when they rush to catch up, and they can not fire them in the rush hour.

The company's current situation is that there are orders to do, but for a long time, although the product has been made, but the product quality problems, the volume of returns, the company can not make money, long-term meetings and communication can not solve this problem.

Chu Ying, director of a spunbonded nonwoven production plant in Zhejiang, "/p".

< div style= "left: -1000px; top: 183px; width: 1px; height: 1px; overflow: 1px;"