The 16 problems at the wire and cable factory will never be strong.
Source: Cable recruitment network
In recent years, with the rapid development of China's economy, the market demand for wire and cable has gradually expanded, which has also brought opportunities for the development of wire and cable enterprises. At the same time, the products of China's wire and cable enterprises have gradually transitioned from development to maturity. As an important part of enterprise management, marketing management is very important. Some enterprises are capable of following suit, and the following 16 aspects reflect the current state of internal management of cable factories. To make changes, we must make a firm determination to improve the quality of people. Through targeted training to change old thinking patterns and ideas, constantly accept new management ideas.
1, the sense of unity and cooperation between departments is poor, always self-centered, regardless of the overall situation, never actively communicate and collaborate with others, narrow-minded people even put resistance to work.
2, from the team leader, supervisor to the factory director never in-depth reading and analysis of production process requirements, it always seems to understand or not understand, the production progress is always oral, lack of detailed specific plans, how much to do. "As fast as you can", "almost", "impossible" and "I can't help it" are often mentioned.
Most workshop supervisors and team leaders usually like to say: "I told him", "really troublesome", "almost done" and other irresponsible words. The sense of quality first is very thin.
4, factory director, supervisor, team leader lacks the concept of cost accounting, number and table management, never do standard field records, do not know how to control the flow, a large number of semi-finished products can not be finished, the last time a large number of back repairs.
5, the manager, the factory director will only give the task, how to correctly guide the actual operation of employees do not do analysis and research, the on-site handling of problems is always not thorough, not decisive. There is no right way to do the right thing.
6, team leader poor quality awareness, numb pursuit of output, do not open prenatal analysis will strengthen control, always wait for problems to remedy. Work is inefficient, dealing with problems is fruitless, and you never have the habit of reporting your work.
7, the quality of the problem is not resolved as soon as possible, but in the office to investigate the evidence, pull, blame, curse, escape and push the responsibility.
Work between departments is not coordinated, job responsibilities are unclear, daily work is not planned, actions are not targeted, and operators lack sense of responsibility. Lack of communication and discussion among salesmen, buyers, technicians and departments.
9, the on-site production process management is not standardized, the procedures are chaotic, the team leader will not write the process, measurement work, the piece-work price is unreasonable, causing employees to be emotional, every month at the end of the salary always employees to the office or find the boss to complain.
10, production process data preparation format is neither standardized nor standardized distribution, what data should be sent to whom? Who checks? To whom? How to archive numbered binding, etc., always looks messy, and it is difficult to find a piece of information. The guests couldn't even find a sample when they examined the goods.
  
11, procurement without specific plans, poor follow-up, not arrived, should not arrive first, seriously affect the progress and delivery of production departments. When the warehouse is issued, the procedures are unclear, the management system is not complete, and there are often a few missing items, supplements, and even misissued accessories causing serious losses.
12, external and unordered operations, often wrong materials, and processing plants pull skin, the relationship is tense. Quality control is even more foggy, and there are often incidents with shipments.
Senior leaders lack the overall planning ability and organizational education ability. The overall quality education and skills training of the workforce are not in-depth enough. A company that lacks corporate culture is equivalent to no soul, not to mention cohesion and loyalty.
Heads of departments lack strict organizational discipline, are not strong in principle, and are not sufficiently able to execute them. Their professional ethics and loving and professional attitude have problems, and they can not talk about educating subordinates.
15, employees scattered, often take leave, work efficiency is low, complain about low wages all day, frequent flow of people, the workshop is always to the end of a large number of deliveries to the back, Yan returned to repair no one cares, and finally overnight can not deliver on time, resulting in customer complaints, air transportation, deduction.
At the critical moment, the factory director and workshop supervisor lack the initiative and on-site coordination and organizational command ability. Each shipment is always busy, chaotic, poor, and wrong.
The innovation of enterprise management should start from several aspects
Regardless of any industry, management is the cornerstone of the development of the company, and it is also an eternal topic of the company. The cable and cable company is no exception. As a production and manufacturing industry, management is particularly important, and it is directly related to the profitability and profitability of the company. Therefore, every wire and cable enterprise attaches great importance to management. Any kind of management is not omnipotent, and it must be constantly changing with the changes of market environment. This requires continuous management innovation. Innovation is the driving force of modern enterprise progress, and it is the decisive factor to enhance core competitiveness, achieve leapfrogging development and achieve sustained growth

For wire and cable enterprises, important management innovation should start from several aspects. First of all, we must take the initiative from a correct attitude, have a proactive consciousness, and do not wait to rely on, and take the initiative to attack. At present, the new product development of wire and cable is very fast, the life cycle of the product is shorter and shorter, and there are more and more new fields involved and new topics encountered. How are the technical requirements determined? How to deal with special requirements? Where's the standard? Many of these are new problems that are unique to China. Industry standards and national standards have not yet been promulgated, and the environment for the use of relevant international standards does not include these conditions. Ensure product quality and meet customer requirements. Compared with the enterprise standardization in the original planned economy era, the responsibility for enterprise standardization is greater. It is necessary to urgently establish enterprise standards to guide product development and product production.

In recent years, the news about the quality of wire and cable products has been continuously seen in the media. To improve the level of enterprise development, we must first ensure the quality of products. Therefore, improving the management and innovation ability must improve the quality of enterprise products and lay a solid foundation for ensuring product quality. Although the enterprise quality management system is established, it will encounter new problems and need to be improved continuously. It is an eternal subject of enterprise standardization to improve the quality management system. When national standards and industry standards lag behind the development of new products, enterprise product standards are an important guarantee for enterprises to participate in international and domestic market competition. The quality of enterprise product standards undoubtedly determines the competitiveness of enterprises in the market.
We will create new and pragmatic systems for building technological standards for enterprises and enhance their competitiveness. There are differences in enterprises: different scale, different products, different technology fields, and different customers. It is impossible to use the same method. A unified technology system can solve the problems of enterprises once and for all. Enterprise standardization must be innovative and pragmatic. Standardization of enterprises should be a priority. At the same time, the drafting of standards has applied for patent protection, and joint research institutes and other institutions have verified the standards article by article. At the same time, they must invite state-level experts in the industry to check the standards, which can better improve the quality of corporate standards and the release of corporate product standards. To win the market to ensure the quality of products laid a solid foundation.
Enterprise management innovation should be market-oriented, vigorously develop new and high technologies, promote the application of new knowledge, technologies and techniques, actively develop new products, and actively promote reform of the science and technology system. The company's technological achievements are finally manifested in products and reflected in the market. Because of the active adjustment of product structure, the company strives to develop products in the direction of high technology and high added value in order to speed up the pace of technological innovation. We will continue to make breakthroughs in key areas and, in accordance with the strategic principle of "market-oriented, high starting point and high added value", focus on launching a number of products with strong market demand and high technological content. Adhere to the combination of production, learning, and research, and adopt the method of self-research and development or external introduction, and jointly develop with research institutes, institutions of higher learning, and industry manufacturers, so that new products are developed with high efficiency, results are promoted and applied quickly, and information feedback is timely. We will strictly establish a project system for new product projects, vigorously tilt resources such as capital and manpower toward new product research and development, set up new product research and development awards and new product sales awards, and attract relevant personnel such as production and sales to participate. Give full play to the collective advantages of the integration of "research, production, and marketing" of new products to provide favorable guarantees for project implementation. At the same time, we should actively participate in the drafting of industry and national standards.
With China's economic development, China's cable companies should pay more and more attention to internationalization. In fact, many large cable companies in China have already begun to internationalize their layout. Whether it is Far East Cable or Hentong Group, it has already begun to expand overseas. However, whether it is wire and cable enterprises, or other enterprises, lack of experience in internationalization, what procedures should the internationalization of wire and cable enterprises follow, and how should the international management system be established? It has been put on the agenda. Internationalized management is not good, and it is easy to cause quality problems to cause customers 'dissatisfaction or complaints. Internationalization has attracted extensive attention and attention from the wire and cable industry. Internationalization contains technologies and benefits. Some of the standards quoted in the output products are mature and seem simple in foreign countries, but they contain technical know-how. They must be very careful and must establish development procedures. The establishment of an approval and approval system will cause accidents. Continuous improvement of quality management system is an eternal subject of enterprise standardization, and continuous improvement can make enterprises have vitality and adapt to changing environment and space.
Management is the fundamental management, management innovation must make the staff level continuously improve, which requires enterprises to have a good cultural construction, enterprises to strengthen the standard training, improve the standard level of all personnel. For example, building a public network of enterprise technical standards; Standard by category, by product catalog, including PDF standard text, with a quick search function. This facilitates the declaration of standards and the use of standards, and the use of standards by technicians is also very convenient and fast; (a) The need for the articulation of important standards and the identification of important standards(domestic and foreign standards with significant links to the industry); Translation of important foreign language standards is a problem that can not be ignored and should generally be assisted by professional institutions and personnel. Grass-roots inspectors should also be included among the focus groups for basic standard learning.
In the complex environment of rapid changes in science and technology and operating environment, the managers of wire and cable enterprises must grasp the new trends and new requirements of management innovation development, continuously carry out management innovation, and infiltrate innovation into the entire management process. It is necessary to set the stage for employees to be creative, so that everyone has the opportunity to become an innovator. We must pay attention to the cultivation of individual culture, create a unique business model, and make enterprises invincible in the market competition. In particular, in the context of the deepening of informatization, marketization and integration, enterprises must continue to innovate in concepts, technologies, organizations and institutions, and use new theories to guide their management in order to survive changes. Development in innovation.