Five Strategies for Steady Development of China's Interior Door Enterprises

China's interior door industry has developed rapidly in recent years, but it has also accumulated a series of problems in the process of rapid development. Industry analysts believe that interior door companies want to develop steadily, and it is the best choice to go lightly. At the same time, they must also improve the internal scientific management level of enterprises and enhance their competitiveness.

Strengthen team coordination Whether it is a service order or a production order, there is an order fulfillment process. The production and operation system can not be separated from the coordinated operations of various departments of the company. The company's production capacity is stronger, there is no marketing department orders, what to produce? Conversely, the marketing department orders ability and then strong, there is no coordination of the production department, single access to what use? Interior door companies need to order and R & D The departments carried out bundled linkages to enhance the R&D department's awareness of actual and heavy markets and enhance the unity and coordination of various systems.

Introduction of lean production model According to the person in charge of the small poplar industry, “In recent years, due to the impact of rising raw material prices, related exchange rate changes, and rising domestic labor costs, the operating costs of interior door companies have significantly increased, which restricts the production of enterprises. The normal operation of the department. For this purpose, the interior door companies can import the lean production model."

The core of the lean production method is to eliminate all inefficient labor and waste, and to set goals in perfection. By continuously reducing costs, improving quality, increasing production flexibility, and achieving no waste and zero inventory, we can ensure that companies are in the market competition. Advantage. At the same time, lean production devolves responsibility to all levels of the organizational structure, adopts the group work method, fully mobilizes the enthusiasm and intelligence of all employees, and eliminates defects and waste in every position in a timely manner.

Fine management In the face of market changes in the new era, the interior door manufacturing industry must implement reforms to achieve internal breakthroughs. Fine management emphasizes a system in which each employee in each position must do his own thing well, without looking for any excuse, even if it is a reasonable excuse, trying to complete the task. At the same time, the company must pay attention to the details of strategy formulation, formulate strategies, develop and design products, and make every detail of product development a success. To operate workers, every operation step must be done well. The detail management should be implemented to any person's behavior.

Rationally optimizing the allocation of resources The responsible person responsible for product production at the Lushuimen Door Industry Co., Ltd. said: "To achieve internal breakthroughs within the company, we must use resources to the utmost, and be more economical and efficient." He said: "This must be done around two goals: The first is to eliminate the work that does not add value, to eliminate the waste of efficiency in the inefficient use of activities and resource utilization efficiency; the second is to quickly respond to the market, the transformation of existing equipment and the use of advanced technology based on actual needs for production, in the increase At the same time as production, to avoid unnecessary capital and technical waste."

Do a good job of cost control The purpose of the interior doors business is to make profits and maximize profits. For most of today's businesses, small profits also require rapid expansion. Without low-cost operations, it is difficult to survive. The purpose of cost control is to continuously reduce costs and gain greater profits. When setting target costs, the company must first consider the company's profit goals, and at the same time, consider competitive sales prices.

Cost control is to reduce the number of projects and tasks with ambiguous targets. In the case of a clear corporate goal, each project and task is to serve the goal; the costs of each department must be defined and the highest cost must be calculated. The quotas are then horizontally decomposed and implemented in various departments, vertically decomposed into groups and individuals, and linked to rewards and punishments; cost accounting, refined management, and the quantification of standards without figures, can no longer address frugality and control.