Made in China Efficiency Battle

In recent years, with the gradual slowdown of economic development, the advantages of land and demographic dividends are no longer available, and the development of China's manufacturing industry has fallen into a bottleneck period. Faced with this predicament, more and more enterprises are awakening to increase their efficiency in order to enhance their competitiveness in the international market.

However, efficiency has always been the fatal flaw in China's manufacturing industry. According to public information, the current efficiency of China's manufacturing industry is only equivalent to 19.8% of the United States, 21.3% of Japan, and 24.8% of Germany.

Chen Zhaofeng, PwC China Industrial Industry Management Consulting Leader, believes that the efficiency of China's manufacturing industry in manufacturing and supply chain management is at a medium level globally, which is comparable to that of the world's leading manufacturing industry. There is still a certain gap. In some areas, the overall efficiency of Chinese manufacturing is at an upper-middle level. "Because of some industrial product categories in China, its industrial upstream and downstream supply chain clusters are relatively complete, so relatively speaking, the overall efficiency will be relatively high." Chen Zhaofeng said.

From the perspective of the development pattern of the global manufacturing industry, four echelons have been basically formed: the first echelon is the global technological innovation center dominated by the United States; the second echelon is the high-end manufacturing field, including the European Union, Japan; the third echelon is the low-end manufacturing field, mainly some emerging countries; the fourth echelon is mainly resource exporting countries, including OPEC countries, Africa, Latin America and other countries. Xu Haiping, deputy general manager and senior partner of Hejun Consulting and director of the Industrial Enterprise Strategic Performance Management Research Center, said: "China's industry as a whole is relatively backward, and it is still in the late stage of 'industry 2.0' (electrification), and 'industry 3.0' (information It is yet to be popularized, and 'Industry 4.0' is doing some demonstrations. Therefore, the whole is still in the third echelon."

It can be seen that the above situation fundamentally requires Chinese manufacturing to pursue scale growth. Turning to efficiency improvement, efficient, independent and precise production and management will be the only way for the transformation and upgrading of China's manufacturing industry.

Production change

From the perspective of the development pattern of the global manufacturing industry, in order to meet the challenges from production efficiency in China's manufacturing industry, Chinese manufacturing enterprises must quickly adopt digital technology.

A recent survey by the Boston Consulting Group shows that the use of new technology in Industry 4.0 will increase the production efficiency of Chinese enterprises by 25%, thereby creating an additional value of 6 trillion yuan. Its report also pointed out that nine digital industrial technologies will be the key to the success or failure of Industry 4.0, these technologies include autonomous robotics, additive manufacturing, augmented reality tube technology, simulation technology, horizontal and vertical system integration, industrial Internet of things, cloud computing and Cybersecurity and Big Data Analytics.

From the perspective of the current transformation stage of China's manufacturing industry, Xu Haiping believes that the mode of intelligent manufacturing can be divided into three stages: intelligent manufacturing system integration, intelligent factory and intelligent industry. At present, my country is in the middle of intelligent manufacturing. The beginning of system integration, through the intelligent transformation of hardware, to achieve efficient and rapid production.

At this stage, more and more factories have been upgraded with different degrees of automation, but the upgrade of hardware equipment is not enough. To achieve the goal of maximizing efficiency, manufacturing Enterprises should also focus on software innovation capabilities and digital technology, optimize and upgrade in steps and stages, and carry out comprehensive intelligent transformation in an orderly manner.

First of all, the use and operation and maintenance of automation equipment need to rely on technical means to maximize efficiency. Chen Zhaofeng said: "In order to maximize the performance of high-value production equipment, it cannot be carried at full capacity until it is damaged, and then stop production for maintenance. Instead, digital and intelligent means should be used to do some predictive Maintenance. For example, by establishing a digital model and using AI to predict how long the device will run, it will have to be stopped for maintenance and repairs. With such predictive maintenance and repairs, the use efficiency of the equipment can be optimized and better extended The service life of production equipment.

For the transformation of manufacturing enterprises, using new technologies to operate, maintain and upgrade hardware devices is the beginning of intelligent transformation. Next, do a good job in procurement, production, and logistics and distribution The key to improving production efficiency is the integrated planning of the company.

In order to improve efficiency, Hailutong, a communications digital product company integrating R&D, manufacturing and sales, has been working for 6 years. It has invested more than 60 million yuan, effectively reducing the company's overall operating costs and increasing efficiency by more than 30%.

During this period, Hailutong gradually opened up the overall information flow within the company , equipped with ERP enterprise management system, WMS warehouse management system, SCM supply chain management system, CRM customer relationship management system, and PLM product life cycle development system in different links.

Digital supply chain The successful upgrade has enabled Hailutong to standardize, integrate and refine the processes of incoming materials, order placement, storage and delivery; realize the transparency of information such as product quality inspection, logistics and distribution, and effectively improve the logistics turnover rate and Utilization of automatic storage space; From the perspective of customer management, by collecting and analyzing customer orders, Hailutong improves the rationality of sales plan formulation and avoids blind production.

It can be seen from the above cases that, The digital transformation of production methods can bring long-term benefits to manufacturing enterprises and effectively enhance their market competitiveness.

In addition, intelligent product services are a new dimension that reflects manufacturing efficiency. For example, aircraft The engine is a digital and intelligent product. It uses the technology of the Internet of Things to collect data from product design, production to operation. Now it has developed to not only sell products, but sell services, that is, for the engine in the A large amount of data generated during operation is used to calculate, predict and guarantee the efficiency and life of the engine.” In this way, companies can negotiate prices according to the length of use, rather than one-time product sales. "Chen Zhaofeng said.

Management change

China's manufacturing industry is accelerating the pace of "machine substitution", but the management thinking of factories is still at the original stage. If enterprises want to truly realize production In order to effectively change the way, process reengineering and comprehensive management system are needed.

In the transformation of management concept, some methods that are popular all over the world and have been proved to be effective, such as the management model of Toyota in Japan , in the goal of reducing costs and increasing efficiency, they have achieved remarkable results, which are very worthy of reference.

Guangzhou Minshi Digital Technology Co., Ltd., a manufacturer of automotive rear-view products, has encountered rising labor costs and sharply rising production costs. , the challenge of insufficient innovation ability, for this reason, it has carried out the remodeling of process optimization management.

The specific optimization path is that the functions and operations of each department and each position of the company strictly follow the automotive The industry's TS16949 management system has formed the process idea of "input must have output". From customer project negotiation, to development and design, project trial production, quality inspection, mass production, shipment inspection, and finally to user investigation, each Rigorous docking and precise supervision of the process are achieved in all links.

The founder and general manager Shi Ximin believes that process optimization management is a relatively deep level of the company's process, organizational structure, culture, product structure, etc. Sort out and optimize to achieve the continuous growth of the company's performance. Clear responsibilities and optimized procedures can better stimulate the potential and enthusiasm of employees, thereby improving the overall operating efficiency of the company, market responsiveness, and enhancing the company's core competitiveness.

In addition to the reengineering of management processes and the establishment of management systems, the internalization of advanced management concepts into the organizational capabilities of enterprises is also an important dimension of enterprises' digital upgrading. Pakistan is a relatively well-known organizational model. In addition to Japan, there are also successful cases in China, such as Handu Yishe. "Xu Haiping said.

It is understood that, in order to solve the problem of low efficiency between departments, Handu Yishe has divided the traditional design and sales departments into several three-person teams (design and development). personnel, page producers, inventory and purchasing managers), forming a minimum unit operation system that unifies responsibilities, rights and interests. In addition, every 3-5 groups will become a large group, and every 3-5 large groups It becomes a product department, in which each group begins to become specialized, and at the same time is related to the interests of the larger group, so there will be sharing and communication internally, and competition and cooperation will achieve a virtuous circle. "I think Execution is the key, and building a corporate culture of execution will help improve efficiency. Xu Haiping concluded.

In summary, Chinese enterprises can use automation and robots to improve efficiency, but its implementation is staged: from hardware to software, to data, and then to intelligent Management should be built up layer by layer.

I think it is more important for Chinese companies to have the confidence and motivation to make changes. Through this epidemic, everyone has actually seen that if you are in Some aspects are controlled by others, so it is difficult for you to have the initiative, and therefore it is difficult to survive under the crisis. Therefore, I believe that through this impact, Chinese enterprises will also begin to seek iterative upgrades in their technological level, and the global market will also usher in a new era. In such a big environment, Chinese enterprises must take the initiative to change. We suggest that they should strengthen their internal skills internally and establish an ecological circle of industry strategic cooperation externally. How to make good use of some external forces to achieve cornering overtaking is a transformation and upgrading A key to the path." Chen Zhaofeng concluded.