Since the outbreak of the economic crisis in the second half of 2008, its impact has been unprecedented, and both foreign and domestic markets are in a slump.
Since the second half of 2009, China's economic situation has begun to stabilize and the majority of enterprises have begun to stop falling and profit, and the wolf smoke of the crisis is about to dissipate. Before the crisis, we were busy with orders. In the midst of the crisis, we were busy with winters because of shrinking orders. Now we are still busy recovering from the market after the crisis. However, this crisis leaves us with a lot of things worth considering and worth summarizing.
Crisis testing is the resilience of enterprises to withstand market volatility. Without reasonable regulation and control, companies that only look at production in the crisis will only use the strength of their spine to challenge the pressure of the crisis in their own crisis. The enterprises that are inadvertently flashed are invincible. number. Many companies in the crisis have taken positive measures and received very good results. Therefore, the first thing we need to do at this time is to sort out some effective measures in our crisis, sort out the written documents, and keep them for future reference. No matter whether there is a crisis in the future, companies can take these precious experiences to fight. Business sea, to win business opportunities.
The forum is a reporter of "Metal Processing" mainly through the drafting of enterprises, interviews, and the selection of a lot of corporate information in the sea. Because of the differences in the company's product structure, enterprise system, management, etc., it cannot be said in a unified way. Enterprises generally solve the crisis from management, talent, innovation, investment, customers, and cost reduction.
Sandvik Coromant: Reduce costs and increase efficiency, focus on customer success
In 2009, Sandvik Coromant adjusted its marketing strategy in time for the global economic recession, and proposed to solve the problems faced by customers from the customer's point of view when the economy was in a low point, and create value for customers in the true sense.
Tooling plays an important role in reducing the cost of production in the field of machining, and tool suppliers also have a broad space to play. In general, tool consumption accounts for only 3% to 5% of the total cost of a single part, but by optimizing tool applications and processes, it can bring 15% or more savings to total production costs.
In recent years, Sandvik Coromant has achieved good results in the industry based on the theory of manufacturing economics (PIP, Productivity Improvement Program), and has been fully recognized by customers participating in this program. The “efficiency improvement plan†has dual purposes and effects: first, to improve production efficiency, and second, to reduce production costs. PIP combines two objectives organically, which is to reduce production costs by improving efficiency and benefit from efficiency.
In the economic environment of 2009, the most concerned about machining companies is how to effectively reduce production costs. In order to meet the needs of customers and to cope with the challenges of the financial crisis, Sandvik Coromant's work focus has also changed from how to improve the efficiency of customers to how to save costs for customers, and officially launched the “cost reduction plan†(CRP, CostReduction). Program). From PIP to CRP, this is more than just a name change. It represents Sandvik Coromant's commitment to fulfilling its brand promise – “focus on your successâ€. In the “Reduction Cost Planâ€, Sandvik Coromant engineers will work with customers to sort out the processes that can lead to cost reduction in the production process and propose improvements, and implement them under the premise of the customer, thus reducing the overall size of the parts. Processing costs and improve customer profitability. In many machining companies, the “cost reduction plan†can enable customers to obtain cost savings of more than 100,000 yuan or even hundreds of thousands of yuan per year, and the work of “reducing costs and increasing efficiency†has been affirmed by more and more customers.
How Isa Faces the 2009 Economic Crisis
Although the global economic turmoil has been reflected at the end of 2008, as a tool industry in the basic industry, Iskar China does feel the impact of the economic crisis in early 2009, especially with the stagnation of customer production projects. In the automotive industry, similar situations are reflected in the various companies in Iskar Global. Faced with this situation, Iska executives used the classic theory in "Who Moved My Cheese" to motivate the salesperson: instead of being unhappy with the changes in the big environment, it is better to adapt to change as soon as possible, continue to explore new cheese, and find new customers. . At the same time, Iskar did not start to take all measures like many companies, such as layoffs, reducing market activities, and tightening costs. On the contrary, taking full account of the importance of talent pool, Iskar attracted more during the economic downturn. Excellent backup force for a thick and thin hair. In addition, the concept of thick and thin hair has also made Iskar pay more attention to the development of new products. For several rising industries, such as wind power and nuclear energy, Iskar has given more technical investment and completed the economic recovery. adequate preparation!
Although we use a lot of work to compensate for the pressure of the economic crisis, this emergency has also made us realize that: First, the 21st century economic crisis cross-regional cross-border industries, we must pay attention to and analyze the economic problems and hidden dangers in any region. Take the corresponding measures in advance; second, the crisis has shown us the importance of multi-field development. Since the auto industry only accounts for a part of the company's sales performance, the severe impact of the economic crisis on this industry has not caused any fatal impact on Iskar. Our losses are also balanced in other industries; third, talent is the core of the company, especially in the face of volatility shocks. Only by paying attention to improving the overall quality of employees and enhancing the cohesiveness of the team can we expect their potential in the face of crisis!
Mitsubishi Electric Dalian Machine Co., Ltd. is people-oriented At the beginning of the financial crisis, we also adopted labor adjustment (to give employees more time to study and train, rather than layoffs) and some temporary measures to shorten the funding. For the financial crisis, we still see the hope of the industry, so we have been committed to the development of new products. Our plan is to have two new EDM products in the Chinese market in 2010, hoping to gain a certain share.
At the same time, the corresponding strategies include the strengthening of the factory system, the strengthening of the supply period, the quality enhancement, the reduction of manufacturing costs, and the supply of spare parts. In fact, in Japan, there is a similar economic crisis every ten years, and everyone has similar experience. We still feel that we must be people-oriented, people are the first, as long as there are people, there is nothing that can not be achieved. The economic crisis is actually a spring. Through his reaction, we believe that the next wave of development must be more than before and have greater development.
Seco's "FIBE" program challenges the crisis
The current financial crisis has hit China's manufacturing industry. In the fourth quarter of 2008, the tool market fell by 40%. By the end of September 2009, the cumulative year-on-year decline was still 30%. The reduction of market capacity has tested the survival of enterprises. In addition to preparing various plans to cope with the decline of the market, Seco Tools has taken a positive attitude to meet the challenges of the crisis. Seco China proposed the slogan “Being the Winner DuringRecession†and formulated the “FIBE†program to meet the crisis.
“FIBE†scheme means: “F†is Focus on Growing Industrial Segments; “I†is Increase Number of Customer and Increase Number of Distributor; “B†is Based on providing winning solution to customers and based on building deep customers relationship; "E" is Execution (enhanced results-oriented execution) .
In summary, it is focused on improving management execution based on goals, results, and solutions and customer relationships.
Kunshan Beihao Machinery Co., Ltd. has taken many measures to deal with the crisis
As a professional tool magazine manufacturer supporting the machine tool, we have five main measures to deal with the financial crisis: one breakthrough, two persistence, three measures, four grasps, and five commitments.
A breakthrough: to face the impact of the current market shrinkage with new innovative thinking and a more positive attitude, to integrate resources with reverse thinking, and people-oriented management to drive the recognition and enthusiasm of all employees.
Second, adhere to: continue to develop new, market-oriented and more competitive tool magazine products during the lag period; adhere to the quality and delivery time, and form a mutually beneficial relationship with the machine tool factory.
Three measures: open source, throttling, and control. First, divert the newcomers who have just entered the company or just arrived. Secondly, the departmental integration, the department is compressed, reorganized, and organized to oscillate. The previous work of a pit and a pit has become a multi-functional work, giving a number of tasks, and compressing the system of the previous five-level management of the company. Level 3. Once again, the company has been streamlined and the company's normal production and operations have not been affected, as the staff has been compressed by more than 2/5.
In terms of materials, we have classified the ABC according to our priorities.
First, digest the stocks, minimize the purchase of non-urgent materials, and then fully communicate with the suppliers, try to extend the payment time, and divide the original purchases once a month into three times to reduce expenditures and ease the pressure on capital turnover. In the most difficult time, the company implemented batch salary reduction. The higher the level, the greater the salary reduction. The grassroots employees and technology have almost no reduction in salary. There are clear requirements for the temperature and switching lights of the air conditioner, and the management cost is minimized. .
Four hurry: seize business, efficiency, inventory, and cost. Grasping the favorable opportunity for machine tool enterprises to continuously introduce new products during the crisis, we have developed many new supporting products, stabilized old customers, developed new customers, and cooperated with customers to develop new models and new products. Within the integrated management, the project's technical transformation and improvement of quality and efficiency and cost reduction have significant results.
Five Commitments: When you do it, you can do it, be proactive, and develop your potential to create a win-win situation.
Three Korea's growth in adversity is progressing in adjustment
The gloom of the 2008 economic crisis has also spread to Ningbo Sanhan Company. However, after a short period of hardship, we have adjusted the production and sales, and strived to improve the comprehensive competitiveness of “Made in China†CNC tools, and timely “tools made in Chinaâ€. "Promotion" directly reduces the production cost for the end users and grows together in the face of adversity.
In order to effectively integrate the Sanhan tool industry chain, we efficiently coordinated the storage and distribution functions of seven sales branches and 50 agents across the country, reducing the logistics transit time that was originally sent directly from the Ningbo factory. At the same time, it strengthened the technical guidance provided by the tool R&D department to the agents, helped the agents to strengthen the related technical services to the end customers, actively sought two-way technical exchanges, and developed high-efficiency and low-cost non-standard cutting tools for customers. In just one year, we have developed a series of "effective" tools for large and small end users, such as special grooving tools for train wheels, special tools for pulleys, special tools for heavy cutting, and special tools for sealing joints for hydraulic pipe joints. The product. Through this in-depth cooperation on the technical level, the hard strength and credit of Sanhan brand tools have been further recognized by customers, and the “knives localization†procurement awareness has been further enhanced in the domestic customer base.
Under the background of the "Made in China" traditional products, the "Made in China" CNC tool is gradually breaking the monopoly operation situation and high-priced sales system of international tool brands in China for more than 20 years, effectively defending domestic users. The brand and price competition freedom when the tool is purchased directly reduces the user's tool cost. In terms of CNC tool holders, 90% of the domestic tool holder market in 2000 was occupied by international large and medium-sized brands, and the average selling price was around 500 yuan/ton. In 2009, 70% of the domestic tool-tool market was domestically produced. Occupy, the average selling price is around 150 yuan / ton (even the average selling price of international big and medium brands has dropped by 20% to 30%). This shows the importance of “Made in China†products, and Sanhan knives are constantly promoting innovation, continuous improvement, and constantly for other fields, under the promotion of the development significance of “Made in China†CNC knives. Made in China "provides more "cutting tools" that are more suitable for production.
Songde: Enhance its core technology
In the financial crisis, who can stand firm and who can not fall, who can occupy the commanding heights of this industry in the spring after the crisis. To achieve this, the key is to optimize the product structure and manufacturing level of the company and enhance its core competitiveness. To be able to withstand a storm like the financial crisis, you must first realize the possible crisis when there is no crisis.
The fundamental way out of the predicament is not to "crowd the group to warm up", but to accumulate soft power with a stronger sense of crisis and achieve breakthroughs in products, technology and business models. Continuous analysis and research on the product market, continuous improvement of product technology in line with market needs, and adherence to brand connotation are an important experience for Songde CNC to survive the financial crisis. Only by understanding the customer needs of the market segment and understanding the various requirements of the customer's production tool, we can design or improve the product to meet the customer's needs, meet or exceed the customer's expectations, and establish a mutually beneficial relationship with the customer. Long-term development of the product level of Songde CNC to continuously improve the customer's manufacturing level and reduce the customer's manufacturing costs.
Weihongxin precision machine tools create value for customers with professional advantages
Under the financial crisis, many companies are more rational in their operations and pay more attention to the ratio of input to output. We are a company with 20 years of deep hole process research and deep hole machine tool manufacturing experience. Under the same conditions of use, the deep hole drilling machine tools manufactured by the company have not lost their performance in advanced countries such as Europe and America, but the price is different from them. /3~1/2; In terms of sales methods, we pay attention to using data to speak. For each processing condition, we have detailed process parameters from long-term practice. Therefore, for the customer's needs, we can use the data to calculate the input-output ratio with the customer, and use the data to calculate the cost with the customer. Machine tools in developed countries also have data, but they may be retained to some extent. In order to solve the worries of customers, we take advantage of our technical experience in the field of deep hole drilling, and also undertake processing business for customers who purchase Weihongxin machine tools. Two companies in Kunshan and Suzhou sell machine tools by contracting customers for business. .
Related Links
Wang Liming, Director of the SME Department of the Ministry of Industry and Information Technology, said at the IBM 2009 Mid-sized Enterprises Summit Forum and China Mid-sized Enterprises Successful Strategy Conference: "In response to the impact of the financial crisis on enterprises, especially for export-oriented SMEs in China's coastal areas, labor-intensive The impact of small and medium-sized enterprises, the central and provincial and municipal governments have adopted a series of policies to support small and medium-sized enterprises, including reducing the tax burden of enterprises, increasing financial support, expanding the scope of financial loans, alleviating the financing difficulties of small and medium-sized enterprises, and the difficulty of loans. Under these plans, many small and medium-sized enterprises have begun to stabilize and have a good fundamental. However, if SMEs are to get out of the financial crisis, they must strengthen their technological progress and management innovation if they want to further develop and grow. Relying on national policy support.†China Machine Tool Industry Association pointed out in the survey report on the status quo of rolling functional parts industry: most of the rolling industry components of the entire industry are adjusting product structure, which accounts for 80% of the companies surveyed. And the remaining 20% ​​of the companies are only doing The adjustment of the market, or adjustments in meeting users, in short, the adjustment results are that the market has broadened before the crisis. The main strategies for dealing with the market are: adjusting the product positioning; adjusting the relationship between the market, capital and profit; adjusting the batch and high-efficiency centralized output to strict sales, keeping up with the user rhythm; increasing innovation; increasing technology Reform efforts; improve product quality; improve service quality; improve manufacturing technology and enhance brand building.
According to the research report of the Machine Tool Industry of China Machine Tool Industry Association in 2009, in terms of independent innovation, the machine tool industry has invested more energy and has achieved good results. In terms of product structure, most enterprises have placed the adjustment of product structure to meet market demand in the first place of enterprise survival, and made adaptive adjustments to meet market changes, which made the overall industry's benefit decline control a small extent. The deepening of financial crisis did not hurt the machine tool. Industry main body. There has also been progress in industrial restructuring. First of all, the optimization and restructuring of domestic enterprises is accelerating, and some new combinations have emerged across the ownership restructuring, which are eye-catching. Second, international M&A work is also carried out with utmost prudence. Through the restructuring of corporate restructuring, we will promote the organic combination of internal and external enterprises, and lay a certain foundation for establishing a new industrial structure, improving development capabilities, and achieving large-scale production to enhance international competitiveness.
Since the second half of 2009, China's economic situation has begun to stabilize and the majority of enterprises have begun to stop falling and profit, and the wolf smoke of the crisis is about to dissipate. Before the crisis, we were busy with orders. In the midst of the crisis, we were busy with winters because of shrinking orders. Now we are still busy recovering from the market after the crisis. However, this crisis leaves us with a lot of things worth considering and worth summarizing.
Crisis testing is the resilience of enterprises to withstand market volatility. Without reasonable regulation and control, companies that only look at production in the crisis will only use the strength of their spine to challenge the pressure of the crisis in their own crisis. The enterprises that are inadvertently flashed are invincible. number. Many companies in the crisis have taken positive measures and received very good results. Therefore, the first thing we need to do at this time is to sort out some effective measures in our crisis, sort out the written documents, and keep them for future reference. No matter whether there is a crisis in the future, companies can take these precious experiences to fight. Business sea, to win business opportunities.
The forum is a reporter of "Metal Processing" mainly through the drafting of enterprises, interviews, and the selection of a lot of corporate information in the sea. Because of the differences in the company's product structure, enterprise system, management, etc., it cannot be said in a unified way. Enterprises generally solve the crisis from management, talent, innovation, investment, customers, and cost reduction.
Sandvik Coromant: Reduce costs and increase efficiency, focus on customer success
In 2009, Sandvik Coromant adjusted its marketing strategy in time for the global economic recession, and proposed to solve the problems faced by customers from the customer's point of view when the economy was in a low point, and create value for customers in the true sense.
Tooling plays an important role in reducing the cost of production in the field of machining, and tool suppliers also have a broad space to play. In general, tool consumption accounts for only 3% to 5% of the total cost of a single part, but by optimizing tool applications and processes, it can bring 15% or more savings to total production costs.
In recent years, Sandvik Coromant has achieved good results in the industry based on the theory of manufacturing economics (PIP, Productivity Improvement Program), and has been fully recognized by customers participating in this program. The “efficiency improvement plan†has dual purposes and effects: first, to improve production efficiency, and second, to reduce production costs. PIP combines two objectives organically, which is to reduce production costs by improving efficiency and benefit from efficiency.
In the economic environment of 2009, the most concerned about machining companies is how to effectively reduce production costs. In order to meet the needs of customers and to cope with the challenges of the financial crisis, Sandvik Coromant's work focus has also changed from how to improve the efficiency of customers to how to save costs for customers, and officially launched the “cost reduction plan†(CRP, CostReduction). Program). From PIP to CRP, this is more than just a name change. It represents Sandvik Coromant's commitment to fulfilling its brand promise – “focus on your successâ€. In the “Reduction Cost Planâ€, Sandvik Coromant engineers will work with customers to sort out the processes that can lead to cost reduction in the production process and propose improvements, and implement them under the premise of the customer, thus reducing the overall size of the parts. Processing costs and improve customer profitability. In many machining companies, the “cost reduction plan†can enable customers to obtain cost savings of more than 100,000 yuan or even hundreds of thousands of yuan per year, and the work of “reducing costs and increasing efficiency†has been affirmed by more and more customers.
How Isa Faces the 2009 Economic Crisis
Although the global economic turmoil has been reflected at the end of 2008, as a tool industry in the basic industry, Iskar China does feel the impact of the economic crisis in early 2009, especially with the stagnation of customer production projects. In the automotive industry, similar situations are reflected in the various companies in Iskar Global. Faced with this situation, Iska executives used the classic theory in "Who Moved My Cheese" to motivate the salesperson: instead of being unhappy with the changes in the big environment, it is better to adapt to change as soon as possible, continue to explore new cheese, and find new customers. . At the same time, Iskar did not start to take all measures like many companies, such as layoffs, reducing market activities, and tightening costs. On the contrary, taking full account of the importance of talent pool, Iskar attracted more during the economic downturn. Excellent backup force for a thick and thin hair. In addition, the concept of thick and thin hair has also made Iskar pay more attention to the development of new products. For several rising industries, such as wind power and nuclear energy, Iskar has given more technical investment and completed the economic recovery. adequate preparation!
Although we use a lot of work to compensate for the pressure of the economic crisis, this emergency has also made us realize that: First, the 21st century economic crisis cross-regional cross-border industries, we must pay attention to and analyze the economic problems and hidden dangers in any region. Take the corresponding measures in advance; second, the crisis has shown us the importance of multi-field development. Since the auto industry only accounts for a part of the company's sales performance, the severe impact of the economic crisis on this industry has not caused any fatal impact on Iskar. Our losses are also balanced in other industries; third, talent is the core of the company, especially in the face of volatility shocks. Only by paying attention to improving the overall quality of employees and enhancing the cohesiveness of the team can we expect their potential in the face of crisis!
Mitsubishi Electric Dalian Machine Co., Ltd. is people-oriented At the beginning of the financial crisis, we also adopted labor adjustment (to give employees more time to study and train, rather than layoffs) and some temporary measures to shorten the funding. For the financial crisis, we still see the hope of the industry, so we have been committed to the development of new products. Our plan is to have two new EDM products in the Chinese market in 2010, hoping to gain a certain share.
At the same time, the corresponding strategies include the strengthening of the factory system, the strengthening of the supply period, the quality enhancement, the reduction of manufacturing costs, and the supply of spare parts. In fact, in Japan, there is a similar economic crisis every ten years, and everyone has similar experience. We still feel that we must be people-oriented, people are the first, as long as there are people, there is nothing that can not be achieved. The economic crisis is actually a spring. Through his reaction, we believe that the next wave of development must be more than before and have greater development.
Seco's "FIBE" program challenges the crisis
The current financial crisis has hit China's manufacturing industry. In the fourth quarter of 2008, the tool market fell by 40%. By the end of September 2009, the cumulative year-on-year decline was still 30%. The reduction of market capacity has tested the survival of enterprises. In addition to preparing various plans to cope with the decline of the market, Seco Tools has taken a positive attitude to meet the challenges of the crisis. Seco China proposed the slogan “Being the Winner DuringRecession†and formulated the “FIBE†program to meet the crisis.
“FIBE†scheme means: “F†is Focus on Growing Industrial Segments; “I†is Increase Number of Customer and Increase Number of Distributor; “B†is Based on providing winning solution to customers and based on building deep customers relationship; "E" is Execution (enhanced results-oriented execution) .
In summary, it is focused on improving management execution based on goals, results, and solutions and customer relationships.
Kunshan Beihao Machinery Co., Ltd. has taken many measures to deal with the crisis
As a professional tool magazine manufacturer supporting the machine tool, we have five main measures to deal with the financial crisis: one breakthrough, two persistence, three measures, four grasps, and five commitments.
A breakthrough: to face the impact of the current market shrinkage with new innovative thinking and a more positive attitude, to integrate resources with reverse thinking, and people-oriented management to drive the recognition and enthusiasm of all employees.
Second, adhere to: continue to develop new, market-oriented and more competitive tool magazine products during the lag period; adhere to the quality and delivery time, and form a mutually beneficial relationship with the machine tool factory.
Three measures: open source, throttling, and control. First, divert the newcomers who have just entered the company or just arrived. Secondly, the departmental integration, the department is compressed, reorganized, and organized to oscillate. The previous work of a pit and a pit has become a multi-functional work, giving a number of tasks, and compressing the system of the previous five-level management of the company. Level 3. Once again, the company has been streamlined and the company's normal production and operations have not been affected, as the staff has been compressed by more than 2/5.
In terms of materials, we have classified the ABC according to our priorities.
First, digest the stocks, minimize the purchase of non-urgent materials, and then fully communicate with the suppliers, try to extend the payment time, and divide the original purchases once a month into three times to reduce expenditures and ease the pressure on capital turnover. In the most difficult time, the company implemented batch salary reduction. The higher the level, the greater the salary reduction. The grassroots employees and technology have almost no reduction in salary. There are clear requirements for the temperature and switching lights of the air conditioner, and the management cost is minimized. .
Four hurry: seize business, efficiency, inventory, and cost. Grasping the favorable opportunity for machine tool enterprises to continuously introduce new products during the crisis, we have developed many new supporting products, stabilized old customers, developed new customers, and cooperated with customers to develop new models and new products. Within the integrated management, the project's technical transformation and improvement of quality and efficiency and cost reduction have significant results.
Five Commitments: When you do it, you can do it, be proactive, and develop your potential to create a win-win situation.
Three Korea's growth in adversity is progressing in adjustment
The gloom of the 2008 economic crisis has also spread to Ningbo Sanhan Company. However, after a short period of hardship, we have adjusted the production and sales, and strived to improve the comprehensive competitiveness of “Made in China†CNC tools, and timely “tools made in Chinaâ€. "Promotion" directly reduces the production cost for the end users and grows together in the face of adversity.
In order to effectively integrate the Sanhan tool industry chain, we efficiently coordinated the storage and distribution functions of seven sales branches and 50 agents across the country, reducing the logistics transit time that was originally sent directly from the Ningbo factory. At the same time, it strengthened the technical guidance provided by the tool R&D department to the agents, helped the agents to strengthen the related technical services to the end customers, actively sought two-way technical exchanges, and developed high-efficiency and low-cost non-standard cutting tools for customers. In just one year, we have developed a series of "effective" tools for large and small end users, such as special grooving tools for train wheels, special tools for pulleys, special tools for heavy cutting, and special tools for sealing joints for hydraulic pipe joints. The product. Through this in-depth cooperation on the technical level, the hard strength and credit of Sanhan brand tools have been further recognized by customers, and the “knives localization†procurement awareness has been further enhanced in the domestic customer base.
Under the background of the "Made in China" traditional products, the "Made in China" CNC tool is gradually breaking the monopoly operation situation and high-priced sales system of international tool brands in China for more than 20 years, effectively defending domestic users. The brand and price competition freedom when the tool is purchased directly reduces the user's tool cost. In terms of CNC tool holders, 90% of the domestic tool holder market in 2000 was occupied by international large and medium-sized brands, and the average selling price was around 500 yuan/ton. In 2009, 70% of the domestic tool-tool market was domestically produced. Occupy, the average selling price is around 150 yuan / ton (even the average selling price of international big and medium brands has dropped by 20% to 30%). This shows the importance of “Made in China†products, and Sanhan knives are constantly promoting innovation, continuous improvement, and constantly for other fields, under the promotion of the development significance of “Made in China†CNC knives. Made in China "provides more "cutting tools" that are more suitable for production.
Songde: Enhance its core technology
In the financial crisis, who can stand firm and who can not fall, who can occupy the commanding heights of this industry in the spring after the crisis. To achieve this, the key is to optimize the product structure and manufacturing level of the company and enhance its core competitiveness. To be able to withstand a storm like the financial crisis, you must first realize the possible crisis when there is no crisis.
The fundamental way out of the predicament is not to "crowd the group to warm up", but to accumulate soft power with a stronger sense of crisis and achieve breakthroughs in products, technology and business models. Continuous analysis and research on the product market, continuous improvement of product technology in line with market needs, and adherence to brand connotation are an important experience for Songde CNC to survive the financial crisis. Only by understanding the customer needs of the market segment and understanding the various requirements of the customer's production tool, we can design or improve the product to meet the customer's needs, meet or exceed the customer's expectations, and establish a mutually beneficial relationship with the customer. Long-term development of the product level of Songde CNC to continuously improve the customer's manufacturing level and reduce the customer's manufacturing costs.
Weihongxin precision machine tools create value for customers with professional advantages
Under the financial crisis, many companies are more rational in their operations and pay more attention to the ratio of input to output. We are a company with 20 years of deep hole process research and deep hole machine tool manufacturing experience. Under the same conditions of use, the deep hole drilling machine tools manufactured by the company have not lost their performance in advanced countries such as Europe and America, but the price is different from them. /3~1/2; In terms of sales methods, we pay attention to using data to speak. For each processing condition, we have detailed process parameters from long-term practice. Therefore, for the customer's needs, we can use the data to calculate the input-output ratio with the customer, and use the data to calculate the cost with the customer. Machine tools in developed countries also have data, but they may be retained to some extent. In order to solve the worries of customers, we take advantage of our technical experience in the field of deep hole drilling, and also undertake processing business for customers who purchase Weihongxin machine tools. Two companies in Kunshan and Suzhou sell machine tools by contracting customers for business. .
Related Links
Wang Liming, Director of the SME Department of the Ministry of Industry and Information Technology, said at the IBM 2009 Mid-sized Enterprises Summit Forum and China Mid-sized Enterprises Successful Strategy Conference: "In response to the impact of the financial crisis on enterprises, especially for export-oriented SMEs in China's coastal areas, labor-intensive The impact of small and medium-sized enterprises, the central and provincial and municipal governments have adopted a series of policies to support small and medium-sized enterprises, including reducing the tax burden of enterprises, increasing financial support, expanding the scope of financial loans, alleviating the financing difficulties of small and medium-sized enterprises, and the difficulty of loans. Under these plans, many small and medium-sized enterprises have begun to stabilize and have a good fundamental. However, if SMEs are to get out of the financial crisis, they must strengthen their technological progress and management innovation if they want to further develop and grow. Relying on national policy support.†China Machine Tool Industry Association pointed out in the survey report on the status quo of rolling functional parts industry: most of the rolling industry components of the entire industry are adjusting product structure, which accounts for 80% of the companies surveyed. And the remaining 20% ​​of the companies are only doing The adjustment of the market, or adjustments in meeting users, in short, the adjustment results are that the market has broadened before the crisis. The main strategies for dealing with the market are: adjusting the product positioning; adjusting the relationship between the market, capital and profit; adjusting the batch and high-efficiency centralized output to strict sales, keeping up with the user rhythm; increasing innovation; increasing technology Reform efforts; improve product quality; improve service quality; improve manufacturing technology and enhance brand building.
According to the research report of the Machine Tool Industry of China Machine Tool Industry Association in 2009, in terms of independent innovation, the machine tool industry has invested more energy and has achieved good results. In terms of product structure, most enterprises have placed the adjustment of product structure to meet market demand in the first place of enterprise survival, and made adaptive adjustments to meet market changes, which made the overall industry's benefit decline control a small extent. The deepening of financial crisis did not hurt the machine tool. Industry main body. There has also been progress in industrial restructuring. First of all, the optimization and restructuring of domestic enterprises is accelerating, and some new combinations have emerged across the ownership restructuring, which are eye-catching. Second, international M&A work is also carried out with utmost prudence. Through the restructuring of corporate restructuring, we will promote the organic combination of internal and external enterprises, and lay a certain foundation for establishing a new industrial structure, improving development capabilities, and achieving large-scale production to enhance international competitiveness.
JXHS series Junction Box advanced technology during production, stresses the details during design, implements design standard during processing, and has high consistence of product quality. It has various features such as strong damp proof, anti-corrosion and anti-electromagnetic capacities and high adjustment accuracy, and is suitable for various adverse environments. Its main advantages include:
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Whole device uses stainless steel grounding bolts to ensure reliable grounding during operation.
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Wiring board uses combined screws for assembly, which are convenient for removal.
In order to ensure protective effect, force and diameter of tightening parts have introduction.
The Junction Box,6-Wire Surge Proof Junction Box,8-Wire Surge Proof Junction Box,Surge Proof Junction Box
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