I. Overview
The development of manufacturing to 'China's one-sided' starting around 2000 will now come to an end. The mold technology required for general household electrical appliances and daily general merchandise products, such as washing machines and freezers, is transferred to the Asian region represented by China, and it can be terminated except for special ones. On the one hand, quality management, environmental pollution, and patents, intellectual property rights and other issues have surfaced. On the other hand, the exchange rate changes of the Chinese currency 'yuan', coupled with the development of China's basic industries, it is difficult for overseas basic industrial enterprises to obtain benefits from the Chinese market. Therefore, turning to the next India with large consumer market, whether it is the automotive industry, home appliance industry, and daily necessities, all of which are developing to new markets in India, so the mold industry necessary for these industries is also beginning to grow rapidly in India. development of. The operation of Indian molds can be summarized as the business operation of 'theory management', which is not the empty talk about 'mold is an important industry and thus manufactures and sells', but 'how can the operation of molds make investment see benefits' and 'important' How to get liquidity first'. Based on this theory, a new mold industry that has not been seen in the Asian region has been constructed. It is not a transient industry, but a basic industry that has long been focused on. Therefore, the Indian mold industry is a business method. From a long-term perspective, the possibility of the Asian mold industry's main body shifting to India is high. The molds of Asian countries have been evaluated by their own charts and their technical level and sales to the international and domestic markets. See the following figure for details. The mold production and management forms in Asian countries are mainly in the form of 'self-use', and are mainly small and medium-sized enterprises. Mold production enterprises are mainly based on scattered SMEs, and not only Asia but also the world. Mainly different from 'self-produced type' or 'outsourced type operation'. In the 1950s and 1960s, Japan’s self-production rate reached more than 70%, but by 2006 it was only 25.5%. Other countries in Asia do not necessarily follow the path of Japan, and export-oriented mold manufacturers in China are exploring completely different production methods. In the future, the mold industry in Asia will accelerate its development. It is very important to predict its development and business direction. However, it is difficult to analyze from several factors. Transferring problems to countries with lower wages and other expenses, the transfer of the mold industry has moved from Japan to South Korea, Taiwan, and then to China, Malaysia, and India. The main driving force is 'to countries with cheaper wages'. In the future, it will take longer to transfer to Vietnam, Indonesia, Cambodia and other countries where wages are cheaper. This is because the market demand for molds is not only 'cheap', but more importantly, high-quality labor, and the shortage of talent is greater. The subject; in the development of free trade in Asia, it is impossible to have zero tariffs like Europe, but it is certain to go to zero tariffs. The case of the Philippines can prove this, so the mold will have a big change in the production and supply in the field. The competition will win with 'special manufacturing'; the development of the Asian mold industry will surely go global, so it is necessary to accurately grasp the exchange operation. Most Asian countries have settled in US dollars in the past. Now that the form of the euro is developing, China is moving to the core of the world economy, and the trend of the renminbi has also attracted attention. The change of the US dollar ten years ago has changed the economic situation in Asia. In the past, for example, India’s mold industry is subject to a lot of euros. Singapore, Malaysia and India are carrying out their own business in accordance with exchange changes; European technology has The west side of Asia began to enter. In the era of Japanese and Chinese systems, the European companies with poor Japanese and Chinese dialects are very small, and they are not so concerned about the Asian region. But from the development of the Indian economy and occupying the corner of Asia, coupled with its English system, European countries gradually entered from the west, especially Germany and the Netherlands, not only directly into the investment enterprises in Sri Lanka, but also from the basic industries. Education has entered strategically, and activities such as education and training facilities have been carried out in India and Thailand. In the future, the mold industry in Asia will gradually increase the way in Europe (Germany, the Netherlands, Portugal, etc.); the machine tool industry has a close relationship with the mold industry, and the national mold industry, which is thriving in the machine tool industry, is also developing rapidly. Focusing on Japan, Taiwan, China, South Korea, and Thailand, India has been developing CNC machines since 2006. India has developed software, which is very beneficial to the development of CNC machine tools, and is more conducive to the development of molds. It will be possible to rewrite the Asian mold production map; who will master the leading role of Asian mold production? Mastering the dominance is not only technology, but also management, decision making, language, and capital. In terms of technology, Japan is a group of companies. In terms of operations, it is a Chinese-owned enterprise. The planning decision is Singapore, the language is an Indian-based enterprise, and the capital is the three countries' counter-state. Whoever can move together in these areas will be able to take the lead. The status of the Asian mold industry is in a state of 'development.' There are still many issues to be resolved to accelerate its development. The first is the issue of talent training. The key to mold production is high quality, and talent is its core. The way the Japanese used to go is the OJT method (the master brings the apprentice to train in daily work). It takes about 10 years to train a person. The absolute amount is insufficient, it is difficult in a short time. It is obviously difficult to train a lot of people in Asian countries. How to train talents is a key issue in the development of the Asian mold industry, followed by quality management issues. Asian mold manufacturers are striving to achieve ISO9000 quality management assessment. This European standard is not suitable for mold manufacturers. The quality management form of mass production and the different quality management methods of molds are completely different. It is not the quality management of the so-called 'management center', and should be the quality management suitable for the scene. The operators and managers of mold manufacturing companies in Asian countries tend to leave the production site. The third is after sales service. The sale of molds basically does not see after-sales service. How to make the outsourcing mold manufacturing enterprises actively carry out the 'after-sales service without interest' is the problem that must be solved by the external sales mold enterprises to produce high-quality molds. The fourth is the problem of protecting confidentiality. Because many of the molds are self-produced, the awareness of protecting secrets is poor. In Japan, mold manufacturers have established long-term cooperative relationships with users. Even if there is no contract to protect confidentiality, there is a habit of this aspect, but the problem of 'drawing out of drawings' also occurs, and it is notified by the Ministry of Economy, Trade and Industry. In the future, along with the progress of globalization, the geographical distance between users and mold companies can keep new people from each other, and the issue of 'protecting confidentiality' will be more important. The fifth is the issue of employee turnover. In addition to Japan, mold companies in Asian countries are an important problem that is common and how to prevent it is important. However, in this environment, it is also possible to operate well. It is more important to have no problems in production. Question.
Second, China's mold industry and its operating characteristics.
Known as the 'world factory', China, as the basis for the production of molds, its production scale is a world power over Japan. Whether it is a user who is supplied overseas, a competitor in the Japanese mold industry, or a partner who may be a partner in Chen Wei in the future, China cannot be ignored. Overview of China's mold industry: According to the recently released figures (2003), the number of companies is 20,000, the number of employees is 500,000, and the output value is 45 billion yuan (according to 1 to 15 yen to 675 billion yen), respectively Japan's 2x, 5x and 40%. The price of molds is about half that of Japan, and the number of molds produced is roughly the same as that of Japan. But this figure is 'state-owned enterprises and non-state-owned enterprises with an annual output value of more than 5 million yuan'. In fact, the number of enterprises is between 60,000 and 70,000. (Editor's note: The above statistics and statements are based on the views of the Japanese author himself, which is quite different from the actual situation in China). This figure was five years ago. Considering the development trend in recent years, its annual output value is similar to that of Japan, and its model is more than Japan. According to the capital division, enterprises can be divided into four categories; state-owned enterprises, formerly state-owned enterprises, are mostly enterprises under the state-owned group, such as FAW Die Manufacturing Co., Ltd. of FAW Group. It is characterized by a large number of factories with a large scale of hundreds of people, mainly in the production of medium and large-sized molds. Its equipment is centered on China. In recent years, it has also actively purchased foreign equipment, and its supply targets are in addition to the inside of the Group. Social and foreign supply; some private enterprises, formerly state-owned enterprises that are now partially privatized, are mostly funded by leading cadres of enterprises or investment companies including foreign capital, such as Hisense Mould Co., Ltd. of Haixin Group; private enterprises When the former state-owned enterprises bought and set up all the private capital, they were all private capital. There were both family-based factories with ordinary equipment and factories with the most advanced equipment. The technical strength of the factories was very different. In Hong Kong, Taiwan, and Japan, Japanese companies have more production, and there are 261 companies (September 2007). The characteristics of China's mold business management are as follows: 1. A very detailed division of labor and specialization. Pyramid-type organization system has a considerable scale of mold factory has a very detailed division of labor and professional, generally divided into design, machining, finishing, and further, such as CAD, CAM, in machining The electric machining, wire cutting, and NC machining are separately shared, and the finishing work is divided into detailed division of grinding and assembly. Why this is so, the instability of employees is one of the reasons. For example, a Hong Kong-based mold factory has 4% of its monthly turnover, and 40% of its personnel are replaced every year. Unstable staff has become an obstacle to learning and mastering technology. In order to master technology in a short period of time, it requires careful division of labor specialization. This situation has opened the gap between management and the average worker's wages, but some workers in the factory that implements piece-rate wages can get two to three times the wages. It is China's strength to be able to specialize in such a division of labor and to have more people to pay more. There are also some points in the processing method, using the production line and saving the process, but the complicated mold can't be done. The simple mold can be combined into a variety of different molds. It is said that the automatic tandem stamping die is not available in China. From the aspect of human parts cost, due to the characteristics of automatic series connection, there is no condition and market environment for cultivating such a mold. 2. Cashism. From a financial perspective, we do not pay attention to long-term benefits and pursue short-term benefits. Do not pay attention to quality and service to establish long-term benefits, only pay attention to the level of ordering prices, profits, and use low-cost materials and mold construction to pursue greater profits. In Japan, it is a payment after acceptance, and a deposit must be paid in China. Of course, payment terms may also change due to changes in the competitive environment. 3, strong equipment investment desire, many mold factories in China, without ordering, also invest in expanding the scale, not to expand according to demand, but to have the conditions to attract users, which is completely different from the Japanese mold business ideas. The first reason is to develop horizontally to the 'department store' of the mold, and to produce the molds of automobiles, home appliances and daily necessities, with a wide range of users and balance their production capacity. Another reason is the vertical development that has expanded from the ministry to the final assembly. The opposite of this desire to scale up, today is the pursuit of technology to increase added value, such companies are rarely seen. 4. Instead of 'cultivating' the technology, go to 'buy'. It is better to have good equipment and skilled workers who do not have the right technology to get good results. It takes more time to cultivate talents. It is better to buy them more conveniently. Nowadays, there are many private enterprises whose equipment is better than foreign companies than Japan. They hire Japanese technical personnel or technical consultants and deputy general managers to give guidance on the spot, not only for Japanese but also for Koreans. Since Japan may be worried about the outflow of talents and the outflow of technology, the Japanese will not do it, and Koreans can also undertake this task. 5, the rigorous attitude towards the mold. There is a lack of rigorous attitude towards the manufacture of molds. The shape and precision meet the requirements even if there are some burrs, which can be solved in the post-processing. As long as the total cost is favorable, the higher requirements are not pursued. Japanese companies firmly believe that 'as long as they can make good things, they will be effective'. The tendency to combine technology and career is very strong. In China, it is different. 'Make good things and good ones' are two different things.
Asian mold industry and its operating characteristics
Japan’s "Small Shapes" magazine has set up a special issue titled "Mould Industry in Asian Countries and Its Business Characteristics". A total of seven articles have been published. Now we have selected the main points to compile. We believe that this may be a reflection on China's mold enterprises. How to develop helps.