Countdown to external review: "Pending vulnerabilities" that will cause more trouble the more you confirm
The global external audit by the client next Friday is like the ticking second hand on a countdown clock. Originally, we thought the QA teams from two potentially problematic (BUG) clients coming on the 29th and 30th were just here to "confirm the progress". But as we talked more, we found that the labels on the on - site tool cabinets had faded to a pale white long ago. The isolation belts in the qualified product area were hanging loosely beside the shelves, and the initial inspection records on one production line were missing for three weeks. Even more troublesome are the documents: three operation instruction manuals are still in last year's version and don't match the current operations, and the signatures of key batches are missing in the traceability records. On - site problems can be fixed overnight by pasting new labels and tidying up the isolation belts. However, the documents need to be backfilled, verified, and updated, and each task must be completed before the audit. The anxiety of "finding more problems as we check" is more unsettling than "not checking at all" - it's like wiping the table but then finding all the dust in the table seams.
Priority on fire - fighting: The "invisible procrastination" in the systematic work
Recently, the rhythm of each department is like "grabbing fire extinguishers": The production department is rushing to complete the fixed-point positioning for 7S; the HR department is handling employee departure handovers and finalizing 360-degree performance evaluations; the R & D department is promoting the trial production of new products; the quality department is constantly patching up "temporary fixes" for audits every day. Everyone is solving problems that are "about to explode", and the system work is naturally put off because "the production won't stop if it's not done today" - the system documents that were supposed to be updated last month are still in the to - do list, and the process training has been postponed for two weeks due to a lack of manpower. What the system requires is "continuous improvement", but everyone is "solving urgent issues". This contradiction is like a hidden thorn: External audits focus on the system, but the system won't be taken care of until the "fire - fighting" is over.
Longest vacation: A "flare" for the decline in orders
I've just received the notice about the Spring Festival holiday from January 15th to 30th. These 15 days are the longest since the establishment of the factory - but I can't be happy about it. In previous years, the workshop was still rushing to fulfill urgent orders at this time, but this year it stopped early because there are fewer orders than last year. A long holiday is not a benefit; it's a sign that the production capacity is not fully utilized. Without orders, there is no income, but the employees need to take a holiday, and the rent and utilities still have to be paid. This kind of "involuntary long holiday" makes people more anxious than "overtime work" - it's like being forced to rest when you're supposed to be at work, and having no money coming in.
Next year's cost: Every single item is "rising"
Next year's budget sheet is like a "price increase list": The basic salary will be raised from 1320 to 1500. With 200 employees, the monthly cost will increase by 36,000. The preferential policies for the "processing with supplied materials, samples, and designs and compensation trade" are gone, and the tax will be increased by 10%. The fire - fighting facilities haven't been updated for 10 years. The security captain doesn't dare to test the water pump for fear of pipe bursts. It will cost 200,000 to update them. There is also a rumor about social insurance: If there is a violation, a fine of 800,000 will be imposed on each person. Whether it's true or not, compliance is necessary. When all these accounts are added up, every item is eating into the profit. Previously, for every 10 yuan earned, 3 yuan could be retained. Now, for every 10 yuan earned, maybe only 1 yuan can be left.
Menu logic: The transformation from "accept" to "select"
The client said, "There are new products for you to make." The boss only asked, "What's the value?" It's not that they don't want to take on the orders; it's that they can't afford to take on orders with low profit margins. In the past, they took on all kinds of orders, but now they have to calculate: raw materials, labor, and equipment investment. They'd rather not do the orders if the gross profit margin is less than 15%. The reality of the manufacturing industry in Shenzhen is that the costs are too high, so they can only focus on "high added value." Otherwise, taking on more orders would be a waste of time.
Questions after five years: The "survival question" of Shenzhen's manufacturing industry
Staring at the external review list, cost sheet, and holiday notice, I suddenly wonder: Can ordinary manufacturing industries still survive in Shenzhen five years from now? There are too many problems to solve: The management system has to change from "coping with audits" to "truly implemented"; otherwise, we'll always be patching up loopholes. Products have to change from "low - profit" to "valuable"; otherwise, we can't bear the costs. Compliance has to change from "fear of penalties" to "a daily routine"; otherwise, the business will collapse once risks come. Manufacturing in Shenzhen has never been "easy", but to "survive" five years from now, we have to work harder than we do now - competing in efficiency, added value, and management systems. Otherwise, it will really be difficult.