Mingrong Printing believes that there are six principles for decision-making based on the antecedents of printing operations
Mu Mingyi·Date: May 18, 2005·Source: Keyin Media
Keyin.com reported that decision-making is an important function of management and a reflection of the competitive strategies and capabilities of business operators. If the decision-making is successful, the company will develop; if the major decision-making is successful, the company will achieve leapfrog development; if the decision-making is wrong, the company will suffer economic losses at least, or be destroyed at worst. Therefore, the quality of decision-making is related to the life and death of an enterprise. Generally speaking, decision-making should adhere to the following six principles.
Scientific principle
The scientific principle requires that the decision-making matter is objectively and technically possible; it is beneficial in terms of economy and development; it is feasible in terms of implementation and construction. feasible. To do this, careful investigation and research, comprehensive analysis and all-round scientific demonstration must be carried out.
There is a collective enterprise that invested several million yuan in loans in 1995 to adjust its product structure, shifting from printing sporadic jobs to printing large quantities of books and periodicals. The enterprise's production hardware has been improved and its scale has become larger. However, due to the shortage of books and periodicals, lack of funds, and backward technology, it was ultimately difficult to compete with the powerful large enterprises and was in trouble. The main reason for the failure of this company's decision-making was that the decision-makers only made decisions based on determination and confidence and lacked careful investigation and research into the highly competitive book and periodical printing market.
In the same area, the Shaanxi Provincial Printing Factory merged with a small business in the early 1990s. They used the sites of the merged companies as investment and united several large cigarette factories and an investment company in the province to form a joint-stock company. The company's leading product is cigarette labels, work items are provided by shareholder cigarette factories, funds are raised by joint-stock companies, and technology and management resources rely on the company's advantages. Since production, supply and marketing are guaranteed, in the past 10 years, this cross-industry Shaanxi Jinye Co., Ltd. has united 6 legal entities in the province and operated in accordance with the modern enterprise system model. It has standardized operations, scientific management, sufficient sources of living, advanced technology, and considerable benefits. . The reason why this important decision of Shaanxi Provincial Printing Factory was successful is that before making the decision, it conducted a series of comprehensive and in-depth market surveys, detailed and thorough feasibility studies, and put forward corresponding countermeasures for every problem that may arise. During implementation, "possibility" should be transformed into "reality" as much as possible.
Principle of proactiveness
Without the principle of proactiveness, it is not called decision-making. To be proactive is to have a relatively objective estimate of the situation and the development of things, and to make decisions in advance, so as to win business opportunities for development.
Shanghai Printing Factory No. 3 took the lead in the IC card market in 1998, aiming at the huge demand for magnetic cards in the postal and telecommunications system. After several years of development, by 2000 the factory's products had accounted for 60% of the national telecom card base market share. The success of the product transformation of Shanghai Printing Factory No. 3 was due to its sensitivity to the market and forward-looking vision.
The predecessor of Shaanxi Ankang Tianbao Industrial Co., Ltd. is Ankang Printing Factory. Due to the long-term shortage of printing jobs, there has been no major development. After completing the joint-stock reform in March 1998, Ankang Tianbao Industrial adhered to the policy of focusing on one industry and diversifying operations, established multiple economic entities according to local conditions, and embarked on a path of diversified development. They invested in the puerarin intermediate project in 1998 based on the advantages of rich wild Pueraria lobata resources in the local Qinba Mountains and the market prospects of increasing social demand for Puerarin Injection. Three years later, the project's sales and profits accounted for 40% of the company's total. In 2001, Ankang Tianbao Industrial took advantage of the local turmeric-rich resources in the Han River Basin and launched a new biochemical project with an annual output of 210 tons of saponin and 60 tons of diene. Currently, this project has generated annual sales of 60 million yuan, profits and taxes Scale production capacity of 11 million yuan. Some local companies saw the broad prospects of Ankang Tianbao Industrial's development of tertiary industries and followed suit, but it was too late and half a step too late.
Principle of prudence
Book and periodical printing enterprises have unique equipment, technology and management advantages, and should focus their development on the main business of printing.
If you rush into an unfamiliar field rashly, you may give up halfway because you are not familiar with the operating rules of the new field, and the money invested will be wasted. For large book and periodical printing companies, if they weaken printing or even abandon printing, it is equivalent to picking up sesame seeds and losing the watermelon.
There is a medium-sized book and periodical printing company with a fairly full task and relatively stable quality. Its profits are increasing year by year and the company is developing steadily. It is considered an outstanding leader among local companies. Some success has been achieved in extending the printing field and developing tertiary industries, but opening a pharmaceutical factory is questionable. There is a huge gap in talent and technology between the printing industry and the pharmaceutical industry, and the company's original resources cannot be used; the pharmaceutical industry has very strict production safety and environmental protection conditions, and there are a series of regulations when applying for a business license and a special industry license. If a small county-run pharmaceutical factory on the verge of bankruptcy is merged, its technology and drug quality will be difficult to compare with that of a strong, advanced enterprise, making it difficult to create a famous brand. It is too early to comment on the success of this decision-making project, but when decision-making enters a new field, one must be very cautious and find the right entry point. There is no main direction of attack, and the impression given can only be that of gold and jade on the outside, but failure on the inside.
We must also be cautious about major decisions such as corporate mergers and scale expansion. Prominent enterprise groups such as Giant, Aido, Sun God, Asia, etc. eventually failed miserably because their stalls grew bigger and bigger, and there were sharp conflicts between expansion, capital, management, etc., and they had no countermeasures. As a result, new investment opportunities were lost. It has also damaged the economies of scale of the original enterprises. There is a book and periodical printing company that has insufficient production tasks, surplus personnel, and idle equipment. However, it spent several million yuan to merge with a small business and spent several million yuan on technological transformation. Their original intention was to open a window in the city, attracting a large number of customers and sources of work, to achieve complementary advantages and a win-win situation. However, due to lack of funds, slow equipment updates, shortage of sources of work, and incompatibility in management and technology, the operation was ultimately undermined. It's difficult to get ahead.
Decisions must be prudent, especially those involving unfamiliar areas, business expansion, major investments, and risky decisions. Once a mistake is made, it will cause a fatal blow to the enterprise.
Principle of Transparency
The principle of transparency means that employees must understand and participate in decision-making matters, implement democratic decision-making, and give full play to the collective strength and wisdom. Increasing the transparency of decision-making can ensure the correctness of decision-making to the greatest extent. This is crucial to the success of the decision.
The state-owned No. 523 Factory was a strategic printing factory during the third-line construction period in the 1960s. The factory was far away from towns, 150 kilometers away from the provincial capital Xi'an, with inconvenient transportation, poor information, high production costs, and poor operating conditions. However, the successive leadership teams of this factory have always relied on employees, and regularly hold joint meetings of the party, government, workers and leagues to discuss matters that require decision-making and listen to opinions; when decisions on major issues are involved, specialized agencies will investigate and study and put forward preliminary plans. Submit it to the factory management committee or workers' congress for review and decision-making. These measures stimulated the enthusiasm of employees to be the masters of the company. Once the decision was passed, they consciously implemented it, so that the decision had the desired effect and promoted the steady development of the enterprise.
Legal Principles
my country has not implemented a market economy for a long time. Many supporting laws and regulations are not yet complete. A fair and orderly competition order has not yet been formed. The market economy has not yet been established. Shortcomings such as hysteresis, blindness, and destructiveness to the ecological environment have not yet been effectively controlled, which can easily lead to the growth and spread of social cancers such as money worship, profit-seeking, and counterfeiting. Book and periodical printing enterprises have also been corroded and affected to varying degrees. The leaders of individual enterprises are troubled by the immediate difficulties and attracted by the immediate interests. They forget that there are also laws and regulations and piracy and copying of various publications whenever they have the opportunity. Things for personal gain.
Increasing the transparency of decision-making can ensure the correctness of decision-making to the greatest extent
Shaanxi Hanzhong Printing Factory was originally a national-level designated printing enterprise for books and periodicals, and was once known as a company with integrity. , Responsible and law-abiding enterprises, the production development speed is not very fast, but it is still on the rise.
In 1999, the company's leadership team was adjusted again. The new officials took office with three goals. They proposed the goal of laying a foundation in one year, moving up to the next level in two years, and showing their strength again in three years. While vigorously developing business, they relaxed their minds about compliance. In the early 2000s, he colluded with unscrupulous booksellers and boldly pirated the book "Cihai". The number of copies was as high as 5,000 sets and 15,000 copies, becoming the first piracy case in Shaanxi Province in the new century. After the incident, the company suffered huge economic losses and intangible asset losses, and it will be difficult to recover in the short term.
On the contrary, a typical case in Shaanxi of abiding by the law and refusing to pirate copies caused a sensation in the local area. In October 1991, a customer claimed to be a salesperson of Shanxi Fenjiu Factory. He came to the 523 Factory and asked to sign a contract for printing the Fenjiu trademark, and said he would pay half of the price up front. Although the No. 523 Factory had no work to do at the time, it investigated the suspicious business and assisted the Fen Distillery in uncovering the case of manufacturing fake wine trademarks. Shanxi Fen Distillery was moved by the integrity and law-abiding management of Wuersan Factory, and took the initiative to transfer its wine labels to Wuersan Factory for printing. This move of No. 523 Factory was commended by the superior authorities and vigorously publicized by the news media. The credibility and image of the company were increased, and the business expansion was not limited to the Fenjiu trademark.
Warning Principle
No enterprise or operator can guarantee that every decision made will be successful. The question is, when a decision obviously deviates from the market and objective reality during the implementation process, can it be adjusted and corrected in a timely manner; when a decision ends in complete failure, can it be possible to carefully analyze the reasons, learn lessons, and avoid similar mistakes? It happens again and achieves the purpose of learning from every experience and gaining wisdom.
In the late 1980s, a large state-owned book and magazine printing company in Shaanxi and the Northwest Machinery Manufacturing Factory jointly developed a book and magazine binding line. Due to difficulties in technology, process, and manufacturing, the development work was very difficult. It took a lot of money and manpower, and it took 8 years to barely develop a prototype. However, due to poor technical performance and many defects of the equipment itself, normal production was never possible, and employees were very dissatisfied. However, the leaders of both companies were impetuous and overjoyed, so they took special measures to make the prototype pass the appraisal, and after application, it also won the third prize of the National Science and Technology Progress Award. After mass production, the product was sold to printing companies in Xi'an, Lanzhou and other places. In less than two years, all the sold flat-bed binding lines were sold for scrap, causing huge economic losses to both the country and the company. The indifference to the decision-making errors caused the 523 Factory to later purchase the first batch of wireless perfect binding machines manufactured by a printing machine factory in Henan with poor technical performance. Due to defects in the equipment performance, it could not start normally. The factory organized technical personnel to carry out inspections. After technical transformation, it was eventually eliminated because there was no obvious improvement, and it was sold for scrap again.
Individual book and periodical printing companies ignore the constraints of laws and regulations and piracy and pirated copies of various publications for personal gain at any opportunity
A large state-owned printing company in Shaanxi has been operating since the 1980s. Since the 1990s, many tertiary industry projects have been developed, some of which were successful and some of which failed. However, for some failed projects, such as starting farms and developing real estate, companies have not yet carefully analyzed the reasons for failure and failed to take corrective measures to recover some of their economic losses. Leaders are replaced one after another, and leaders are avoided one after another, so that the stalls of these failed projects are still there, causing the company's property to continue to suffer economic losses.
When corporate employees have a quality, equipment, or safety accident due to a weak sense of responsibility or improper operation, they must generally deal with it according to factory regulations and disciplines to warn all factory employees; at the same time, the reasons must be found, Establish measures to fix loopholes and nip problems in the bud. If factory directors and managers handle their decision-making mistakes in this way, they will avoid repeated and larger mistakes and improve their decision-making ability and level.