Top Ten Phenomenon and Prospects of China's Abrasives Industry in 2016 (Part Two)

Related reading: Ten major phenomena and prospects of China's abrasives industry in 2016 (on) ( click to read )
[ China Abrasives Net Grinding Gold Campus ] In the previous article, Xiaobian summarized the development of China's abrasives industry in 2016. The entrepreneurs actively changed their thinking, the automation upgrade entered the acceleration period, and the investment in the middle and high-end market increased. The speed of delivery, the segmentation of the market gradually became the main theme, the awareness of brand cultivation, the rise of Internet marketing, the further growth of the capital market team, the strong environmental storm, and the speed of the international giants in the Chinese market. The next part is mainly Some glimpses of the future development of the industry.
"Blue Book of Equipment Manufacturing: China Equipment Manufacturing Development Report (2016)" pointed out that "China's economy is experiencing a new normal of speed change, structural optimization, and power transformation. It is at a key historical turning point in transformation and upgrading, and the traditional pattern is being broken. The new growth force is still gestating. In the future, China's equipment manufacturing industry should actively promote supply-side structural reform." 2016 is the first year of supply-side structural reform, and 2017 will usher in an in-depth year. Abrasives will provide important support in the process of manufacturing-side supply-side reform. Abrasives are the premise of manufacturing innovation, which directly determines the performance, level, quality and reliability of manufacturing products. The "supply-side reform" is also a high-frequency word in the recent high-level speech. Authoritative experts pointed out that deepening the supply-side structural reform must grasp three basic connotations: the ultimate goal is to meet the needs, and the main direction is to improve the quality of supply. The fundamental way is to deepen reform. For the abrasives industry, the reform of the supply side will not be able to rely on the old road of low-cost competition. It should be more brainstorming in the “cage change for birds” and industrial upgrading. The essence is to improve the innovation ability of enterprises. Innovation has a lot of content, including technological innovation, management innovation, model innovation and institutional innovation. On the one hand, build the foundation and make up the short board; on the other hand, break through the cutting-edge technology, open up emerging markets, and move toward the middle and high end. At a deeper level, innovation needs to solve key problems in several industries, such as efficiency, capital, and talent. Xiao Bian believes that solving these key problems can be considered from three aspects: one is the construction and application of industrial big data platform, the other is the vertical innovation of the whole industry chain based on the enterprise, the shared competition between the horizontal peers and the internal enterprise. Construction optimization (reform), the third is to strengthen the role of talent support.

Insights - Industrial big data bosses are full of the world's research market, looking for business opportunities, research and development departments to the south to find materials, ask for equipment, apply for funds, sales staff to promote products for the whole world ... This is the current domestic abrasives industry " A microcosm of inefficiency, slow market development, slow development of R&D, and slow channel construction, the reason is that effective information, that is, data occlusion, one-sided, difficult to master. With the deep integration of informationization and industrialization, information technology has penetrated into all aspects of the industrial chain of industrial enterprises, such as barcodes, QR codes, RFID, industrial sensors, industrial automation systems, industrial Internet of Things, ERP, CAD/CAM/CAE/ Technologies such as CAI are widely used in industrial enterprises, especially the application of new generation information technologies such as the Internet, mobile Internet, and Internet of Things in the industrial field. Industrial enterprises have also entered the new development stage of the Internet industry, and the data owned by industrial enterprises. It is also increasingly rich. Before the advent of cloud computing, computers could not handle large and irregular "unstructured data." With the maturity of the Internet of Things and cloud computing technologies, large data collection through the Internet of Things and analysis of big data through cloud computing. Forecasts will drive decisions faster and more accurately, and the hidden value of data will be more. Just as the Internet has changed the world by adding communication capabilities to computers, big data will also change every aspect of ours because it creates an unprecedentedly quantifiable dimension for us. The basicity and diversity of abrasive products determine the possibility of using big data to achieve enterprise efficiency, mainly relying on industrial big data.
In the industry, the industrial big data platform can be divided into two types: enterprise-level platform and industry-level platform. The enterprise-level big data platform will cover the whole life cycle of products such as production, management, R&D, marketing, warehousing and logistics, after-sales service, etc. through information technology. The data is collected into a platform, and the data is calculated and analyzed to perceive the user's needs and provide decision-making basis for the refined operation of the enterprise; the industry-level big data platform is mainly the data integration platform of all links in the whole process of the industrial chain, through the entire industrial chain. The calculation and analysis of the data, predicting the market conditions, and providing reference for the enterprise's macro decision-making. For the innovation of grinding enterprises, the commonality of the two is the improvement of efficiency through data.
For a data application in the abrasives industry, give a simple example:
I believe that everyone is no stranger to WeChat public account. Many companies regard it as a publicity window and marketing platform. In fact, for the grinding company with WeChat public number, there is a large amount of data in the WeChat public account to edit the background. For example, in the case of “user analysis”, we can intuitively see the distribution of the provinces of the fans (shown in Figure 2) and the distribution of the cities (shown in Figure 3).
Assume that this is the data of the WeChat public number of a certain grinding wheel enterprise. When the data is true and complete, the related information can roughly reflect the market distribution of the grinding wheel enterprise in the country, so the company can refer to the market when returning to the market. The data will give priority to return visits to key provinces and cities. From the data, it can be seen from which areas of the grinding wheel enterprises have weak market influence and coping strategies.
If the above is an analysis of static data, then the analysis of dynamic data is more effective in guiding production. Taking the grinding wheel enterprise as an example, if RFID (radio frequency identification technology) is used properly on the outer packaging of the grinding wheel, it can bring complete product chain data for the enterprise, including product terminal use data. The grinding wheel enterprise can see efficiently through the industrial big data platform. To predict and predict which type of grinding wheel is the best-selling in the same time period, which types of grinding wheels are sold in different regions, etc., enterprises can produce and stock in advance according to the analysis results of real-time data, and even according to the end user area. Environment, climate and other fine-tuning of the grinding wheel formula to achieve the best performance of the product, the most basic can be done on the product packaging to prevent moisture, moisture and other improvements. All of this is based on data analysis.
The core of big data is prediction. It is often seen as part of artificial intelligence or, more specifically, as a machine learning. But this definition is misleading. Big data is not about teaching machines to think like people. Instead, it applies mathematical algorithms to massive amounts of data to predict the likelihood of things happening. Data scientist Victor Meyer-Schonberg sums up the three major changes in the concept of data processing in the era of big data: to not sample all, to be absolutely accurate, to be irrelevant.
Nowadays, the automation process of grinding enterprises is accelerating, and the intelligence is just getting started. It takes a long way to realize the industrial big data application in the true sense. There is still a lot of work to be done to tap the huge potential value of industrial big data. One is the problem of building big data awareness. In the past, the potential value of large amounts of data was buried. Another important issue is the data island, how to put data from the whole enterprise (special It is a large enterprise) extracted from various isolated islands. At this stage, what companies can do is to make full use of tools to analyze data to help companies reduce costs, improve efficiency, develop new products, make more informed business decisions, and more.

Base point - the three dimensions of the enterprise For the innovation and breakthrough of the enterprise, industrial big data may be an effective tool, but regardless of its role, it is still an external factor, and it is the second. The decisive factor lies in the internal cause. From the current macro situation, it can be foreseen that in the manufacturing sector, personalized customization and flexible production will become a trend. In 2016, the government work report also proposed “encouraging enterprises to carry out personalized customization and flexible production”. As the manufacturing base of the abrasives industry, as the development trend of the manufacturing industry changes, it will also be characterized by market segmentation and product customization. Production in this environment shows characteristics such as “multi-variety, small batch, rapid response”, which requires enterprises to have sustainable and strong innovation capabilities. From the current status quo of the industry, grinding enterprises are still suffering from several problems such as efficiency, capital and talent. In the future, the development of grinding enterprises can consider three dimensions: enterprise-based collaborative innovation, horizontal peer-to-peer sharing competition and internal construction optimization. One vertical, one horizontal and one internal, complement each other, they will support a company from a one-dimensional two-dimensional single-frame to a three-dimensional framework that can withstand the risks and market tests. Vertical full-industry chain collaborative innovation. Under the trend of customized and personalized manufacturing, the market will force the enterprises to launch new products more frequently, and whether the innovation ability can keep up with the market development speed will become the key to the survival of enterprises. It is well known that end-applied abrasives usually consist of binders, abrasives, fillers, etc., and their technical depth and width have a significant correlation. The short plates of any kind of raw materials will be the performance of the elbow. At present, compared with the international advanced level, there are not many local grinding enterprises with considerable level of R&D strength. For most local grinding enterprises, relying on their own strength for product research and development, their funds and technology are stretched. Therefore, collaborative innovation across the entire industry chain will be one of the keys. This requires enterprises to be good at using external resources, and to cooperate with different innovation entities such as suppliers, product users, research institutes, etc., to participate in the product innovation process, to meet market demand in a more efficient manner, and ultimately to achieve a win-win situation in the industry chain.
Sharing competition among horizontal peers. The "13th Five-Year Plan" "Proposal" regards shared development as one of the five development concepts, which reflects a new understanding of China's development law. Also extending to the abrasives industry, low-end surplus, vicious competition, high-end shortages and other pain points are prominent. On the one hand, enterprises are struggling with price wars in the low-end market, and the scene is chaotic; on the other hand, in some high-end applications with high added value. Local products have never been able to get in or have the ability to get involved. This phenomenon has a considerable relationship with the history of the industry. A large number of founders and technical talents of private grinding enterprises come out in the same door. Basically, they are from the state-owned large-scale abrasives enterprises such as Ersha and Sisha after the 1990s. Going out, in the period of rapid economic development at that time, the low-end products that rely on smaller inputs and simpler process technologies have market and profits, and the current enterprises generally feel difficult. One of the reasons is the low-end products market. The serious shrinkage, the original model is no longer adapted to the new normal of China's economic restructuring, speed increase shift. Under this circumstance, the original model of the industry needs to be broken, and similar or similar grinding enterprises in the same field can consider constructing a horizontal shared competition relationship, and concentrate on the sharing of their respective enterprise data. In some businesses with comparative advantages, to avoid homogenous vicious competition; more importantly, for some high-end markets, enterprises may consider sharing markets with their peers in order to share costs and share risks, Sharing the technology, sharing the results, etc., adhere to the spirit of the contract, set up a joint research team, focus on research and development to develop new technologies, develop new products, etc., and break the monopoly of products in high-end fields such as aerospace and rail transit. While gaining high added value, it also adds luster to the "Made in China" of high-end abrasives, which is also in line with China's implementation of the manufacturing power strategy.
Internal construction optimization and reform. The smoothness of the vertical industry chain and the horizontal peer relationship of the enterprise is not enough to achieve the status of a strong enterprise, because the excellent internal construction of the enterprise is a prerequisite for the realization of the first two. In the industry and even the entire Chinese manufacturing industry does not pay attention to core technology, too much emphasis on marketing is quite common, when the marketing staff is flying, in fact, from another perspective, your goods are really not good. In addition, Chinese companies still have a lot of bad habits and bad habits, including the quality of procurement personnel. Whether it is state-owned or private enterprises, corporate CEOs are often willing to choose procurement staff from their cronies or families. Names prevent corruption. I have heard such a situation. A corundum smelting company, a purchasing person in charge is the boss’s confidant. The purchasing person in charge of the dark-box operation received a bribe from the supplier to buy a bauxite that did not meet the standard, which made the production workers complain. It completely disrupted the original smelting process, not only consumed a lot of electric energy, but also caused the production and grade of the batch of corundum products to be seriously affected, which ultimately brought huge losses to the enterprise. Therefore, if a company wants to create a good entrepreneurial environment, it must optimize and reform the internal system design.

Support: The issue of attaching importance to talents and talents can be included in the internal construction optimization of the above enterprises. The talent problem is also an old topic in the industry, but people are fundamental, human factors are pervasive and involve all aspects of the enterprise, so we will emphasize this again. . The construction of industrial big data and the construction of the three dimensions of enterprises require people to do it, and talents need to be supported. Suppose the company has spent millions on automation and intelligent upgrades, but the employees don't care. What's the point?
Enterprises are eager for talents, and they are also afraid of losing talents. The reasons for brain drain include the imperfect distribution system of materials and the lack of attention to ideological talents. The role of talents in enterprises' participation in competition is often decisive. If enterprises want to retain talents, on the one hand, they should be effective incentive systems, and on the other hand, they should pay attention to all kinds of talents. A recent survey by Harvard Business School found that about half of the 20,000 employees surveyed said they were not respected by their supervisors. Respondents also value respect and score higher than any other aspect. In China, enterprises must change the concept of re-selling light technology. The lack of craftsmanship in Chinese manufacturing has a lot to do with the lack of respect for skilled workers. A salesperson has an annual salary of several hundred thousand and millions, while technical workers can take it in one year. How much is the salary? At the same time, they have obvious differences in the working environment, development space, rising channel and labor security. This has caused the loss of technical talents and front-line production employees to be more serious. The replacement of employees will be frequent. In the end, the stability of the company's products will be affected by human factors, and it will also cause the avoidance of mainstream values. Want to make big money for dry sales, want to have status sales, some talents with technical talents and technical expertise are forced to sell by the environment, resulting in more and more technical talents, the more the company's products are doing without technical support. The worse the coming, the basic features, and ultimately only survive with price wars. If enterprises want to produce high-level products and need to regain the spirit of artisans, they must have a considerable variety of talent reserves. While cultivating talents, enterprises must retain talents through conceptual changes and institutional reforms. Of course, from the perspective of enterprises, talents should also hold the professional ethics. They should respect intellectual property rights. Only in this way can they improve their enthusiasm for technology research and development, and enterprises will develop better. Will pay more attention to talent.
(The views in the text only represent the personal position of Xiaobian)

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