Where Does The Shoe Industry Go Under The "Pay Rise"?

We all know that in the wage distribution, the shoe enterprises should settle their wages in time, which has encouraged the enthusiasm of the workers and greatly enhanced the motivation of the work.

In addition, we should establish a competitive incentive mechanism that rewards and punishments most effectively to develop and utilize human talents and growth, so that employees can develop their learning ability, upward development ability and self protection ability in their work process, and be fully respected in their work and life.

Let them feel that this job is decent and dignified work.

In this way, the turnover rate of employees has dropped, satisfaction has increased, productivity and product quality have naturally increased.

The reporter learned that the Qingdao double star in the production management work through the pformation of the production environment to stabilize employees, and creatively implemented the production mode of "putting the semi-finished products on the same day and clearing the case on the same day", and changed the traditional practice of the sewing process in the past decades.

Cultivate the internal driving force for enterprises to upgrade upward

It is obvious that shoe companies should realize "reborn" by means of technological pformation, changing the management structure and improving the added value of products, thus shifting the pressure brought by the increase of labor costs, which also speeds up the pformation of quality.

Taking Jinjiang's shoe making industry as a large-scale equipment introduction and technological pformation, the level of Jinjiang shoemaking technology and equipment ranks the leading position in the mid and late 90s of last century. Processing capacity and technology level and product quality can meet the needs of some international brands. In recent years, many manufacturers have made OEM work for international brands. At this time, the number of foreign brands has increased rapidly, and many Jinjiang shoemaking enterprises have completed the primitive accumulation of capital.

Later, the footwear industry in Jinjiang saw the disadvantages of OEM, began to gradually become too brand oriented, owned its own sales channels and branded reforms, pformed the original production capacity into the foundation of brand management, and made use of the profits generated by processing to subsidize brand action, and began to walk in two legs.

At the same time, insiders said, "the rising labor cost is an inevitable trend of economic progress. What enterprises need to do is not complaining but upgrading their own level."

Upgrading the upgrading of technology and productivity is an inevitable choice for companies that want to survive in order to bring cost pressures to the workforce.

There is no doubt that the end of the cheap labor era has forced the restructuring of shoe companies, and this reconstruction also shows the hardness of the brand from the inside. It is a powerful guarantee for the distance between the market and the attention of the labor market.