Analyze the impact of loss of standards on the interests of the LED lighting industry

However, in actual situations, standards are often shelved, arbitrary, emotional, empiricistic, or for temporary gain, which become obstacles to the implementation of standardization. The loss of standards can, at the least, cause a company to lose production chain, make quality difficult to stabilize, and increase hanging materials; at worst, it can bring down the company and turn the brand dream into a phantom. Taking the more common phenomenon in the industry as an example, there are actually quite a few companies that have lost their standards. If the industry follows trends seriously and imitations occur frequently, it is a phenomenon of losing standards. What companies see is not the company's inherent standards, but plagiarizing other people's products for temporary gain. As a result, the plagiarized products are incompatible with the entire product line, affecting the standard effect of the product line; it seems to save development costs, but on the other hand, due to manufacturing Plagiarizing products incurs procurement costs and production costs, because the materials or accessories used in plagiarized products are different from the original products, and the employees of the company are not familiar with the production of the products. There will be a running-in process. Finally, the temporary benefit will make the entire production system chaotic. For a long time, it has been difficult for companies to form a standard product line and stay behind others, and they also face the risk of outdated styles causing an increase in hanging materials in the workshop. In fact, following the trend and copying is a kind of behavior that sees short-term profits and ignores the long-term interests of the company. The price is the loss of one's own standards. As a result, it is difficult for oneself to surpass, and it is even more difficult to form one's own brand effect. Following the trend is just an example. More loss of standards also occurs at the development, design and production levels. Let’s talk about development and design first. There must also be a standard for development and design. You cannot develop everything. You can develop whatever you want. It must be connected with the factory's production standards. For example, a company's store often feedbacks some market information to the development and design department. If it thinks which product is easy to sell, it will be recommended to the development and design department to develop it. It's very casual. After business personnel feedback market information, companies should check whether these products are consistent with the factory's production standards, rather than just launching good products. Otherwise, although some products are easy to sell, they will mess up the production department because the non-standard products are made of different materials, or the chassis is not universal, or the nails and rivets are inconsistent. As a result, the purchasing department, warehousing department, and technicians have to put a lot of effort into it. Then, these non-standard products will no longer have any profit advantage, but will become a burden on production. Therefore, you must first refer to the company's standards before choosing whether to develop relevant products, so that you will get twice the result with half the effort. At the production level, standardization is even more important. Failure to standardize any link will affect product quality to a greater or lesser extent. Therefore, standards must be set for product assembly, production processes, workshop hygiene, and quality inspection links. For example, in semi-finished product warehouses or finished product warehouses, there must be standard procedures for receiving and inspecting goods; the production department must have specific operating procedures; workshop hygiene must also have standard rectification procedures; and the quality department must have strict inspection standards that meet lighting requirements. It is understood that behind standardization, "modularization" should also be achieved in the division of labor. The production department is divided into different modules, and who is responsible for which module must be very clear; each department must have a supervisor who is responsible for overall arrangements and spot checks. Everyone performs their duties and works very smoothly. In fact, this kind of "modularization" allows employees to see their responsibilities clearly and will not cause confusion due to responsibilities being ignored. This is actually "standardization" in management. As the old saying goes, there is no circle without rules. Enterprises must have their own standardization in order to optimize all links, form a strong synergy, generate higher benefits, obtain more stable quality, and have their own characteristics. Only by having standards to follow, improving the standards step by step, and strictly implementing them, and not changing them at will for temporary gain or convenience, can enterprises continue to enhance their strength instead of suddenly falling down or suffering from chronic illness on the way forward.