/ep_edm/en/contect_324.html SHINI PLASTICS TECHNOLOGIES, INC.

Press Release

2010 Quarter 4 Issue 5

Interview with Shini President Mr. Aki Wu

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Attaining Growth During Recession

Relying on the development pattern of five bases with one R&D center, Shini Plastics Technologies Inc. has been keeping on opening up a wider global marketing share by centering on the management principle of Focusing on Particular Business, Pursuing to be the World Leader” for over 41 years of developments. Thanks to the efforts for past years, nowadays Shini has become one of world-class manufactures of plastics auxiliary equipments. The newly-built production base on March, 2010 for plastics auxiliary equipments with a supreme global scale has been put into operation. In this journal we will share with you about their successes with the business excellence.

 

 

SHINI Plastics Technologies, Inc. is a world-class manufacturer and solution provider in the plastics auxiliary equipment industry. The company was established in Taiwan in 1969 and celebrated its 40th anniversary last year. Its output reaches over 70,000 units annually and these are exported to 50 countries. The global financial crisis led customers to be conscious with their budget but for SHINI, growth has been attainable even in recession. International Plastics News for Asia (IRNA) learns from Mr. Aki Wu, General Manager of SHINI, how the company sees the crisis as an opportunity for restructuring and seeking new markets.

 

IRNA: What has been SHINI’s investment during the global financial crisis?

Wu: The crisis began in the United States in 2007 and by late 2008; it had spread to many countries, with companies responding through massive emergency measures. In contrast, SHINI decided in 2009 to set up a new department - the Automation Business Department, which is to design and manufacture for automation robots. We have already received orders from domestic and overseas buyers and are ready to put them into mass production. We believe that the automation business department will become a major driving force for our growth next year.

 

Wu: Additionally, we invested NT$ 600 million (or about $19 million) in a series of factory expansion. The factory in Dongguan, China was extended to 20,000 square meters in 2009; the extension of Taipei factory was completed by end-2009; a new factory spanning SHINI’s auxiliary equipment is exported worldwide.

 

We believe that the efforts we put in will bring some fundamental changes for SHINI to progress into a technical-oriented, service and innovation focused international enterprise.”

 

Wu: 36,000 square meters and total factory area of 10 acres in Pinghu near Shanghai, China was set up; while the factory in India began operation in July 2009. All these expansion works were completed by end-2009 and these could double our production capacity.

 

IRNA: What are SHINI’s recent efforts towards automation and robotics?

Wu: SHINI has started to produce robots that are specially designed for the removal of sprue and finished products after injection molding. There are nine product series: swing-arm robots, single-axis servo driven robots, single-axis telescopic servo driven robots, three-axis servo driven robots, three-axis telescopic servo driven robots, five-axis servo driven robots, five-axis telescopic servo driven robots, vertical transporter and belt conveyors. All these products are geared to improve production efficiency and enhance the product quality of our customers.

 

IRNA: Besides the improvement in facilities and new products, are there also any developments on the management front?

Wu: The issue of corporate management has been constantly reviewed during years of our vigorous growth. The economic slowdown in 2009 gave us the chance to focus on fine tuning our corporate structure.

 

Wu: We realigned with ISO-9001 standard and introduced internal audit, ERP (SAP), e-business, online learning system and knowledge management. We also adopted bar code systems to enhance our resource management, and we introduced measures of cost centre and profit centre management. We made the best use of the time during the global financial crisis to reinforce the company to a better shape.

 

Wu: The R&D department has already developed new relevant process. Knowledge management has yield preliminary results. With the help of Japanese technical consultant, SHINI is releasing a variety of design standards and inter-department cooperation between the R&D department and production department. Strict sample machine testing and certification process has been able to reduce design defects of new products.

 

IRNA: What is the future prospect of SHINI?

Wu: We believe that the efforts we put in will bring some fundamental changes to the company. SHINI will progress from a production-oriented local company into a technical-oriented, service and innovation focused international enterprise. Since we export 50% of our products, of which 30% are intended for developed countries like Europe and Japan, we must have higher expectation for ourselves.

 

As we move towards having one centre for R&D, five bases for production and global marketing, the whole group communicates to each other by means of information network. In this aspect, we make full use of database to accumulate and share R&D, design, production, product application, customer services and marketing experiences, from which we could constantly utilise successful experience and knowledge to better help our customers.