High-end manufacturing enterprises have complex product structures and prominent individualized market demands. They generally adopt a multi-variety and small-batch discrete production mode, which represents a typical mixed push-pull production type. To address the obvious fluctuations in production equilibrium, unsystematic identification of influencing factors and unclear action mechanisms in the mixed push-pull production scenario, this study selected multi-variety and small-batch high-end manufacturing enterprises as research cases and adopted grounded theory to code and analyze in-depth interview data. Four main categories were extracted: supply chain collaboration failure, dynamic scheduling game, physical system rigidity, and mental model feedback. Using the second-order minimal archetype matrix and network centrality analysis, this study identified three hierarchically nested system archetypes: Fixes That Fail, Limits to Growth and Shifting the Burden, which revealed the internal mechanism of repeated failures of symptomatic solutions for local optimization and the resulting production imbalance. Accordingly, leverage solutions were proposed from four dimensions: cognitive adjustment, information transparency, incentive linkage and organizational buffering. This paper provides an analytical framework and managerial implications for high-end manufacturers to optimize their multi-variety and small-batch production organization modes.