ClothingEnterpriseNegative managementspeciesBadSymptoms:
1.The team leader, supervisor, and factory director did not carefully study and analyze the requirements of the production process, and they did not understand it, and the production schedule lacked a detailed specific plan.
2.Some team leaders have poor quality awareness, blindly pursue output, do not pay attention to pre-production samples, always wait for problems to remedy, and are busy with "firefighting" work every day.
3.Some factory directors and supervisors just give tasks to the team leader, do not study the process sheet, lack of follow-up guidance team leader to arrange the process, let the team leader do **think**, only seek output and ignore quality, always command in the office, lazy, loose, push yourself has become a habit.
4.At critical moments, the department head lacks the initiative and on-site co-ordination, organization and command ability, and the emergency shipment is always busy, chaotic, wrong and wrong.
5.If there is a quality problem, it is not to solve it first, but to blame, blame, scold, or evade responsibility.
6.The sense of unity and cooperation between departments is very poor, they are always self-centered, unable to take into account the overall situation, and even create obstacles for the upper and lower departments.
7.When the work handover is wrong, it is common to say: "I told him", "It's really troublesome", "It's almost enough", irresponsible, the relevant responsible person or department always delays again and again without replying, resulting in the team having to stop work and wait;
8.Lack of control over the flow of semi-finished products of the team, a large backlog of semi-finished products can not be finished products, and a large number of repairs are carried out after the last delivery, wasting manpower and financial resources.
9.The work between departments is not coordinated, the job responsibilities are not clear, the work lacks planning and responsibility, the lack of communication and discussion between people and departments, always intrigues, gangs, and passive sabotage, resulting in serious internal friction.
10.The team management is not standardized, and the team leader does not know how to write the process and working hours, which leads to unreasonable piecework prices, emotional employees, and employees always complain to the office or the boss when they pay wages at the end of each month.
11.The production process data is neither standardized nor standardized, what information should be sent to whom? Who audits? To whom? How to archive numbering, binding, etc., there is always a mess on the workbench, and it is even more difficult to find a copy of the original material.
12.The procurement and warehousing time of surface accessories is always delayed again and again, and the supervisor does not follow up effectively, and the one that should not arrive first arrives, which seriously affects the progress and delivery of the production department. When the warehouse is issued, the procedures are not clear, and there are often a few missing parts, and the number is repeatedly supplemented, which increases the cost of raw material procurement.
13.The department head is not strong enough in principle, can not persistently implement the system, is not enough to lead by example, a group of harmony, the surface accessories are often not the right version, and the cutting often exceeds the material or the cutting is wrong, resulting in losses and increased costs.
14.Employees are scattered, often ask for leave, work efficiency is low, and always complain about low wages, the team always delivers a large number of goods to the back end of the day, a large number of quality repairs are not cared for, and finally the overnight can not be delivered on time, resulting in customer complaints about deductions or requests for air transportation.
15.There is a lack of standardized processes for outgoing documentary orders, the surface accessories are often wrong, the relationship with the processing plant is tense, the quality control is even more confused, and there are often incidents of shipment with money.
16.Enterprises lack of systematic technical training and mentality quality education for employees, enthusiasm, consciousness, self-discipline is the soul of corporate culture, without strict norms of education and training of employees, there is no cohesion and loyalty, and it is impossible to create more profits for the enterprise.
The above 16 aspects only reflect the status quo of some non-standard garment enterprises, if you want to change, you must make up your mind, starting from the core value of corporate culture, starting from the psychological quality of training employees, and gradually help all employees change the outdated thinking mode and concept by strengthening regular training, stimulate the enthusiasm for work in the early stage of entrepreneurship, tap potential from within, implement standardized management, and truly take the road of "quality to efficiency, management to profit"!
The effectiveness of the optimization and improvement of the workshop team process:
The production line of garment enterprises is the source of creating profits, from design to technology, from procurement to cutting, from personnel administration to general manager, everything must be centered on production, only to do all the preparatory work in the early stage, so that the team leader and the operator become a "robot", every day can complete the output of the planned platform with quality and quantity, and the enterprise can really work to achieve profitable development and growth.
Optimized results:
1.After the transformation of the team assembly line, the finished product can be produced in 3-6 hours after the first line, the daily output can be increased by 20-30%, and the quality has been effectively controlled.
2.The receiver cooperates with the team leader to match the semi-finished products and deliver them to each employee, so that employees do not have to waste man-hours due to waiting, which affects Taiwan's production, and also reduces employee turnover.
3.Through the transformation, the flow of semi-finished products of the team is effectively controlled, and a large number of semi-finished products are avoided.
4.Through on-site practical training, the team leader's operation skills and management ability can be improved, and the shadow of busy, chaotic and poor work can be freed from every day, and work easily and happily!
5.Through the transformation and control of the seven wastes, make full use of various management tools and methods to control costs, reduce waste, and fundamentally improve efficiency and reduce costs.
In today's economic recession, the implementation of refined process transformation has become a "killer tool" for garment enterprises to reduce costs and improve efficiency, and practicing good management skills is the best choice to improve the competitiveness of enterprises!
The transformation of lean production process is the subject of Mr. Shen's research for many years, and the successful implementation has been unanimously recognized by the industry.