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There Are Sixteen Common Problems In The Internal Management Of Clothing And Footwear Enterprises.

2013/4/21 8:08:00 16

Clothing Enterprises Shoes And Hat Enterprises Clothing Enterprise Management

1, from class leader, supervisor to director of production process requirements never in-depth reading analysis, always understand, do not understand, production progress is always oral, lack of detailed plan, how much calculation. "Try to grasp", "almost", "impossible", "I have no way", often talk on the lips. 
 2, group leader, poor quality consciousness, numbness in pursuit of output, no prenatal analysis will be prepared in advance to strengthen control. Every time, when problems arise, they will be remedied, work inefficiency, deal with problems without result, and never return to work without good habit. 
 3, the manager and director will only assign tasks, and do not do any research on how to correctly guide the staff's actual operation. To think of it there is not the right way to do the right thing. 
 4. At the critical moment, the director and workshop supervisor lacked initiative and on-site co-ordination, organizing and directing capability. Each shipment is always busy, messy, poor and wrong. 
 5, the problem of quality is not to solve the problem first, but to investigate the responsibility of proof, wrangle, blame, curse, evade and push in the office. 
 6, there is a poor sense of unity and cooperation among departments. It is always self centred, ignoring the overall situation and never actively communicating with others, narrow-minded or even setting resistance to work. 
 7, most of the workshop supervisors and team leaders usually like to say, "I told him," "really troublesome", "almost done" irresponsible. The sense of quality first is very shallow. 
 8, director, supervisor and team leader lack the concept of cost accounting, figures and form management. They never make standardized on-site records, do not know how to control traffic flow, and overstock a large number of semi-finished products. 
 9, work between departments is not coordinated, responsibilities are unclear, daily work is unplanned, action is not targeted, operators lack sense of responsibility. There is a lack of communication and discussion between salesmen, purchasers, technicians, people and departments. They are always intriguing, ganging up, slowing down and influencing unity. 
 10, site < a href= "//www.sjfzxm.com" > production process < /a > management is not standard, procedures are chaotic, no group leader can not write working procedure and work hours, piece work price is unreasonable, cause staff emotional. Every month, at the end of the month, employees always complain to the office or complain to their boss. 
 11, < a href= "//www.sjfzxm.com/news/" > production process < /a > data compilation format is neither standardized nor standardized. What information should be distributed to? Who will be examined and transferred to whom? How to archive, numbering, binding and so on? It always looks chaotic. It is even more difficult to find information. Even the sample can't be found when the customer inspecting the goods. 
 12, < a href= "//www.sjfzxm.com/news/index_c.asp" > surface accessories > /a > no specific plans for procurement, follow up is not effective, the arrival is not, should not arrive first, seriously affect the production department progress and delivery. When the warehouse is issued, the procedures are not clear, and the management system is not complete. 
 13, department heads lack strict organizational discipline, principled and executive power are not enough, their own professional ethics and dedication to work attitude problems, let alone education subordinates. 
 14, employees are slack, often ask for leave, work efficiency is low, complain about low wages all the time, the staff flow is frequent, the workshop always arrives at the end of the season to deliver a large quantity to the post road, the serious repair is nobody cares, finally cannot deliver overnight, causes the customer to complain, the air transportation, the deduction. 
 15, outgoing merchandiser disorderly operation, often wrong material, and processing factory wrangling, tension. Quality control is more of a mess, often with the shipment of the incident. 
 16, senior leaders lack the overall planning ability and organizational education ability. The overall quality education and skills training of the staff are not thorough enough. A company lacking enterprise culture is no soul, nor is it cohesion and loyalty.