First, the top leaders lack the ability of overall planning and organizational education, and the overall quality education and skills training of staff are not deep enough. An enterprise lacking corporate culture means no soul, let alone cohesion and loyalty.
2. Managers and factory directors just give orders, but don't do analysis and research on how to correctly guide employees' actual operation, and they are always not thorough and decisive when dealing with problems on the spot. There is no right way to do the right thing.
Third, at critical moments, the factory director and workshop supervisor lack the initiative and the ability of overall planning, organization and command on site, and each shipment is always busy, chaotic, poor and wrong.
Fourth, factory directors, supervisors and team leaders lack the concepts of cost accounting and standardized management of digital forms, never make standardized on-site records, and do not know how to control processes. A large number of semi-finished products cannot be produced, and a large number of them are repaired after the last delivery.
From the team leader, the supervisor to the factory director, they have never thoroughly read and analyzed the requirements of the production process, but they always understand. They always talk about the production progress verbally, lacking detailed and specific plans and calculating how much they have done. As soon as possible, almost, impossible and helpless are often mentioned.
Sixth, department heads lack strict organizational discipline, weak principles, insufficient execution, and problems in professional ethics and professionalism, not to mention educating subordinates.
Seven, the team leader's poor quality awareness, numb pursuit of output, will strengthen control without prenatal analysis, and always wait for problems to remedy. Work efficiency is low, there is no result in dealing with problems, and there is no good habit of actively reporting work.
Eight, the consciousness of unity and cooperation between departments is poor, always self-centered, regardless of the overall situation, never take the initiative to communicate and cooperate with others, and narrow-minded people even set resistance to work.
9. Most workshop supervisors and team leaders usually like to say irresponsible things like "I told him", "What a bother" and "almost enough". The consciousness of quality first is very weak.
Ten, the quality problem is not solved first, but the responsibility of the card, in the office buck passing, swearing, escape, buck passing.
Eleven, uncoordinated work between departments, unclear job responsibilities, no plan for daily work, no goal for action, and lack of sense of responsibility for operators. There is a lack of communication and discussion among salesmen, buyers, technicians and departments.
12. There is no specific plan for procurement, and the follow-up is weak. What should have arrived has not arrived, and what should not have arrived has arrived first, which seriously affects the progress and delivery time of the production department. When the warehouse delivers goods, the procedures are unclear, the management system is incomplete, several pieces are often missing, and even the wrong accessories are sent, resulting in serious losses.
Thirteen, the on-site production process management is not standardized, the procedure is chaotic, the team leader can't write the process and calculate the working hours, and the piece rate is unreasonable, resulting in emotional employees. At the end of each month, employees always go to the office or complain to the boss.
Fourteen, the production process data writing format is neither standardized nor standardized distribution, which data should be sent to whom? Who reviews it? To whom? How to file, number and bind, etc. It always looks messy, and it is even more difficult to find a document. The guest can't even find the sample clothes when inspecting the goods.
Fifteen, employees are lax, often ask for leave, and work efficiency is low. They complain about low wages and frequent turnover all day. The workshop always sends a lot of goods to the last back road, and no one cares about serious repairs. Finally, they couldn't deliver the goods on time all night, which led to customer complaints, air freight and deductions.
Sixteen, outbound merchandiser disorderly operation, often send the wrong material, wrangling with the processing factory, the relationship is tense. Quality control is more chaotic, and there are often incidents of shipping with money.
In short, the problem must be solved in time, otherwise it will cause huge losses to the enterprise. I don't think business managers want to encounter such a situation. All our efforts are for the good development of the enterprise. We must do a good job in enterprise management to promote the rapid development of our enterprise.
Expansion: What are the problems in daily production management?
Common problems are shown in the following aspects.
1, there is a problem with the production organization.
Each production line has a production process, which generally includes multiple equipment settings.
2. Problems in production control
(1), there is a dead angle in quality management, resulting in defective products.
Because the quality management system is not perfect and the implementation of the system is not in place, repeated rework often occurs in the process of operation, which leads to the continuous decline of product quality, customer complaints and requests for return, and the continuous increase of production costs.
(2) The equipment management system is not perfect and there are many equipment failures.
Because the equipment management system is not perfect, or there are problems in implementation. In production, it is often difficult to ensure the normal use of production equipment due to improper operation and maintenance. The service life of production equipment is generally long, so that in the production process, not only the equipment suddenly breaks down, affecting normal production, but also the service life of the equipment will be reduced.
(3), management confusion, operational errors, leading to various accidents.
Poor management of enterprises is manifested in chaotic management at the production site. For example, different working dies may be mixed together, and the material placement is not standardized. In this case, due to various misoperation, unqualified products are produced, resulting in equipment damage and safety accidents from time to time.
(4), too much inventory, the backlog of funds
Raw materials, materials or finished products in the production process are piled up in the warehouse, and these stocks can be converted into accumulated funds, which is extremely unfavorable to the cost management and effective capital flow of enterprises.
(5) Inadequate measures lead to safety accidents.
Because safety measures are not in place, there will be some large and small safety accidents in the production process. Not only does it affect normal production and increase production costs, but also safety accidents will directly hit the morale of employees.
3. Deal with the problems in the production process in the wrong way
Many managers don't analyze the problem carefully, don't realize the root of the problem, and the measures taken are often too superficial to really improve and solve the problem. Because the adopted solution only solves the superficial problem, the problem may recur after a period of time.