First, maintaining stability and seeking development are stagnant.
Panyu XXX garment factory is located in Panyu, Guangdong Province, which is in the hinterland of the Pearl River Delta and has beautiful scenery. Registered in 2003, it has its own brand "Lidisha", supplemented by bags, hats, scarves, shoes and other accessories. Since the end of the self-production and self-marketing mode in 2002, the sales volume has been increasing day by day. In order to meet the needs of market customers, the development speed of new processors has been increased, and the original cutting bed and tail production unit have been cancelled.
Panyu XXX Garment Factory changed to export (agency) mode from 2003 to May 2007. Although it has developed, the output has increased from more than 30,000 pieces per month in the initial stage to more than 370,000 pieces in May 2007, and the number of processors has also increased to more than 20, but its internal management mechanism has not been established simultaneously with the development of enterprise scale. So, strictly speaking, these three years are three years of stagnation.
Because of stagnation, the brand is still in an immature stage in the eyes of the market and agents. The delivery time is unstable, quality problems emerge one after another, and it is often complained by end customers. It is common to return goods.
The management mechanism construction of Panyu XXX garment factory is seriously lagging behind;
First, the organizational structure is extremely unreasonable, which seriously restricts the development of enterprises.
Business owners are often away from the factory, busy with business and market research, and hand over all management affairs and power in the factory to three managers. At the beginning, the three managers cooperated well, and the boss repeatedly stressed that the three people would solve the problem together and discuss it together. But after a long time, everyone wanted to monopolize the power, and gradually they had differences and rarely met each other. They just go their own way, and every manager feels that he should take care of everything. As a result, the whole factory appeared multi-head management.
Second, material management is seriously out of control.
Warehouse management is chaotic, and a large number of dull materials are piled up; The coincidence rate of accounts and materials is extremely low, even to the point where there is no way to check the physical objects and take stock; Warehouse managers don't even understand the basic accounting knowledge, and even record the returns in the expenditure column, which is also a mess and random management of materials. The replacement of materials is also very random, causing great losses; There is no distinction between good products and bad products in books and objects, but what is needed in actual production is good products, but the warehouse keeper doesn't know how many bad products there are and the quality inspector doesn't have an accurate data, which is another hidden danger of production shortage; There is no strict control over the receipt of materials, and the warehouse will receive incoming materials; Warehouse identification is incomplete, not classified, and the phenomenon of mixed storage is serious. There is a small pile here and a small pile there everywhere, and it is basically not sorted out. ...
Third, the production plan is out of control, there is no clear monthly or weekly production plan, only the order flow record, and there is no specific operational production plan. The company mainly focuses on outsourcing processing and production, but there is no clear and feasible production plan for processing and production. Only a handwritten production schedule records the production situation of the processing plant all day, which is completely unplanned. Faced with the delay of processing plants, they are often helpless and can only postpone the delivery of orders.
Fourthly, the management of the processor is still in the primitive stage, and there is no perfect system to restrain and manage it. It is entirely up to the following managers to operate by impression, feeling and relationship. The production capacity of many processors is still in the stage of small family workshops, which seriously restricts the continued development and growth of Panyu XXX garment factory. The phenomenon of material replenishment in external processing factory is very common. The material replenishment list is sent to the warehouse and the documentary supervisor, but no one is responsible for the material replenishment. Processing plants often need replenishment due to material loss and poor process control, and the management and use of materials are completely out of control, resulting in huge waste and rising manufacturing costs.
5. The management of outsourcing processing plan is seriously out of control. After the order was sent out, it was basically left unattended. When to start production and production planning is entirely up to the processors themselves. The function of the production center is to issue orders and materials, and no one makes and follows up the production plan. Many products were urged to be delivered by the processors when they were about to be delivered, which completely disrupted the war situation. The goods have arrived and the quality is difficult to guarantee.
Six, because there is no special quality management department, quality management is still in the original inspection stage. Middle-level managers don't have enough knowledge of quality management, even the minimum sampling scheme and acceptance level are unclear, and the seven methods of quality management can't be explained clearly in detail, even they have never heard of them. The inspection standard is vague, and the inspectors have different opinions on the inspection process, and there is no unified specification. Because the plan is seriously out of control, resulting in frequent emergency shipments, it is okay for the inspector not to "fly the plane", let alone improve the quality!
Second, management changes to create a new Panyu XXX clothing factory
On May 30th, 2007, the project team entered Panyu XXX Garment Factory and started the investigation and diagnosis for nearly one month. On June 20th, the project team submitted the investigation and diagnosis report and scheme to Panyu XXX Garment Factory. The research report and scheme have been affirmed by the owner of Panyu XXX Garment Factory.
The management change plan was formally implemented on June 20th. In just half a year's reform, based on the essence of seeking truth and being pragmatic, with a highly responsible attitude and full work enthusiasm, I quickly integrated into the staff of Panyu XXX Garment Factory, discussed and studied the problems of the enterprise with the staff of Panyu XXX Garment Factory, and helped Panyu XXX Garment Factory solve one management problem after another with the wisdom and strength of * * *, and achieved remarkable results.
First, a new organizational structure was established, which completely broke the management mode led by the three people before the reform, and established the post of executive vice president, which consists of seven departments: marketing department, design department, sales department, PMC department, quality control department, personnel administration department and finance department. The management mode of department manager responsibility system is adopted, and the executive vice president is the direct leader of each department manager and coordinates the daily work of each department. In addition, in view of the weak execution and serious procrastination of Panyu XXX garment factory, the audit department was added, thus strengthening the execution of the enterprise; The newly established PMC department has improved the overall management function of outsourcing production planning, completely breaking the situation of unplanned and blind production before the reform; In order to improve the quality management function, a special quality management department has been set up to comprehensively manage and monitor the quality of processors;
Second, in view of the special production mode of Panyu XXX Garment Factory, the focus of the reform is to integrate the resources of the processing factory to ensure that the production of Panyu XXX Garment Factory can meet the market demand. The specific method is to set up PMC department under the guidance of factory network control to coordinate the production plan control and material control of the processing plant, change the situation that the merchandiser was responsible for production alone and had no plan, and start to arrange the production of the processing plant in a planned way. The planned material controller will make the weekly production plan of the processing plant according to the actual production capacity of the processing plant, and follow it strictly according to the weekly plan. Before the reform, the documentary QC followed up the delivery and quality of the processing plant, and now it is changed to plan the full-time delivery of the material staff. The documentary QC is responsible for improving the quality of the processing plant and separating the delivery and quality in coordination with the progress of the planned material staff.
Due to the large number of processing plants, the processing plants are divided, and each person is responsible for the progress of several processing plants, which is coordinated by PMC supervisor; Strengthen the communication between the planned material controller and the processing plant and the members of the documentary QC, ensure the communication of information, and establish a kanban management system, so that the material controller can write the daily abnormal situation on the kanban to enjoy the information; Establish the files of processing plants, update them regularly, adjust the processing plants that fail to meet the requirements and reduce the number of orders, and constantly develop new processing plants to ensure production resources.
Third, set up a quality control department, focusing on training and counseling the quality of the processing factory, improving the quality of the processing factory and ensuring the quality of the goods of Panyu XXX Clothing Factory. Structurally, it is divided into cloth QC, document QC and finished product QC, which comprehensively controls the quality from raw materials to finished products, separates the quality control from the unified management of the production center before the reform, becomes an independent quality control department, and strengthens the management function.
After the establishment of the Quality Control Department, the inspection standards were standardized, and the corresponding processes and regulations such as Incoming Inspection Standards and Operation Procedures for Disposal of Unqualified Products were successively issued, which gave full play to the quality control function and determined the commodity quality management system, laying a good quality foundation for Panyu XXX Clothing Factory to take the brand road.
Fourth, pay close attention to warehouse management and strengthen material control. In order to solve the problem of chaotic warehouse management, we started rectification in the first month of implementation. At first, we separated, cleaned and sold the dull fabrics in stock, divided and marked the warehouses, classified and placed the materials, separated the knitted fabrics, woven fabrics and accessories, and began to establish material cards and computer ledgers, and successively launched the warehouse management system, feeding operation flow and receiving and dispatching operation flow.
After nearly a month's efforts of all the staff in the warehouse, the warehouse finally took on a new look at the end of the second month after its implementation. All kinds of fabrics are placed in an orderly manner, and various signs such as waiting area, inspection area, delivery area and passage are clear and clear.
In view of the weak material control before the reform, we strictly implemented the system of issuing materials according to the single order, that is, the material staff issued the materials according to the order number of the sales department in batches, and the warehouse issued materials to the processing plant according to the single order, instead of multiple single orders, and designed forms such as picking list and returning list for the warehouse to control. When the order is closed, the material controller will settle the marketing notice, the issuing list, the picking list, the material return list and the finished goods warehouse receipt according to the order number, and the finance department will also conduct accounting, so as to strengthen the control of materials and reduce the waste of materials.
Verb (abbreviation of verb) In view of the lack of cultural activities in Panyu XXX Garment Factory, the project team organized a series of cultural activities:
1, set up a management change bulletin board to publicize management change ideas and processes. , greatly expanded the horizons of employees and brought a brand-new cultural atmosphere to the employees of Panyu XXX Clothing Factory.
2. Introduce the "incentive-suggestion system", so that employees can give full play to their wisdom and contribute to the development of Panyu XXX Garment Factory.
3. A speech contest "How to be an excellent manager and supervisor" was held, which promoted employees' understanding of management and improved managers' ideological level.
4. Entertainment activities such as Mid-Autumn Festival Gala enrich employees' lives, create a pleasant working environment for employees, and let employees feel the vitality of Panyu XXX Clothing Factory and feel at home.
5. The publication of Panyu XXX Garment Factory Weekly has promoted the new culture construction of Panyu XXX Garment Factory, created a new platform for employees to display their talents, and greatly enriched their spare time life.
6. A series of training courses such as "Factory Mesh Control", "How to Build the Core Team of Panyu XXX Garment Factory", "How to Be a Capable Person", "Invisible Power and Control in Management", "Process Management" and "Education Management" were carried out for the management of Panyu XXX Garment Factory, which effectively enhanced the recognition of the management of Panyu XXX Garment Factory for change and promoted Panyu XXX Garment Factory.
Third, data changes.
65,438+0. Average daily output (daily warehousing quantity of processing plants): from 5,340 before the reform to 7,974 now, an increase of 49.32%;
2. Average daily sales: from 4868 before the reform to 74 12 now, an increase of 52.25%;
3. Per capita daily output value (calculated by daily average sales): from 24 10 yuan before the reform to 35 1 1 yuan now, an increase of 45.68%;
4. Accurate delivery rate of orders: from 40.22% before the reform to 8 1.25% now, up by 41.03%;
5. Feed qualification rate: from 765438 0.4% before the reform to 96% now, an increase of 24.6 percentage points;
6. The qualified rate of finished products: from 76.23% before the reform to 98% now, with an increase of 21.77%;
7. The coincidence rate of warehouse accounts and goods: from 40% before the reform to 92.2% now, an increase of 52.2%;
8. Turnover rate: from 1 1% before the reform to 0. 1% now, it has decreased by10.9%;