What is the biggest problem in printing and dyeing factories? With the evolution of the internal and external environment, the transformation of printing and dyeing factories has been put on the agenda a few years ago. Automation and intelligence are the most commonly mentioned. Automation can generally be completed through capital, or through its own technology accumulation. Not every printing and dyeing factory can meet this condition for capital to complete automation. At this stage, technological transformation and upgrading are mostly completed through personal abilities. Few printing and dyeing factories are completed through their own overall technology accumulation, and many printing and dyeing factories are completed through their own overall technology accumulation. The factory has not established a technology accumulation system at all.
The technology of the printing and dyeing factory should be systematic, detailed and real practice-verified analysis data, which can be inherited and researched, rather than modern At this stage, most printing and dyeing factories use conceptual and personal experience technology.
So the proportion of automation transformation at this stage is not very large!
As for intelligence, ERP (Enterprise Resource) and MES (Manufacturing Execution) systems are now more popular.
It is undeniable that intelligent systems can reduce production anomalies in production, but if the intelligent system can only reduce production anomalies, it is better not to engage in such intelligence. , because various problems will arise whether the intelligent system is in the early trial operation in the factory (factors such as employee quality, factory production conditions, etc.) or in long-term operation (mainly defects in the software itself and the size of the labor cost investment) !
In fact, the most important function of the intelligent system in some printing and dyeing factories is its dynamic response to data collection and production status, so The intelligent system may not be as magical as it is rumored to be. It just makes it more convenient for managers to control it in a timely manner. It is just a tool.
Of course, it is a very necessary tool! Automation transformation is slow, and intelligence is not magical!
Since most printing and dyeing companies currently do not have the conditions for effective intelligent production, what printing and dyeing factories need to do at this stage is: Make breakthroughs in management, optimize management systems, condense corporate culture, use intelligent systems to accumulate technology and cultivate talents for the company, abandon the previous model of using personal experience to promote process and equipment improvement, and instead use cooperation between departments or departments In order to promote the model, we can lay a solid foundation for automation and achieve a benign closed-loop operation model within the company.
The reason why we emphasize departments is not to deny the importance of personal skills, but when a person’s skills are unparalleled, his power is It is relatively limited. If there is a group of people who can keep up with his ideas technically and try their best to assist him, his power will be greater, and the company’s technology will not be prone to gaps.
At this stage, the standard for appointing or hiring middle-level or even high-level management in printing and dyeing factories is still based on personal experience, supplemented by life experience.
It is undeniable that expertise in life experience can give people a certain degree of stability and coordination, but it also kills enterprising spirit, and most of them Such people have little management ability. At best, they can only use their personal abilities, but it is difficult for them to lead the department to improve overall efficiency.
If printing and dyeing factories cannot improve this situation, transformation may become empty talk. Because neither automation nor intelligence can be regarded as transformation in the true sense.
In fact, many printing and dyeing factories are aware of management issues and have made changes. They hire third parties to carry out institutional reforms and reshape management models. Here Hopefully these businesses will succeed.
It is undeniable that the third party is always a third party and always someone else. The middle management of the enterprise should be allowed to change their minds as soon as possible and have the consciousness of self-improvement with the help of the third party, so as to Motivate employees throughout the enterprise to take action.
There are also strategies and tactics in the management of printing and dyeing factories. There has always been a debate on whether strategy or tactics is more important. From a personal point of view, I prefer tactics. more practical significance.
In today’s big information age, there is actually no shortage of positive and correct strategies, but what is lacking are feasible and good tactics.
For example: It is the end of the year in a certain dyeing factory, and the annual selection of outstanding employees is held. The heads of each department quickly submitted a list, and there was no “distraction” in the process. For everyone, most of the lists come from internal decisions, and some departments use a democratic method – drawing lots. As soon as the list is handed in, they get a response. They gather the “outstanding employees” together, hold a meeting to show encouragement, and give them a few hundred yuan. bonus. And then… nothing more.
The original intention of the selection activity for outstanding employees is to set a benchmark to motivate employees.��, and discover talents who are useful to the company. The deeper significance is to enhance the company’s corporate culture or deepen the company’s corporate culture through this activity.
As for the effect, if it is as mentioned in the above example, it is probably meaningless. It is an opportunity that only comes once a year to strengthen and deepen employees’ sense of identification with the company. , just like that. Here are:
1. Failure to act as an impartial department
2. The middle management of the company did not take this activity seriously at all
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3. The rewards are too useless
4. There is no effective publicity afterwards
A department acting as an impartial department is to show that everyone is equal in this activity and that every employee has a chance to be elected; the company’s middle management should repeatedly mention this activity in formal and informal situations to show that the company attaches great importance to the activity nature; rewards. If the company cannot give too many rewards (it would be better to give more rewards in a practical sense, money is so attractive), then supplement it with some formal rewards.
Afterwards, the list of outstanding employees should be published on the company’s bulletin board (it is best to describe the specific outstanding aspects of the employees), and then let the heads of each department use formal and informal information in the department. How to encourage the outstanding employees who have been elected? If there is a staff meeting or a dinner party for all employees, let the top leader of the company come out to express this event (don’t just think about eating at the dinner party, what a great opportunity), and have a loudspeaker After the (broadcasting) company selects outstanding employees, they shout from the loudspeaker every day.
If you do the first thing well, the publicity afterwards is the most important thing.
Let me tell you another story: A small fire broke out in a dormitory of a company. There was no loss. It was just because employees were cooking in the dormitory and forgot to turn off the induction cooker, which caused the fire.
Afterwards, the company announced in an announcement that it had fined the employee 500 yuan and stated that he would be fired if he cooked in the dormitory again (the company stipulated that cooking in the dormitory was not allowed).
I think from the perspective of employees, this is a small incident. A fire incident that caused no loss is not a big deal, but from the perspective of the company, this is a big deal. Very big event.
Management such as 5S, 6S, etc., most companies do these S in order to have a neat and clean environment (using scientific methods to start from the human body and the environment, using mathematical methods Planning is not included in this), and more importantly, it is for the sake of safety.
Counting how many dyeing factories, garment factories and textile factories there are every year, and how many fire incidents occur in a year, you will know how safe a dyeing factory is. Important, not to mention a disaster like a fire that can shake the foundation of a company.
What’s more, the employees violated the company’s most basic system. The company’s basic system should not be displayed for employees to see, but is used to enforce and intimidate. , to deter these lax employees. Today he caused a small fire in the dormitory due to violation of regulations. Tomorrow, other employees may violate regulations in the warehouse and cause a fire.
And what a great opportunity this is to educate and deepen the fire prevention awareness of all employees. Just a fine of 500 yuan can be taken away in one go, or even just an announcement. Anyway, just think about it: does this serve as a warning?
Even if the employee is not severely punished and the purpose of warning other employees is achieved, then he will have to use this opportunity to publicize fire prevention awareness in various ways afterwards. Therefore, what current management lacks is not strategy, but the use of good tactics! </p
