The reform of traditional garment enterprises includes IE methods and JIT single-piece production tactics, as well as “short, flat and fast” weapons such as automatic equipment, templates, and pulleys. The effects of these two methods are immediate. , a bit of hard work.
However, enterprise reform can also start from establishing performance appraisals, reorganizing structures, and optimizing processes. Although it will not be effective within one or two months, it will not be possible without a bloody battle. Let all employees accept it during sleep. In management terms, this is called “boiling the frog in warm water.” The following is a comment from a garment colleague who has worked in a garment factory for many years, from workshop director to factory director and general manager, on how to improve production capacity and efficiency starting from the production system process:
1. Good management is also productivity
Today’s equipment and design automation in the garment industry There has been significant progress, and automatic design systems, automatic layout and cutting systems, etc. are widely used. However, in small and medium-sized service companies, management methods are still traditional. A large amount of manual labor cannot be changed, and the model of one person and one machine cannot be changed, especially in small processing plants. Due to economic constraints, the primitive workshop-style method still exists. It’s just that whoever has the right layout and whose management method is more systematic and targeted will be able to obtain greater production capacity.
1. The concept of technology supremacy: “If a worker wants to do his job well, he must first sharpen his tools.” Good technology is the guarantee for a factory to succeed. I agree with the view of technical level. Some factories select star employees, star employees, and reward technological innovations, technological inventions, etc., which are very good. I suggest that garment factories should also set up technical research teams (not equivalent to prefabricated houses). Summarize the successes of the styles produced in the past, and research and tackle the problems that will be encountered in the styles that will be put into production soon.
Good small tools and molds play a considerable role in improving product quality and work efficiency.
2. People-oriented concept: As the saying goes: “It is easier to manage things than to manage people”, this is true. Everyone has their own opinions on this topic, and it is difficult to explain them all at the moment. For example:
A technician has been performing very well, but accidentally made a mistake, and was fined 500 yuan, and he was depressed. , listless. It happened that his father was ill and hospitalized at that time. The factory director personally visited the hospital and gave him fruits and a condolence payment of 500 yuan. The next day, the technician was in high spirits and a completely different person. I advocate interpreting the purpose of “humanized” management with the golden mean, being impartial, with clear rewards and punishments, being fair to people and things, and sometimes even compromising and taking the overall situation into consideration.
3. What should the boss of a small and medium-sized enterprise do if he doesn’t know how to manage a garment factory, but he is worried about it? There is a “local” trick: monitor the three major tables and stipulate that the factory must fax it to itself on time.
The first production table, the production figures of each group and each style on the previous day, will be faxed at nine o’clock the next morning;
The second inspection list, at 4:30 pm every day, the quality inspector must work with the workshop director, team leader, and small inspector to randomly inspect three large items in each group, record the problem points and improvement measures, each person signs, five points Send half a fax;
The third shipping list, the figures of the previous day’s shipments, will be faxed at ten o’clock the next morning. The table should indicate the comparison between the number of orders and the number of shipments, and the comparison between the order delivery time and the actual delivery time.
When you see these three tables every day, you already have a rough understanding of the work done by factory managers.
Of course, the boss can also monitor the production line in real time through the Aegwin clothing production management system, understand today’s, yesterday’s output and cumulative output of each process, and grasp the status of each process anytime and anywhere. Progress and efficiency. All defective products can be traced to their origins, and the reasons for rework and time consuming can be understood, and the production status can be more clearly understood.
2. Optimization and reorganization of the sewing team
The sewing team should be established according to the production variety. Complex styles have many processes and require a long flow of work. When changing simple styles, the large team should be divided into Divide into two or even three short streams. Each team implements our common single-piece flow continuous flow operations to reduce the backlog of work-in-progress and batch rework. (Note: The above reflects the idea of flexible assembly lines)
The manpower allocation for each process must be reasonable. Which processes require several people to do, and which processes only need to be done by one person, must be arranged. good. The most taboo thing is the backlog of semi-finished products and the inability to produce finished products. Also, if the labor price is unreasonable, it will cause a rush to grab a certain process, while being unwilling to do other processes.
The skill level of each group of personnel should also be matched appropriately: high-skilled A-level workers, medium-level B-level workers and elementary C-level workers should be based on the actual situation in the factory. A uniform distribution is carried out, with the general proportions being 20%, 60% and 20%. A-level jobs perform the most difficult processes and have higher wages, and so on. We must allow highly skilled workers to receive the highest wages and encourage employees to learn skills.
If people with poor skills receive high wages, it is abnormal and must be corrected. The same goes for little perms.
If conditions permit, a unified examination should be conducted for sewing workers every six months so that every worker has a fair chance to improve his technical level. in a recognized state of affairsThe next step is to improve. Other production groups must also follow the above principles. It is necessary to establish the concept of technical hierarchy and create an atmosphere of learning technology in the entire factory.
3. Production site rules and regulations
It must be established as soon as possible to maintain normal production order. For example: wipe the machine and test run at work, check for oil leakage; lift the needle to press the cloth head after get off work; garment pieces are not allowed to fall to the ground; the turnover box on the table must be kept clean and smooth; rework must be cleaned on the same day, etc. Who should be responsible for the inspection, and how will the reward be deducted? The factory director is the system maker, the workshop director is the implementer and inspector, the team leader is the executor, and every employee is the responsible person. The job responsibilities of each type of work must be formulated within the framework of rules and regulations. (Note: This can be implemented by establishing an “Employee Handbook”, “SOP Manual”, “Enterprise System DVD”, etc.)
It is recommended here that it is best not to send the sewing workshop to the back. Clothes should be picked up from the back-end workshop to the sewing workshop. When picking up the clothes, the back-end inspector will go with them to take a rough look to see if there are oil stains, thread ends, color differences, lining growth, press marks, etc. and other obvious problems. , if there are obvious problems, do not take them away. They must be reworked before they are allowed to flow into the next process. At least some of the problems have been controlled (don’t scald them all and then inspect them, as oil stains are difficult to clean after being scalded). The same is true for other processes, inspect first and then release.
4. Production site management
Everything depends on human effort, and production efficiency lies in management. Reasonable arrangement of people and property is the key. The JIT and single-piece flow models currently common in garment factories can effectively solve these problems:
Manage people: person-to-person, check the previous one before doing the next one, and then proceed to the next step. If you don’t do something well, you have to go back. You can’t continue to do it irresponsibly. The team leader and the small inspector should move around to check whether everyone is doing everything correctly and whether it is good or not.
Stewardship: Whether the process arrangement is reasonable and whether the personnel deployment is appropriate is related to the output and quality of the product, and is also directly related to everyone’s income. This is stewardship.
Manage items: Are there any errors in receiving clothing pieces and accessories? Are there any records? Is there any waste? These are very important.
Based on the above-mentioned personnel and affairs management principles, formulate the management responsibilities of team leaders, mailers, mailers, inspectors and other personnel.
5. Pay attention to timeliness and rigidity of management
1. Enforce the prenatal meeting system. Before each style is put into production, a pre-production meeting must be held. Relevant workshop directors, team leaders, minor inspections, patrol inspections, mechanics, lock-stitching, hot ironing, and major inspections must all participate. The technicians will give the lecture and each person will have a process sheet. Or the manufacturing order, everyone analyzes and discusses, breaks down the process, digests the key points, and forms a consensus. There should be minutes of the meeting and everyone should sign to show understanding.
2. First article demonstration system. The first piece of large goods produced on the assembly line should be immediately locked and ironed, measured, and checked for any problems. If there are no problems, it means normal production. If there are problems, they can be solved in time to avoid large goods coming down. Many problems are discovered too late, causing great losses.
3. Spot check system. Set aside half an hour every day to focus on spot-checking the finished or semi-finished products on the parking spaces. Each group randomly selects three pieces, which are led by the patrol inspection and attended by the workshop director and team leader. The dimensions, craftsmanship, workmanship and appearance quality are thoroughly inspected and recorded one by one. Those who do not meet the requirements will be given suggestions for rework and correction, which will be used as one of the basis for the assessment team leader and minor inspection. If the problem is still not corrected the next day, points will be deducted for minor problems, and production will be suspended for rectification for serious problems.
The sewing workshop is the focus of clothing production, and we must make every effort to build it from all aspects of technology, management, and policy to make it an excellent link. Other departments must cooperate, support, and serve the sewing workshop.
6. Establish an incentive system to favor front-line sewing workers
1. The whole factory discussed how to serve the sewing workshop and formed a consensus. On this basis, the work responsibilities and assessment system for each type of work were formulated. .
For example, although the large-scale ironing workers work on a piece-rate basis, if the output of the sewing workshop is low and there is a lot of rework, the large-scale ironing workers will not be able to get higher wages. Don’t think that the big ironing industry has little to do with sewing. In fact, it is a community of interests. The sewing service provided by the big ironer is reflected in daily communication and communication. For example, if the small ironing is not good, which affects the appearance of the clothing, the large ironing worker should not only make corrections, but also contact the sewing workshop in time to correct the quality of the small ironing.
2. The policy preference for sewing workers is not to blindly raise wages, but to simultaneously improve technology and work efficiency. As mentioned earlier, the issue of technical assessment of sewing workers should be rewarded for those workers whose skills have improved rapidly in a short period of time. Cultivating skilled sewing workers does not happen overnight, so every improvement they make is gratifying.
For a certain sewing worker, as long as she can make beautiful workmanship, she can demonstrate it in the group to show encouragement. Workers with minimal rework should also be encouraged. (The number of reworks must be recorded in the mid-term inspection)
3. The quality of the cut (clothes) pieces is directly related to the quality of the finished garments. The cutting workshop You should visit the sewing workshop frequently, listen to the opinions and suggestions of the sewing workshop, and improve the cutting work. Most types of work should include the assessment proportion of average sewing quality and output in their piece-rate wages to enhance the concept of serving the sewing workshop. Make the sewing workers realize that the whole factory is serving you, and you should do your job well. Once the efficiency of sewing production is improved, the production efficiency of the whole factory will also be significantly improved.
Small workers should also be encouraged. (The number of reworks must be recorded in the mid-term inspection)
3. The quality of the cut (clothes) pieces is directly related to the quality of the finished garments. The cutting workshop You should visit the sewing workshop frequently, listen to the opinions and suggestions of the sewing workshop, and improve the cutting work. Most types of work should include the assessment proportion of average sewing quality and output in their piece-rate wages to enhance the concept of serving the sewing workshop. Make the sewing workers realize that the whole factory is serving you, and you should do your job well. Once the efficiency of sewing production is improved, the production efficiency of the whole factory will also be significantly improved. </p
