1. From the team leader, supervisor to the factory director, they never read and analyze the production process requirements in depth. They always seem to understand but not understand. They always talk about the production progress verbally, lacking detailed and specific plans, and only take what is done. “Try to hurry up”, “almost”, “impossible” and “I can’t help it” are often on my lips.
2. The team leader has poor quality awareness, blindly pursues output, does not hold pre-production analysis meetings to prepare in advance to strengthen control, and always waits for problems to occur before remediating them. Inefficient work, no results in dealing with problems, and a good habit of never actively reporting back on work.
3. Managers and factory directors only issue tasks but do not conduct analysis and research on how to correctly guide employees’ actual operations. On-site handling of problems is always incomplete and indecisive. Doing it and thinking about it does not mean using the right method to do the right thing.
4. At critical moments, the factory director and workshop supervisor lack initiative and on-site coordination, organization and command capabilities. Every shipment is always busy, chaotic, inconsistent and wrong.
5. When there is a quality problem, it is not the first step to solve it quickly, but to investigate, argue, blame, curse, evade and push back responsibility in the office.
6. Poor sense of unity and cooperation between departments. Always self-centered, regardless of the overall situation, never taking the initiative to communicate and collaborate with others, being narrow-minded and even setting obstacles to work. .
7. Most workshop supervisors and team leaders usually like to say irresponsible things such as: “I told him”, “It’s really troublesome”, “That’s almost enough”. The awareness of quality first is very shallow.
8. Factory directors, supervisors, and team leaders lack the concepts of cost accounting, numbers, and standardized management of tables. They never make standardized on-site records, and they never know how to control flow. There is a large backlog of semi-finished products that cannot be produced, and a large number of repairs are required after the last delivery.
9. The work between departments is not coordinated, job responsibilities are unclear, daily work is unplanned, actions have no goals, and operators lack a sense of responsibility. There is a lack of communication and discussion between salesmen, buyers, and technicians and between departments. They are always in intrigues, forming cliques, and are passive and sabotage work, which affects unity.
10. The on-site production process management is not standardized, the procedures are chaotic and without sequence, the team leader cannot write down the process and measure the working hours, and the piece-rate price is unreasonable, causing employees to become emotional. Every time when wages are paid at the end of the month, employees always come to the office or complain to their bosses.
11. The writing format of production process data is neither standardized nor distributed. What data should be sent to whom? Who reviews? To whom? How to archive, number, bind, etc. It always looks messy, and it is even more difficult to find information. Customers can’t even find sample clothes when inspecting the goods.
12. There is no specific plan for the procurement of noodles and auxiliary materials, and the follow-up is poor. What should arrive does not arrive, and what should not arrive comes first, which seriously affects the progress and delivery date of the production department. The procedures for warehouse distribution are unclear and the management system is not complete. A few parts are often missing, supplementary parts are often missing, and even the wrong accessories are sent, causing serious losses.
13. Department heads lack strict organizational discipline, weak principles, and insufficient execution. There are problems with their own professional ethics and dedication to work, let alone Don’t educate your subordinates.
14. Employees are disorganized, often ask for leave, have low work efficiency, complain all day long about low wages, frequent turnover of personnel, and the workshop always sends a large number of deliveries to the backend at the end of the period, causing serious repairs. No one cared about it, and in the end, it was not delivered on time even after working all night, resulting in customer complaints, air shipments, and deductions.
15. The outbound merchandiser operates in a disorderly manner, often sends the wrong materials, and has a tense relationship with the processing factory. Quality control is even more confusing, and shipments with money often occur.
16. Senior leaders lack overall planning capabilities and organizational education capabilities, and the overall quality education and skills training of the employee team are not in-depth enough. An enterprise that lacks corporate culture is equivalent to having no soul. Let alone cohesion and loyalty.
The above sixteen aspects reflect the current internal management status of textile enterprises. To change, we must be very determined, starting from improving people’s quality and changing through targeted training. Outdated thinking patterns and concepts and constantly accepting new management concepts.
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