Common Faults of Clothing Enterprises

1. From team leaders, supervisors to factory directors, they never read and analyze the production process requirements thoroughly. They always know whether they understand or not. They always talk about the production progress orally. They lack detailed concrete plans and calculate how much they do. "Hold on as fast as possible", "almost", "impossible", "I can't help it" is often on the lips.

2. Team leaders have poor quality awareness, numb pursuit of production, no pre-natal analysis meeting to strengthen control in advance, and always wait for problems to remedy the fire "work. Work is inefficient, problem solving is fruitless, and there is no good habit of actively rewarding work.

3. Managers and factory directors will only assign tasks. They will not do analysis and Research on how to correctly guide the actual operation of employees. On-site treatment of problems is always not thorough and decisive. There is no right way to do the right thing.

4. The factory director and workshop supervisor are lack of initiative, on-site coordination, organization and command ability at critical time, and each shipment is always busy, disorderly, poor and wrong.

5. Quality problems are not solved quickly, but in the office to investigate evidence, nagging, blaming, cursing, evading and impelling responsibility.

6. The sense of unity and cooperation between departments is poor. They are always self-centered, regardless of the overall situation, and never take the initiative to communicate and cooperate with others. They are narrow-minded and even set resistance to work.

7. Most workshop supervisors and team leaders usually like to say irresponsible words: "I told him about it", "really troublesome", "almost all right". The consciousness of quality first is very shallow.

8. Factory directors, supervisors and team leaders lack the concepts of cost accounting, digital, and form standardized management, never make standardized on-site records, never know how to control the flow, overstock a large number of semi-finished products can not produce finished products, a large number of repairs after the last delivery.

9. The work between departments is uncoordinated, the responsibilities of the positions are unclear, the work is unplanned, the action is aimless, and the operators lack the sense of responsibility. There is a lack of communication and discussion among salesmen, purchasers and technicians, and between people and departments. They always collude with each other, pull gangs, passively slack work, and affect unity.

10. On-site production process management is not standardized, the procedures are chaotic, the team leader can not write the process, measure the working hours, and the piece price is unreasonable, which causes the emotional of employees. At the end of each month, employees always come to the office or complain to the boss.

11. The format of production process data compilation is neither standardized nor standardized. Who should be sent what information? Who will audit? To whom? How to archive and bind numbers and so on, always looks messy, it is more difficult to find a piece of information. Guests can't even find sample clothes when they check the goods.

12. There is no specific plan for the purchase of fabrics and accessories, and the follow-up is not effective. The arrival of fabrics and accessories has not arrived, and the arrival of fabrics and accessories has seriously affected the progress and delivery of production departments. Warehouse issuance procedures are not clear, the management system is not complete, often a small number of missing parts, make-up, or even wrong accessories caused serious losses.

13. Departmental managers lack strict organizational discipline, strong principles and insufficient execution. Their professional ethics and attitude towards loving their posts and devoting themselves to their work are problematic, let alone educating their subordinates.

14. Employees are scattered, often ask for leave, inefficient, complain about low wages and frequent turnover of personnel all day long. Workshops always deliver large quantities of goods to the back lane at the end of the deadline. Serious repairs are unavailable. Finally, overnight delivery can not be made on time, resulting in customer complaints, air transportation and deductions.

15. Outsourcing merchandisers operate in disorder, often send wrong materials, and tease with processing plants, tension. Quality control is a fog, often with money shipment incidents occur.

16. High-level leaders lack the ability of overall planning and organizational education, and the overall quality education and skill training of the staff are not deep enough. An enterprise lacking corporate culture has no soul, let alone cohesion and loyalty.

The above sixteen aspects reflect the current internal management status of clothing and footwear and hat enterprises. In order to change this situation, it is necessary to make a firm determination. Starting from improving people's quality, we should change the old thinking mode and concept through targeted training, and constantly accept new management concepts.