Please check the 11 self-checking problems of the carton factory.
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In the market volatility of the market, it is the test of the internal strength of the carton factory. The internal management of a factory shows that the company can survive this round of shuffling.
1. From the team leader, the supervisor to the director of the factory, the production process requirements are never read and analyzed. It always seems to understand and understand. The production schedule is always verbally speaking, and there is no specific plan for detail. "Try to hurry", "almost", "impossible", "I have no way" often hang on my lips.
2. The team leader has poor quality consciousness and numbness in pursuit of output. The pre-production analysis will strengthen the control, and always remedy after the problem arises. Work is inefficient, there is no result in dealing with problems, and there is no good habit of reporting work actively.
3. The manager and the factory manager will only issue tasks. They will not conduct analysis and research on how to correctly guide the actual operation of the employees. The on-site handling of problems is always incomplete and undecided. Where to think of where to go, there is no correct way to do the right thing.
4. At the critical moment, the factory manager and the workshop supervisor lack initiative and on-site coordination and organization and command capability. Each shipment is always busy, chaotic, bad, and wrong.
5. If there is a problem with quality, it is not solved first, but at the office, it is necessary to investigate the evidence, swear, blame, swear, evade and blame.
6. The unity of unity and cooperation between departments is always self-centered, regardless of the overall situation, never actively communicate with others, and those who are narrow-minded even set resistance to work.
7. Most workshop supervisors and team leaders usually like to say "I told him," "I am really troublesome," "I am almost on the line" and other irresponsible words. The awareness of quality first is very weak.
8. The factory manager, supervisor, and team leader lack the concept of cost accounting, digital and form specification management. They never make standardized on-site records, and do not know how to control the flow. The backlog of a large number of semi-finished products can not produce finished products. repair.
9. The work between the departments is not coordinated, the job responsibilities are unclear, there are no plans for work, no action, no sense of responsibility for operators. Lack of communication and discussion between salespersons, buyers, technicians, and departments.
10. The on-site production process management is not standardized, the procedure is chaotic and there is no order. The team leader will not write the process and test the time. The piece rate is unreasonable, causing the employees to be emotional. The wages will be sent to the office or the boss at the end of each month. Complaint.
11. The format of the production process data is neither standardized nor standardized. Who should send the information to? Who is reviewing? Who is it transferred to? How to archive number binding, etc., it always looks messy, it is more difficult to find a piece of information. Even the sample clothes were not found when the customer inspected the goods.