To create a 8000 employees jacket Industrial Park, which is Rimula men's production system in 2012-2017 planning. At present, Rimula men's production system is preparing for this ambitious plan. Many management problems of production modules have been so many businesses discouraged, not easy to reform. Rimula proposed such a big goal of the plan, the emboldened come from? In the second half of 2009, it will increase by 13% from 2010 to 2010, from 22% in 2010 to 2011 and 16% from the beginning of 2011. In less than three years, the production efficiency of Rimula has increased by nearly 50% The strength of the place. For the people in the production system, every percentage point increase requires effort; for enterprises, every one percentage point increase will not only increase profits, but also bring about labor-saving, shorten the delivery time and many more benefit. The R & B men's production director Liang Hongyan frankly, the improvement of Rimula productivity in these three years, thanks to the implementation of Lean Management, Rimula high-level support and team efforts. Improve every aspect of the supply chain After the order will be ordered to the production department, the production department under the bill of materials to the purchasing department, the procurement department to find surface materials suppliers under the purchase orders, surface materials suppliers to the production department, the production department to send surface materials After testing, testing and distribution of production began to accept production after the seizure, seized goods into the warehouse. Liang Hongyan introduction, the above is a general process of garment production. It is precisely because of the production of clothing supply chain so long and cumbersome, therefore, before the convergence of enterprises in the supply chain and efficiency there is still much room for improvement. Liang Hongyan, for example, by the year 2010, there is still a wait-and-go situation in the garment production of Rimula. "In fact, this situation is common in apparel production enterprises. However, this situation is extremely great for enterprises Loss and waste after the rectification of many aspects, and now, this situation is expected to suspend labor Rumble has rarely appeared. "Liang Hongyan referred to the clothing production supply chain reform includes many aspects. First of all, Rimula noodles accessories suppliers for the specification and classification, "We noodles accessories suppliers divided into A, B, C, D, etc., with the classification, we will be more selective orders, those ranked A and so on Long-term cooperation suppliers will be more for us to supply. "As a result, the surface materials and accessories in place of the cycle can be shortened. In addition, the Rimula men's jacket laboratory has been recognized by the state authority, so jacket laboratory accreditation test report issued by the same authoritative, Rimula do not send the jacket fabric testing, testing cycle from the original 7-10 Days reduced to the present 3-7 days. Continued to scientific and informative Because of the lengthy production supply chain, Rimula invested a huge financial and material resources to achieve the modernization of equipment, scientific process and management system information, including the production workshop computer flat car replacement, ERP project on-line And so on, have improved the production efficiency of Rimula supply chain and reaction speed. Liang Hongyan said the real lean production, but also need to improve the scientific workflow, as well as advanced electronic management system supporting on-site implementation in order to achieve better results. In 2011, Rimula launched the GST system. The implementation of this system has enabled Rimula to achieve preliminary results in the standardization of the construction cost. "The next three years, we Rimula production management team will face a higher challenge, will continue to achieve the scene of the scientific workflow and system management of electronic, this road requires us to work harder and more intentions to persevere in order to go ..." Every step forward, Liang Hongyan and his team all feel a long way to go. On the one hand, managers change awareness on the one hand, in the hardware, process innovation, upgrading, on the other hand you need to solve the "people's problems." Liang Hongyan stressed that the change of consciousness of managers is also the key reason for promoting lean management and enhancing the efficiency of the entire production team. For "human problems," Liang Hongyan is deeply touched by the "airborne force" as a production module. Most of the grassroots-level management personnel in the production module are "boiled" by the front-line workers. At the same time, as a family-owned enterprise, many managers of the current Rimula family are also family members. They are also "old qualified." Therefore, at the beginning of Liang Hongyan's "airborne", he also encountered some contradictions. Later, when Liang Hongyan took out "achievements" and injected "fresh blood" into the production system of Rimula, it was recognized. The change of management consciousness can not rely on simple preaching, only by one thing, let them think, sentiment, enlightenment after improvement. In this regard, Liang Hongyan cited such a case. After "landing", Liang Hongyan introduced a production manager who was skilled in the production process improvement and intended to help him enhance the production efficiency of the workshop. However, the same manager was also contradicted by grassroots managers in the workshop and eventually voluntarily left. After more than two years of contact, Liang Hongyan felt that these managers were not unwilling to be promoted, but rather their instinctive rejection. As a result, Liang Hongyan convened a middle-level meeting. He said at the meeting that since they were not well-qualified to move out, they invited four workshop directors to recommend capable persons among the four people. As a result, based on the facts, the four workshop directors did know from the inside To can not afford more than 2,000 factory production manager positions, not sure to be responsible for such a large team, have expressed their willingness to abstain. At this moment, Liang Hongyan told them again that they are the biggest beneficiaries since the arrival of the production manager. Because the production manager has brought new ideas and new methods of operation, it will break through their bottleneck problem, and through the performance appraisal, the workshop Director's interests will also increase; Moreover, Rimula enhance production efficiency, bringing the competitiveness of the entire company to enhance. After this meeting, unexpectedly, the four workshop directors even collectively asked the chairman of the board to hire production managers outward and said they would fully cooperate with the new production manager for efficiency improvement. It is similar to such a matter of exchange and collision, Rimula production management system management gradually changed from the management control type to support service type. It is also the change of management awareness, which has given full play to the subjective initiative of people, making the operation of the Rimula production supply chain more efficient and orderly. Mutual management team getting better and better management changes in management awareness, Rimula gradually improve the management environment for the production system, which brought the team to take the initiative to cooperate with each other and support each other. How does the team's mutual support bring about more efficiency? Once again, Liang Hongyan said that they have a weak team leader on the second floor of the workshop. Not only is there a relatively high turnover rate of workers, but also a relatively low production efficiency, they are on the verge of replacement. If it is in the past, other groups will not take the initiative to help, but now, not only on the 3rd floor of a workshop leader of his new move two workers assigned to this group, but also a group leader to compare their own group Easy to operate the procedure transferred to the group leader. "You know, the number of workers and the work efficiency are the indicators of the team leader. They separate out the workers and swap out the easy-to-handle jobs that affect their salary, but for the overall efficiency of the entire plant, , They are willing to support each other. "Leung Hong-yan feel relieved. The active cooperation and support among such teams is an invisible force that promotes the efficiency improvement and can not be achieved by any system.
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