BELLE Shoe Industry Promotes Brand Competition With Quality

A few days ago, the industrial park of BELLE shoe group in Suzhou, Anhui was officially put into operation.

A few days ago, the reporter went deep into the BELLE shoe group's Industrial Park in Shenzhen.

On the production line, before the work exchange bulletin board, from the staff scheduling schedule, in the eyes of the inspector's fastidious eyes, there is always a thick quality culture.

Walk into the workshop at the bottom of BELLE shoes group brand Staccato (Staccato). It is seen that the production line is lined up on both sides of the shop, and the workers in each job position are busy and orderly.

Cao Qixian, the workshop director, said that the production line he was responsible for was divided into 12 working groups, and there were strict quality checks between the upper and lower processes. If the above process was not qualified, it would not enter the next process.

On the general inspection line before the final packing, each pair of shoes must be passed through the worker's master's "eye piercing eyes". They are placed on the side of each shoe standard template, as long as a slight defect, will be returned to the corresponding process for rework.

It is understood that since 2009, the BELLE shoe group production system will rework rate as an important assessment index, and formulated a detailed product quality assessment management approach.

Song Xiaowu, President of Guangdong shoe making Specialized Committee, told reporters that in general, under the industrialized mode, there are more than 150 processes for a shoe, and the quality control and speed of each process determine the quality and efficiency of the finished product.

Therefore, the rework rate is not only related to the efficiency of the enterprise, but also a "baton" of product quality control.

In order to reduce rework rate, BELLE Footwear Group has made continuous improvement and systematic optimization for quality management and process technology.

Take BELLE shoes group's brand as an example. In the first 3 months of 2009, the rework rate was above 5%, while the rework rate in the second half of the year was below 2%. Tata

To carry out in-depth discussions on the top five rework items, to find out the problems and propose corrective measures, to carry out the "Three Stresses" training for workers, that is, to talk about the operation requirements of the workshop directors, to tell the operation requirements and matters needing attention for the leaders, to give the staff the operational experience, to form a quality consensus through mutual communication, to follow up the guidance of the special process, special requirements and special materials on-site, to tell the staff to have difficulties in finding cadres, to build a service management team, to implement the incentive mechanism with multiple awards and fewer penalties, to enhance the sense of collective honor of the staff, to create a positive working atmosphere, to cultivate a strong sense of versatility, and to learn all the process operations so as to reduce the influence on the product quality caused by the untimely replenishment of manpower. After the interview, it was learned that the workshop first made a comprehensive analysis of the crux of restricting the quality factors, and then adopted a series of effective solutions.

Obviously, rework is aimed at ensuring higher quality.

Over the years, BELLE shoe group has established a sound quality management system to conduct product quality supervision.

In terms of raw materials, full-time inspectors carry out a series of tests on raw materials such as wear resistance, fuzzing, tensile and bending.

BELLE shoes group is also very strict with suppliers. Suppliers can be included in the supplier database after rigorous and comprehensive inspection and practice cooperation.

In the process of R & D and production, BELLE shoe group emphasizes the elimination of quality design defects from the source of research and development.

In terms of after-sales service feedback, the company opened a complaint free hotline for consumers, and analyzed the opinions of customers in detail, and then imported feedback information into the design and production process.

According to past practice, the company gives the production task to the workshop, and then the workshop director plans the plan according to the experience and the actual situation, and organizes the production.

This gives the production director greater autonomy, but there are also some limitations.

Therefore, BELLE shoe group has set up a lean production project team to play the role of think-tank, strive to maximize the efficiency of each workshop, and optimize the allocation of resources from the height of overall planning.

After tapping potential, increasing efficiency and management innovation, production orders that had been completed in more than ten days were completed within a few days, greatly reducing delivery time and improving logistics and operation efficiency.

Modern shoe manufacturing is pipelined mode, if the production of different shoes to replace the entire assembly line, the efficiency will be greatly reduced.

Therefore, BELLE shoe group began to explore the pformation of the line changing mode through process reengineering.

In early 2009, the group imported the IE project into the production system, and explored the establishment of a flexible production mode from the development, technology, planning, procurement and production coordination to the traditional workshop production and manufacture more standardized and more scientific management, so as to improve production efficiency and plan completion rate, and save production costs.

At the same time, they have also optimized the management system, so that business processes tend to be standardized, system operation tends to be convenient, and information pmission tends to be digitalized.