Lean Production Management Will Become The Way For Domestic Shoe Companies To Survive.

November 23rd, today, the price of raw materials for shoes is soaring, plus the influence of RMB exchange rate.

Jordan, deputy general manager of the footwear industry department of Limited by Share Ltd sports, Wu Chengquan: "from materials to warehouses, to finished shoes, all production processes are concentrated in this workshop. There is no link and inventory link in the middle / / according to the traditional production process, a pair of finished shoes / / normal takes two days. After optimizing the layout, a pair of finished shoes will be completed after about 4 hours."

Lean production does not need to be invested in new machines, it only needs to re regulate the production process.

Huang Zhiwen, who once engaged in shoe production cost control in the world's largest footwear manufacturer, China Taiwan Baocheng International Group, has set up a workshop before cutting, sewing, molding and so on. Shoes from raw materials to finished products have to be rolled into several workshops. Due to lack of effective connection, there are "waiting for waste", "pportation waste", "inventory waste", "excessive production waste" and "shortage of goods" and so on, and now all production links are concentrated in one workshop.

Statistics show that the introduction of lean production mode can increase the output of enterprises by 30% - 50%, while actuarial, 1 yuan of lean production can create 6.7 yuan value.

Such remarkable results have also enabled shoemaking enterprises to

along with

With the further development of enterprises, the management of Jin enterprises in various aspects is becoming more and more perfect. However, when they score the management of their own enterprises, the respondents still show a "low key": the survey data show that 40% of respondents think their enterprises do better in management, while 40% of respondents think their enterprises are relatively general in this respect. Meanwhile, the remaining 20% of respondents believe that their enterprises need to be improved in this respect.

The scale of Fulong company is also ranked in the industry of Jinjiang, but it is not satisfied with the production management of the company.

In his view, Fulong company has a long way to go in management.

"For Jinjiang enterprises, whether it is to hire relevant personnel or to introduce external consulting companies is a way to try.

If we have a short board in this respect, there is no need to cover it up. "

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Anta's lean management

"This method is good, the operation process of each process is shown in pictures and text, while workers operate on the side of the picture, which is efficient and not easy to make mistakes."

"Decompose the company's annual budget management objectives to factory, team, and every 2 hours production target of each production line, and establish dynamic management Kanban at all levels, which can timely and effectively feedback production information and ensure the achievement of daily production goals."

Nearly 100 entrepreneurs and managers visited Anta's "6 Sigma standardized production line", Anta's lead in lean management, which enabled the vast number of brothers to have an intuitive understanding of lean management.

"If it is not for your own eyes, it is hard to imagine that the management level, production efficiency and the difference between the two enterprises will be so great if they are developed on the land in Jinjiang."

After visiting Anta, the owner of an umbrella company in Jinjiang repeatedly felt that the impact was too great.

It is pointed out that the lean pformation is not a simple form imitation. It needs to study and understand the logic behind it and create a lean management mode suitable for itself.

In the process, elimination of eight wastes, continuous improvement of processes and reduction of inventory are the key factors for implementing lean management.

"The biggest obstacle to lean change is the non support at the top, the middle level and the grass roots.

But as long as the enterprise is firm in confidence and willing to break through one after another, there are always more ways than problems.

Niu Qian said.

The introduction of lean manufacturing mode is not only the need of shoe enterprises to control costs and increase profits, but also one of the development standards of the whole industry in the future.

From the information that our Industry Association understands, in the current Adidas, Nike and other large enterprises have already implemented, in the future almost all domestic and foreign large brand shoe enterprises will require OEM enterprises to have advanced management methods such as lean management mode.

After introducing lean production management mode, it not only effectively improves production efficiency, reduces production cost, but also greatly reduces product defective rate.

The other point that many business owners are excited about is that this production management mode also improves the working environment of employees and reduces the turnover rate of employees.

Most of the pformation of lean production management in Jinjiang shoe-making enterprises is mainly reflected in the change of production mode, and experts believe that while ensuring smooth changes in production, enterprises should also strengthen management changes and infiltrate lean management into every aspect of the enterprise.