Jinjiang Shoe Enterprises Implement Lean Management &Nbsp; Deal With "Harsh" Orders.

In March 23rd, not long ago, the director of the Jinjiang foreign trade shoes company Y (hereinafter referred to as "Y shoes enterprise") declined the old gentleman's favourable renewal contract, and resolutely shifted his own development position, and entered another domestic shoe enterprise as factory director.

The consequent change is that all front-line employees of Y shoes enterprises are all scattered, leaving only 3 newly recruited production management cadres and their bosses embarrassed to be "bare rod commanders".

"Y shoe companies have been doing foreign trade, and I have been there for more than 2 years, which is really too much trouble.

That's all.

Why does the industry recognize that Japan with higher profits will make employees feel so excluded from the imaginary "meat and potatoes" into a hot "hot potato"? It is a lack of production and R & D capability of enterprises, or is there a lack of management capability?

"Harsh" Japanese orders

In the view of director Li, Japanese orders are even more stringent though they have high profits.

Such strict requirements are even harsh for local enterprises.

According to the insiders, the orders of Japanese businessmen are not like the orders from Europe and America. The factory inspection of products is not a sampling test but a double test. The number of products produced by the processing enterprises for Japanese businessmen is 80%, and the rest are suitable for defective products.

"In this way, although the profits are high, but with the products being hedged, the profit is not as apparent as it seems."

Li director Chang said.

The actual profit is not high, but the production process is even more troublesome.

"Can you imagine that there are six or seven of their QC in the workshop?" the inspectors walk around and stare at the workers' production. Our workers not only have to face the testing of QC in their own factories, but also accept the various rework requirements of foreign QC at all times.

Sometimes it's just a matter of indifference. They will ask workers to rework immediately.

If workers do not rework immediately, they will dismantle the product and let the workers do it again.

Director Li told reporters in anguish.

"We didn't pick up orders from Japan in the past year.

Less than there is no order to connect, not many companies are willing to take orders from Japan.

Mr. Lin, a deputy general manager of a well-known shoe enterprise in Jinjiang, told reporters that many Japanese orders had even met the problem of the export of shoes to Japan, and the phenomenon of Japanese businessmen demanding rework.

"This is unthinkable for business owners, but there is no way, since the contract has been signed, it can only be done according to the terms of the contract, and the workers involved in the reprocessing need to be airlifted to Japan for temporary rework.

In this way, the owners will be more resistant to Japanese orders, and the workers need not mention it.

Management promotion is king's way.

High profit Japanese orders are a pie or a trap for enterprises? In fact, in many industry circles, Japanese orders are difficult to do, but if the company's own production management level is up to date and can produce qualified products in accordance with the terms of the contract, Japanese orders are still worth receiving.

Reporters later learned that the phenomenon that Y shoes enterprises were not willing to return to factories was caused by the fact that the enterprises only received Japanese orders, but the level of production management within the enterprises could not keep up with the requirements of Japanese businessmen, which caused workers to have negative emotions.

At the scene, the reporter saw that the production workshop of the shoe factory was adjacent to the production workshop of another mechanical parts factory of the owner, sharing a channel. The two products were inevitably exposed to the entry. Therefore, every time when the finished shoe was manufactured, there was always a lot of metal elements returned to the product.

This makes workers even more angry: it is clearly not a mistake in the production process, until the final product quality inspection is not done, and the workers who work hard in rework are still working.

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For the high profit margins of Japanese orders, Li director general did not deny that he had interviewed reporters.

However, he also said that if the production management level of enterprises can not keep up, the high profit must be discounted, and it will bring additional burden to workers in the production process.

"High profit is the boss's personal business.

The phenomenon of rework has occurred, workers have paid more labor, but they can not get higher wages, and the workers are naturally unwilling to do so.

In the final analysis, it is a question of production management. If it can be completed at one time, the workers will not have so many opinions. "

Reporters learned that although Japanese businessmen are demanding, there are still some foreign trade enterprises in Jinjiang only receiving Japanese orders.

"From a large scale, these enterprises may be of different sizes, but without exception, these enterprises have their own unique practices in production management, lean management or other methods."

Mr. Mei, who works in another shoe enterprise in Jinjiang, said.