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Interpretation Of The Essence Of Lean Management In Wenzhou Shoe Enterprises

2013/3/23 18:08:00 26

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Red Dragonfly Leather Shoes Footwear Marketing Footwear Market Demand

Recently, following the inspection tour of Guangdong in September, Jinjiang once again formed a strong lineup of more than 50 people, including the head of Jinjiang vice mayor Wu Qingbin, including the heads of Jinjiang scale enterprises, executives and relevant government departments, and went to Wenzhou to investigate four companies, including AOKANG, Italy, red dragonflies and good news birds.

three days' inspection activities have aroused the thought of "Jinjiang City promoting the lean management investigation team". "To benefit from management" is no longer just a slogan, but the only way for enterprises to occupy a place in the fierce competition.

After experiencing the strategy of setting up a quality market, setting up a brand, and listing, lean management has become a breakthrough for Jinjiang's government and enterprises alike.

Wenzhou and Jinjiang are similar. Their experience is worth learning. /p >

for the purpose of the visit to Wenzhou, Wu Qingbin gave such an explanation: the purpose of this activity is to guide Jinjiang enterprises to strengthen management innovation awareness and speed up the pace of management reform with the exemplary role of Wenzhou lean management benchmarking enterprises, so as to enhance the core competitiveness of enterprises and realize the pformation from "management control cost" to "management profit".

"12th Five-Year" planning proposal we have clearly put forward the implementation of the "111 talents" project for talents in Jinjiang, that is, in the next five years, Jinjiang will train 100 entrepreneurs, and train 1000 executives and 10000 employees. This time we brought more than 40 entrepreneurs to Wenzhou to study, which is also the curtain of the "111" talent project.

But in fact, from September's "Jinjiang lecture hall", Xu Lianjie and Anta vice president Zhang Tao have been invited to give training to entrepreneurs and executives. They also took the lead to study in Guangdong enterprises and learn from their good experience in lean management. After returning, the enterprises reflected excellent results.

Wu Qingbin said that lean management really needs to go out of Jinjiang to see Jinjiang. Although Jinjiang enterprises have successfully tried it out, they can see that there are mountains outside the mountains, and there is sky outside.

and the choice of Wenzhou expedition is mainly due to the fact that Wenzhou and Jinjiang are similar industries. They are mainly labor-intensive industries. They all take the private economy as the main body. They also have many enterprises that have already done very well in production management. Their management mode can give some reference and thinking to Jinjiang enterprises.

Let's take a look back at the growth course of Jinjiang enterprises. First of all, we should set up a quality market, and then guide enterprises to take the brand strategy. Now the Jinjiang municipal government has guided enterprises to take lean management.

Because the competition is very fierce now, after the enterprise has succeeded in achieving lean management, it can achieve efficiency in management and win in the market competition.

The 4 Wenzhou enterprises surveyed are already the best in China's private enterprises. They are bold in innovation in lean management. This is their characteristic and the place for Jinjiang enterprises to learn.

Wu Qingbin's viewpoint was approved by the members of the delegation.

Wang Yumiao, general manager of "P > > a href=" http://www.91se91.com/news/index_c.asp "> textile < /a >, also told reporters:" I think that the pformation of these excellent enterprises in Wenzhou and staff motivation, including every company has their own culture, is very valuable for us to learn from. "

to this, Ke Jinding, general manager of Shanxi industrial group, said that, indeed, the pformation of production management of these enterprises, the so-called lean management is actually not only the layout of the workshop, but also the pformation of the process, and more business ideas and culture, which support the growth of this excellent enterprise.

positive interaction with temperature and enterprise. Jin enterprises gain a lot.

during the inspection process, Jinjiang enterprises and Wenzhou enterprises exchanged unimpeded questions and asked for advice from the enterprises.

Jinjiang enterprises in the process of communicating with AOKANG group vice president Zhou Wei, learned that AOKANG enterprises began to carry out lean production in 2003. At that time, according to their contract with Italy brand, the AOKANG would pay high compensation if they failed to deliver the goods on time, and if they wanted to deliver the goods on time, AOKANG would have to double production capacity.

Companies are under great pressure.

For this reason, in order to deliver the goods in time, AOKANG has specially formulated a scientific process pformation plan, using lean management in a short time, greatly improving the work efficiency, achieving the same increase in the same line at the same time, and the daily production increased from 600 to 1300 pairs, which is equivalent to rebuilding a factory.

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P, general manager of Evergreen Group, hopes to gain a deeper understanding of how to do well in internal control after reform and how to make employees willing to accept reform.

In this regard, Zhou Wei stressed that lean production is a systematic project, its main body is human, while improving process standards, managers must also meet workers' salaries and psychological needs.

"some enterprises only do assembly line pformation in management pformation, but employees are unwilling to accept it, or their subjective initiative is not strong. There are problems that we can not and will not be willing to solve. The two problems should be solved together.

The main direction of production change is right, but we can't just look at the assembly line. This is a systematic project.

There are many ways to keep up with the idea and to keep the whole staff involved. In order to achieve the rapid promotion of lean management in the staff, AOKANG used the same day scheduling task, the day assessment, and the way to cash in on the day to stimulate staff's reform enthusiasm.

Zhou Weixiang and Ceng Tianfu introduced.

Some p entrepreneurs in Jinjiang have already implemented lean management. They also agree with this practice.

Shi Xiaohui, deputy general manager of the P group, Longfeng Textile Technology Industrial Co., Ltd., told reporters: "in fact, in 2001, most of the enterprises in Jinjiang had begun to have some knowledge of lean management. However, at that time, there were numerous orders from various enterprises, and there was no time to consider the reform in management. Now, the cost of enterprises has been greatly raised, the whole economic environment is complex, the risk of diversification is large, the payback period is long, and the competition between the enterprises is more intense.

In fact, compared with enterprises in Wenzhou and Guangdong, most of Jinjiang's enterprises are lagging behind for a long time in management. Now more and more Jinjiang enterprises have realized this. How to learn to use lean management has become an essential trend in the development of enterprises.

Shi Xiaohui spoke of the short board of Jinjiang enterprises.

"P >" we really gained a lot from the trip to Wenzhou, especially the size and efficiency of companies like AOKANG are much larger than that of Jinjiang.

The R & D and talent of these enterprises in Wenzhou have also been internationalized, such as the five Italy a href= "http://www.91se91.com/news/index_z.asp" designers of the world top ranking /a, the design director of AOKANG, and AOKANG directly producing brand products in the production line; the Red Dragonfly pays more attention to the shoe culture, achieves the strategic height of brand opening and cultural development; it can be said that these enterprises have realized the pformation from "selling products" to "selling culture".

After returning to Jinjiang, we will formulate some measures to improve the production management and development strategy of our enterprises based on what we have learned and combine with our own reality.

Xu Shichun, general manager of Guofeng Leather Co., Ltd., told reporters.

AOKANG: 1 pairs of shoes save 1% for one year, save 10 million

as a national top 100 private enterprise in the field of < a href= "http://www.91se91.com/news/index_s.asp" > leather shoes < /a > and involved in commercial real estate and biological products, the reporter learned that AOKANG has set up new cost offices and technology pfer departments and other institutions since last year to carry out fine growth and win advantage by lean management.

starting from each process, formulate new production standards, strictly control costs and reduce wastage.

For example, when producing the upper, 7 millimeters of Lippi is cut off. The details are not only easy to bond, but also save 0.35 yuan for each pair of shoes. For the sole brush, the workers need 30 grams of glue for each pair of shoes because of the different ways of gluing. After repeated tests, the standard operation is made. The amount of each brush should be controlled between 20 and 25 grams.

After the introduction of the standard, the amount of brush is saved by more than 20%.

not only that, but when reporters walked into AOKANG headquarters building, they found that the double tube fluorescent lamps in AOKANG offices were changed to single tube fluorescent lamps. On the wall, there was a warm reminder of "do not rush to go, and the computer air conditioning lights are turned off." the printer also labeled "informal documents strictly prohibit the use of new paper".

In fact, in order to realize the pformation of meticulous management, apart from these minor measures, AOKANG has also promulgated a special "twenty-two military regulations" to strengthen management, increase revenue and reduce expenditure, and strictly control costs.

"AOKANG has been standardized, and has been able to save about 1% of the cost of producing a pair of shoes through the eight processes of" withdrawal from the warehouse, part of the process workers sitting in production and pformation to production, "and" seven millimeter shoe leather "," five grams of shoe glue ". The annual cost savings can be more than 10 million yuan a year.

These management methods were introduced into our cooperation with the brand of Italy's brand, and the production process was totally different. The introduction also made AOKANG's production management mode more than ten years ahead of schedule.

In addition, lean production can also greatly improve the work efficiency of the people, and the average productivity of the workers has increased by 5%. The original order of production for 15 days is now only 5 days, and the production cycle is also shortened by nearly 2/3.

Zhou Wei, vice president of AOKANG group, talked about the experience of AOKANG. In fact, lean management is to eliminate waste, improve efficiency and make every effort to improve the productivity of each employee.

Red Dragonfly: implementation of product season management mode

The Red Dragonfly Group, founded in 1995, has more than ten wholly-owned subsidiaries in the whole country, with five production bases and nearly thirty thousand employees.

This research site is the Yongjia production base of the red dragonfly. It has a museum of Chinese shoe culture inside.

reporter found that unlike other enterprises museums, most of the enterprises' museums display products of their own enterprises, and the first floor of the Red Dragonfly museum shows handicrafts and related materials on the development of Chinese shoes. From the ancient three inch Golden Lotus to the modern leather shoes, the articles collected are very detailed and the shoes have a strong cultural atmosphere.

"Brand opening, cultural development" is the eight word to create Red Dragonfly brand's constant strategy, she and production management must be parallel, production and marketing balance to healthy development.

Mr. Red Dragonfly Executive Vice President Kim introduced to the delegation.

and talking about the essence of lean management, Mr. Jin said, "not big fish eat small fish, but fast fish eat slow fish".

Compared with the same industry in China, red dragonflies pay more attention to speed: "speed is satisfaction, speed is differentiation".

"P > has always been the Red Dragonfly based on the analysis of the" Pyramid "business model and process diagnosis, and put forward the management idea of Red Dragonfly's" product season operation main line ".

The concept of product season management has always existed in the clothing industry. The original status of our enterprises is sales, production, R & D relatively independent, relying on independent Incorporated Company operation, lack of overall coordination mechanism, the concept of product quarterly management is not very clear, planning and combing in the lean management process, upgrading to the theoretical level, and presenting it with theoretical statements.

Mr. Kim said that through the consultation and refinement of 7~8 months, the Red Dragonfly managed the product season management very clearly.

Then, according to the characteristics of the industry and the needs of the enterprises to occupy the market, we can shorten the supply chain business links, beat order, logistics optimization and supply chain information support as far as possible, so as to speed up the supply chain reaction.

good news birds: every process must be kept improving. /p >

compared with the way of single brand operation of men's clothing enterprises such as Jinjiang seven wolves, Li Lang, Jin Ba and so on, the news bird group takes another way: the wedding bird is mainly clothing oriented, multi brand business, and listed on the Shenzhen Stock Exchange in August 2007, becoming one of the famous large-scale clothing group in the country.

Its brand has been snare 5 different positioning market segments of clothing brands, including: Senior bird Menswear, BONO senior professional women's wear, EBONO senior business suit, agent Italy advanced customization brand Karl Bono (CARL BONO) and so on.

for lean management, Zhou Yongwen, Party Secretary of the news bird group, said that China is a big exporter of textile and garment industry. Because of its insufficient power in structural adjustment and upgrading, hidden dangers lie behind it.

China's textile and garment industry has a low entry threshold, mostly in the extensive mode of development for foreign brands.

Therefore, to speed up the brand competitiveness and increase the added value of the brand, and take intensive and meticulous management are the magic weapon for the success of the enterprise.

from the clothing fabric to the production process and the style details, the R & D personnel of the good news bird strive to improve every process, and also purchase on demand in terms of cost saving, lean production and other measures to reduce procurement and production costs, so as to break the traditional extensive mode of development of the Chinese garment industry and become a brand name, quality first class product with various domestic high-end men's clothing brands.

According to reports, the company reported a 16% increase in revenue last year, net profit increased by 51%.

Therefore, Zhou Yongwen believes that the key to the development, pformation and upgrading of the enterprises and the realization of lean management is to upgrade the brand competitiveness and enhance the added value of the brand by pformation and upgrading, and at the same time, to achieve a sound management mechanism that benefits the management.