More Than 40 Ouhai Shoe Manufacturers Go To AOKANG Shoe Industry To Learn From It.

< p > as a labor-intensive industry, in recent years, the difficulty of recruiting workers, rising wages and increasing raw material costs has become the bottleneck restricting the development and growth of Ouhai a target= "_blank" href= "http://www.91se91.com/" > shoes < /a >.

Recently, Ouhai a href= "http://www.91se91.com/news/index_x.asp" > shoe leather < /a > Industry Association organized 40 a href= "http://www.91se91.com/news/index_x.asp" > shoemaking enterprises < /a > a total of 90 people to Zhejiang AOKANG shoe Limited by Share Ltd "learn from".

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On the day of "P", the delegation visited the molding workshop, cutting and sewing machine workshop of AOKANG branch.

The unified management of the workshop, advanced equipment, and simple assembly line are very bright.

He Guoliang, Secretary General of Ouhai footwear industry association, said after visiting that AOKANG was the forerunner of the footwear industry in Wenzhou. Advanced facilities, equipment and meticulous management have enabled many shoe companies to find a breakthrough for development. A dialogue on fine management with AOKANG has also benefited the representatives of enterprises.

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< p > < strong > revelation 1: family business can not be family management < /strong > < /p >

< p > "an enterprise can be a family business, but it can not be a family management". As a listed company growing up from family businesses, AOKANG's management mode also makes Gong Dechi, chairman of Wenzhou canu Shoes Co., Ltd. very curious.

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< p > Zhou Wei, assistant president of Zhejiang AOKANG shoe Limited by Share Ltd, believes that the management of enterprises depends on the system rather than the people.

To get rid of family management, first of all, the person in charge of a company should have a personal sense of pformation. In addition, when family members and professional managers are in conflict, the decision-makers should be able to keep a bowl of water at the same time. At the same time, they should establish a sound management system, assessment mechanism, process control system and professional management.

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< p > < strong > revelation 2: talents are trained by themselves, < /strong > /p >

< p > the mobility of the enterprise's grass-roots managers is an important reason that affects the production of enterprises. Enterprises should cultivate talents and retain talents with opportunities.

AOKANG's grass-roots managers are trained from ordinary employees.

First of all, select five outstanding employees from the general staff as the chief of staff, and elect a squad leader from five Wu Changzhong. The performance of the monitor can be promoted to the director of the workshop, and then promoted to the factory director. The outstanding factory director can be promoted to deputy general manager.

In addition, AOKANG has invested in AOKANG university to train top management talents, chain Monopoly elites, marketing talents, production technology backbone and reserve cadres.

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< p > < strong > revelation 3: everyone is a quality inspector < /strong > < /p >.

< p > AOKANG workshop has few rework shoes and repair shoes.

On the one hand, AOKANG uses the latest ERP management system, monitors production processes at any time, and conducts on-site staff assessment.

On the other hand, it is the shoemaking process. The company requires the staff of the next process to be a quality inspector of the workers in the same process, so that everyone is a quality inspector, timely feedback information, and reduce the production of inferior shoes.

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