The Details Of Japanese Clothing Enterprise Management Are The Devil.

What is Japanese enterprise management?

This problem seems very ordinary, but it involves a huge system with rich connotation and concrete practice.

Even the Japanese clothing brands such as Croatia, in the fierce competition, it has always been durable and competitive.

In fact, enterprise managers have already infiltrated the "TOYOTA mode" in management into the management of service enterprises.

The way to think about time is that in Japanese clothing enterprises, the lower the duties of office workers, the later time they work.

Because subordinates must be ready to answer questions raised by their superiors at any time, provide materials for the boss at any time, and execute every order of their superiors at any time.

Only when the boss leaves the company, will the subordinates have their own time to sort out their own contents.

In Japan, employees will realize that the purpose of a company from a president to a staff member is to work. Every subordinate work is only part of the boss's work. Only by prioritize the work done within one's own can the work of the boss be ensured.

This is tempting to ask, can't the lower class get off work earlier than the boss?

No, the lower level can also work before the boss. As long as you call your boss before you go to work, tell him, "I have something to go first, where to put the information and who to answer."

Not only that, the boss also wants to say hello to the lower class before going to work: "I have to go off work, do you have anything else I can do?"

This kind of corporate atmosphere, which is ventilated and taken care of each other every day, has laid the foundation for strict management of Japanese enterprises.

The order of work hours in the production site is exactly the opposite from that in the office hours: the higher the job, the later the time.

This is because, no matter how good decision makers and superiors, once the contract is signed, the next most important thing is to produce quality products that meet customer requirements during the delivery period.

The real producers of these products are employees.

Moreover, no matter how excellent a worker is, he can not only finish a complex and complete product alone, but also encounter many unexpected problems.

A lot of cooperation and coordination must be done by the boss to ensure the operation of the staff.

If the boss leaves the scene before the employee, the task on that day may not be completed.

There are dozens of handicrafts that only have manual weaving and embroidery.

The Japanese have the simplest way to twist all the hand woven embroidery without checking it out during the inspection. That is to mark the hand weaving embroidery.

All manual work is done on the garment according to the steps, that is, everyone has unified all the procedures, so every button embroidery has been numbered.

Every Japanese employee, he tightens up a mark.

When he had to stop his hand when he finished twisting his sleeve, he put the mark on the cuff.

Mr. Watanabe told reporters this way: with the mark on No. 23, whether he continues or others continue, he will start from 24.

If you do not mark, even if the thread is missing, the design grade of clothing is not finished.

From this we can see how important it is to tighten every screw.

Moreover, this simple notation contains the quality consciousness and skills of the staff.

In fact, when waiting for fabric accessories, there is a lot of imaginary operation and learning time.

While absorbing the experience of their predecessors, they have come up with solutions to possible problems by imaginary operation of the following work, and have practically designed small improvements, small designs and even small inventions that are practical and efficient.

At the command level, the boss completes the work with high quality and efficiency, and constantly urges staff to strengthen their learning and improvement around their work.

At the same time, these small designs and small inventions are all the intellectual wealth of their employees. Wherever they go, they have their own advantages.

This real subjectivity is consistent with the basic law of Japanese business management, namely, "improvement" for the sake of company and objectivity.

That is to improve their physical and mental skills and skills while doing their job efficiently.

Whenever design work is performed, the designer selects the corresponding examples, and basically launches the work according to the same steps.

Usually, 80% to 90% of the work is done on a regular basis, and a small part of it is resolved through collective discussions.

A season's R & D, whether novice designer or design director, has made remarkable progress. Several projects will form a complete set of design ideas in the mind, and some suggestions and measures for improvement can also be made through the summary.

Over the past few years, most people have made achievements in a research and development field, and even the best have become experts.

So imitation is a good way to learn and progress. We should promote imitation.

The most popular "33 system five person team" in Japanese enterprises is that the team is led by 1 directors and designers, leading 4 to 5 designers.

Chief designer 1 / 3 time for guidance; 1 / 3 time for self design; 1 / 3 time for management and coordination.

Each group of the Croatia brand is composed of 4 to 5 designers, who work under the leadership of a director design engineer, and is called the "33 team five person team".

That is: the time of 1 / 3 of the design engineer is used to guide the design of the working group; 1 / 3 of the time is used for the design of its own part; 1 / 3 time is used for management and coordination, to solve technical problems and balance work.

From the experience of industrialized countries such as the United States and Japan, the group formed by such a group has strong combat effectiveness, more capable and clearer division of labor, less overlapping personnel, convenient management and good guarantee of the smooth progress of the project.

The heads of the teams should have a high level of design and strong coordination, communication and balance.

Fair competition among teams is carried out and performance is assessed entirely.

But the design results between the teams are not confidential. Once a group has good suggestions, methods and successful experience, it will be promoted immediately in other teams.

It not only improves efficiency, but also gives full play to the subjective initiative of designers.

Yang Jing: editor in charge