XTEP Dai Yong: The Difficulty Of Implementing Lean Management Is "People".

XTEP (China) Co., Ltd. has been established for 13 years since its establishment in 2001.

As we all know, in recent years, China's sports brand has been hit by shop closes and declining performance.

So how did XTEP survive? Maybe we can find the answer in XTEP's internal management. Next, I will explain why XTEP is successful through the lean management method implemented by Dai Yong, senior director of the footwear manufacturing department of XTEP (China) Co., Ltd.

Character card: Dai Yong, senior director of shoe manufacturing division (1st factory), XTEP (China) Co., Ltd.

In 1995, we entered the Baocheng International Group, known as the "global footwear manufacturing kingdom" in Taiwan.

In the past ten years, Baocheng has accumulated the most advanced manufacturing technology and scientific management methods and experience in the manufacturing industry.

In 2007, XTEP (China) Co., Ltd., which joined the first brand of fashion movement, took advantage of lean thinking and methods to carry out the layout modification and innovation of XTEP production line, and set up IE team to shorten production cycle, reduce production inventory and improve production efficiency.

He is proficient in the lean management method, and applies IE engineering technology to the production process of sports shoes. After 3 years in employment, XTEP has boosted the production record of 12 production lines with a monthly breakthrough of 1 million pairs.

From Taiwan funded enterprises to private enterprises, completely different corporate culture and management mode, work is difficult to popularize the general and timely, he is not anxious not to be impetuous, adjust strategy, slowly plan; he advocates continuous learning and continuous progress.

The halo of the top executives of Baocheng "XTEP" insists on learning every day, and the opportunity for training and upgrading will never be missed.

It is known that Dai Yong has grasped the methodology of lean management during his work in Baocheng, and XTEP has given him the platform to give full play to his talents.

In the face of XTEP's manufacturing reform, he entered the company, using the idea and method of lean management to drive XTEP from 6 production lines to 14 today.

In the implementation of the lean production line, the "QCO rapid pformation" and the visual management of information are adopted.

To distinguish all the work elements in the die changing process, and implement the fast conversion of A/B shoe type according to the principle of minimizing the internal time (the time needed to shut down) and the E-CRS rule (elimination, combination, rearrangement and simplification).

With this management mode, XTEP's mold changing time will be reduced from 1-3 days to 30 minutes ~1 hours now.

He led the company's internal implementation.

This makes XTEP in e-commerce, group buying, quick turn over and sponsorship shoes, such as small batch, variety and quick reaction.

More and more, its production output has accounted for 5% of the total output.

In the next few years, XTEP will constantly adjust the proportion of quick turnover according to market demand.

In addition, through the self improvement and self enhancement lean management mode, XTEP gradually realized the production demand of 10-15 days delivery date, and was in the forefront of the domestic sporting goods industry.

"The most difficult thing to do in lean production is to change the ideas and beliefs of employees and management."

Dai Yong said that although the management mode of private enterprises and foreign-funded enterprises are more competitive and advantageous, they are only weak in production management standards.

But these can be gradually improved, and the most important factor is human factors.

"At the very beginning, we put forward a new management mode. The old employees always used to say," this is impossible. We did it for more than 10 years. "When the objection is heard, you can only show them and prove it with facts.

Dai Yong said that the implementation of lean production is suitable for taking "point to face" and "broken down" tactics. First, a successful case can be used to prove that a small number of people can drive everyone.

In order to do well the staff's ideological work, Dai Yong regularly leads the team to carry out "sunshine sharing" activities in the outdoors, listening to the true thoughts of employees in a variety of relaxed atmosphere, communicating with their employees what they think and thinking. He regularly trains staff and managers to enable ordinary employees to understand the connotation of "lean production", so that managers can understand the value of innovation.