XTEP Launches Ten Big Factory Culture To Enhance Fusion Between Brand And Production Culture

Recently,

(China) Limited launched a cultural construction system aimed specifically at the ten major factories of its subordinates. The aim is to promote the quality and capacity of ten subordinate factories.

And other aspects of open and pparent supervision and control of the factory culture management system, the formation of factories and employees "better than learning to catch up with the" good atmosphere.

In fact, as more and more enterprise brands and production systems operate independently, the construction of enterprise culture in manufacturing system has been in a relatively weak state. Using different cultures to promote the construction of corporate culture in different systems can not only truly carry out corporate culture, but also form a cohesive cohesive force of group enterprises, so that all employees can have a better understanding of brands, love brands, and enhance the integration and interaction between brands and production culture.

Xiao Xuri, manager of Culture Department of manufacturing system, XTEP (China) Co., Ltd.

Cultural wall information sharing enhances employee sense of value

According to Xiao Xuri, the "ten factory culture" is mainly applied to the manufacturing departments of XTEP group, including manufacturing one factory, manufacturing three factory, Quanzhou high frequency plant, and Colin.

Factory, Jinjiang two factory, Hunan factory, Anhui shoe factory, Anhui garment factory and so on.

In the initial stage of execution, the culture wall and some Kanban were used to conduct propaganda. The contents include quality culture wall, innovative culture wall, proposal culture wall, and employee income culture wall.

"308, the shoes sold so well, and I got credit for it."

Xiao Li, who was from the sewing machine workshop of XTEP factory, saw the relevant information on the culture wall, and suddenly felt a sense of honor inside him.

After seeing the brand dynamic information on the cultural wall, he realized that recently, the 308 shoes produced by the company were particularly favored by the market, while 308

The bright spot lies in helping face, and it is Li Xiaoli's workshop that is responsible for helping the face sewing process.

He felt that a pair of cars from his own car went out to the next assembly line and assembled into finished products, and finally sold well in the market, reflecting their labor value.

In fact, this cultural wall mainly uses brand information as the carrier to spread the internal information about the company's brand and product related dynamic information, so as to help employees understand the brand and love the brand, especially let them know more about the links involved in creating brand value, help them enhance their sense of honor, and imperceptibly mobilize the enthusiasm of their employees.

Xiao Xuri said that the corporate front-end brand publicity has been very adequate to the outside world, but for the interior, especially in the manufacturing system level, there are still weak faults.

The production process is simple and boring, and the employees always work under the rigid post rules and regulations. As time goes by, there is a sense of exhaustion. "Therefore, we began to try to penetrate more brand information into all aspects of manufacturing production products, and to avoid possible human errors in the production process by mobilizing subjective initiative."

The relevant person in charge of XTEP's manufacturing system said that the system management is more strong, the regulation is more important, the importance of scientific standards and norms is emphasized. Cultural management emphasizes emotion, and attaches importance to the development of internal spiritual values, collective feelings and the role of various informal rules and group atmosphere.

Next, they will grasp system management and culture construction at the same time. This will not only create a standardized enterprise with reasonable frame structure, strict operation procedures and strict system, but also give the whole enterprise life vitality through cultural management, so as to provide spiritual source and value motivation and guide its development direction.

Who lays down who supervises and supervises and reduces the quality error rate?

It is worth mentioning that under normal circumstances, in the enterprise manufacturing system, all production processes and quality standards have a series of relevant regulations to carry out, but the real grass-roots personnel do not know thoroughly about these processes and operation standards.

Next, XTEP will be based on the "ten factory culture" to implement "who formulating, who manages and who supervises".

"In fact, every day, the workshop teams and groups hold a half hour early meeting, summarize production conditions, assign production tasks, and always find problems in production before they begin to attach importance to and solve them afterwards. For a long time, the system is stuck on a blank sheet of paper, and it will be formulated without management or supervision. Therefore, enterprises must comb out the functions of the existing production administration departments. After all, the system and supervision are symbiotic and coexist."

Xiao Xuri said.

Xiao Xuri believes that the formulation of the production system and supervision and management status are two sides.

The management inertia of long-term infatuation system will create inertia in management, and do not know what and how to manage it.

Among the functional departments and staff members of many production management and supervision departments, because of the lack of familiarity with the system management and the lack of skills, the management is lagging behind, and the ability to actively manage and discover problems is insufficient.

Therefore, in order to better implement the system in the production quality chain, the "ten factory culture" system clearly stipulates that through quality culture wall construction, quality inspection and evaluation activities between departments and departments, classes and classes, groups and groups should be carried out to form a self inspection, analysis and improvement quality management mechanism, and corresponding improvement measures should be put forward according to the information quality abnormality of the disabled market, so as to strengthen the propaganda of quality objectives, quality policies and quality concepts, and improve the quality consciousness of the whole staff.

At the same time, the manufacturing system will also take all production departments as PK units, and production departments will take PK as the unit to target production capacity, quasi intersection and actual production capacity, find out the reasons for failing to meet the target, and propose optimization and improvement measures, summarize and analyze the completion of the exceeding standard, and share experiences with other units, so as to help managers clearly understand whether the production capacity of their units can meet the needs, so as to continuously improve productivity and ensure the successful realization of plant capacity goals.