To Ensure Product Quality, The Site Management Of Spinning Enterprises Should Do These Four Points.

At present, many textile shops have a problem, that is, the production workshop management is not good, resulting in low productivity, waste of manpower and material resources. The core of production site management is human beings. People run through all aspects of the entire production. The management of people is well done, and on-site management is done more than a half. The quality of products can be guaranteed in a solid way. Therefore, if we want to do well in the production site management of textile enterprises, we must do the following.

Clear responsibilities and less waste

No good equipment can fully guarantee that 100% qualified products can be produced every time. Therefore, at the production site, the production supervisor must summarize all the problems that may arise in the production process, and then assign the responsibility to each post in a clear and orderly manner. However, the number of punishment and the amount of penalty should be reduced as much as possible. The employees in the workshop are making money and hard money. In a mutually understanding manner, they can be grateful to their employees and make them more grateful for future work. But for those repeated problems, it is necessary to lay a heavy punch.

Production site cost management is four words: reduce waste. Therefore, the most important thing to improve the scene is to reduce waste. How can the site waste be reduced? We should pay attention to finding out where to waste and block it. At the scene of enterprise production management, the most common problem is to treasure the visible money, but ignore the money that becomes material. Therefore, reducing costs also needs to start from changing the concept of employees and employees.

Less management, more justice and transparency.

Employees are not mechanical equipment, they are real people, have their own ideas and knowledge, the so-called "less management" is simply and effective for the purpose of using a standardized system to conduct moderate behavioral constraints, can not be excessive use of "management" approach to manage employees, so as to fully mobilize the enthusiasm of employees. "Less management" does not mean "no matter". The management of workshop should be more embodied in the word "Li". The so-called "multi rationale" is to straighten out the relationship between the various posts within the workshop, so as to achieve effective coordination and positive interaction between the various posts within the workshop. Only in this way can the production efficiency be brought to the best level.

The first line production staff in the workshop is the "first in charge" responsible for the quality of products. It can see the various problems from the perspective of employees and find reasonable ways or methods to solve them, so as to achieve good results. At the same time, the practice of recognition should be repeated and reminded constantly. When repeated behaviors become habits, managers and employees will consciously follow such thinking, and production management will be much more successful.

In addition, when finding problems, we should straighten out the disagreement between posts and assume responsibility for those who bear responsibilities. The results must be fair and transparent so that all employees can clearly see and feel "everyone is equal before quality problems" and create a fair and reasonable atmosphere for production site management, so that employees will consciously reduce operational errors and achieve steady improvement in product quality.

Seamless connection and diligent inspection

The next process is the customer of the previous process, which means that the importance of linking up and down the production process is expounded. The job responsibilities of each post are different and their corresponding job responsibilities are different. The main role of the production supervisor is to reduce the number of gaps between different posts in the production process, and find these gaps and solve them in time.

First of all, to do more on-site supervision, inspection, on-site inspections do not take a straight line, only "zigzag" walk in order to detect problems in time. When the problem arises, the primary responsibility of the supervisor is to eliminate production abnormality, to ensure normal production to reduce time and waste of energy, rather than to criticize, not to rebuke.

Secondly, as a supervisor, do not single emphasize the number of inspections. Instead, they should constantly detect and detect anomalies in the field inspection, and find out countermeasures in the shortest possible time to eliminate anomalies so as to ensure that all the employees can work properly.

Properly arranged and communicated well.

It is a major management defect that the production supervisor's on-site instruction errors or improper instructions. Therefore, in the early morning class meeting of the workshop, the supervisor must be clear about every process in view of the problems. The production supervisor is not the actual operator. Many subjective assumptions are not advisable, but it will make the solution of the problem more complicated and cumbersome. Therefore, timely on-site communication, listen to the opinions of operators at the scene, respect their suggestions, and let employees voluntarily try their best to solve problems.

For employees, supervisors are a benchmark, what kind of employees you are and what employees are like. The production supervisor must pay attention to his body language and behavior when he is on the spot inspection or in the field, and let your staff accept you from the initiative, and feel that you are paying attention to his work from the inside. Only with a meticulous heart to the scene can we find the problem clearly.