How to manage handbag factory

1. Understand the nature of the factory.

The only purpose of setting up a factory is to make money, and it is to maximize the profit as much as possible.

The only way to make money is that customers are willing to buy our products, so that factories can earn the difference between raw materials and finished products, so customers are the only factor we should pay attention to, which is why ISO9000 lists paying attention to customers as the starting point of the system.

All problems are considered from the customer's point of view. Everyone in the company puts customer satisfaction first in everything they do. The concept of customer first, customer no small matter, and customer satisfaction everywhere should be strengthened and penetrated into the hearts of every manager. Customer dissatisfaction with the factory can not be eliminated in time, which will eventually lead to the loss of customers, which is the most deadly for the company.

Step 2 know your customers

1. Customer's demand

Nowadays, the competition in the audio product market is fierce, and customers have many choices. How can we squeeze out competitors and let new customers choose our products? How can we keep the loyalty of old customers and not be poached by competitors? From the customer's point of view, there are several decisive factors:

1. 1. Does our product meet the market demand? The company headquarters is responsible for

1.2. Does the functional design of our products keep up with or surpass the competitors in the market now? Engineering department is responsible for

1.3. Is the design of our products novel and unique to cater to the appetite of end users? Engineering department is responsible for

1.4. Can our new product frequency meet the needs of customers? Engineering department is responsible for

1.5. The product quality is reliable, and the stability and quality assurance department is responsible for it.

1.6.PMC is responsible for whether the products can be delivered on time.

1.7. Whether the product price is low, whether the company cost can be effectively controlled, and whether the management is responsible.

1.8. Whether the after-sales service is good or not is the responsibility of the marketing department.

2. Customer feedback information

Whether customers are satisfied with our company's products and services, there are the following kinds of information feedback:

2. 1. Customer suggestion: Solution: Marketing Department Engineering Department of Customer Sales Department.

2.2. Customer complaints: Handling method: Quality Assurance Department of Marketing Department of Customer Sales Department.

2.3. Customer satisfaction survey report: Handling method: Marketing Department issues recycling analysis to management and responsible departments.

3. Handling of customer information

Customer information is the most important basis for the company's decision-making and action. Therefore, no information can be shelved and ignored. It must flow through the above channels. After centralized by the marketing department, it will be registered and distributed to the designated department for processing. The designated department shall organize relevant departments to discuss countermeasures and supervise the effectiveness of the implementation of countermeasures. After reporting to the factory director for approval, the written materials will be copied to the marketing department, which will reply to the customer. In this way, the company and customers can form a benign interaction and common development, and finally form a win-win situation, thus ensuring that the original customers will never be lost and new customers will come here.

3. Understand the responsibilities of the factory

The company hopes to earn customers' money by selling products, and hopes to earn more money. There are only two ways to achieve this goal, namely, open source and throttling:

1. Open source:

The responsibility of the company's sales department is to expand the sales network through brand building, find new customers, increase the market demand for our products, and increase profits through the increase in sales.

The basis of all this is whether the products manufactured by the factory can meet the above needs of customers. Therefore, the factory also has an unshirkable responsibility in open source. It is necessary and necessary for factories and sales departments to maintain good interaction.

2. Throttle:

I.e. reducing the product cost. At present, it is difficult for us to make a functional breakthrough in the audio market, so as to enjoy the high profits brought by the monopoly of unique functions. In addition to the guarantee of product quality, competitors in the market are more concerned about comparing whose price is lower.

Keeping the quality stable and reducing the product cost are the main responsibilities of the factory. This is also the significance of our factory management tenet of "making the best products with the least cost".

In order to perform their duties, factories must always keep in mind that "survival by quality and development by reputation", and only through scientific and strict management can they survive and develop, that is, "benefit from management".

The most commonly used modes of modern factory management are "target management" and "performance appraisal", that is, listing the most critical control elements in factory operation, setting control targets, dividing responsibilities, and evaluating compliance through data analysis at the end of the month, thus evaluating the performance of the whole factory and various departments.

Two goals of factory management: quality management and cost management.

Four. quality management

Quality management exists in every time and place of work.

Quality management is divided into product quality management and work quality management.

1. Product quality management

There are five factors affecting product quality: "people, machinery, materials, law and environment", among which "people" is the most important factor.

1. 1. The control point of "people" management is: ("people" refers to all employees, not just operators).

1. 1. 1. The past education level, work experience and training status of "person"

1. 1.2. Whether the pre-job training, vocational skills training and upgrading training of "people" after entering the factory are comprehensive and qualified.

1. 1.3. Is the post responsibility of "person" clear?

1. 1.4. Is there a clear work criterion for "people"?

1. 1.5. Does "Man" have others to supervise and evaluate his performance at work?

1. 1.6. Are the company's factory rules and regulations reasonable?

1. 1.7. Is the company's salary system reasonable?

1. 1.8. Are effective reward and punishment measures and incentive policies established?

1. 1.9. Has the corporate culture of the company been established and recognized by all "people"?

1. 1. 10. Are there any concrete implementation measures for "people-oriented"?

1.2. The control points of "machine" are: ("machine" can be either a machine or a device, including fixtures).

1.2. 1. Is the supplier of "machine" qualified and approved?

1.2.2. Has the "machine" been inspected after being purchased and returned to the factory?

1.2.3. Do you have a number registration management resume?

1.2.4. Is there a routine inspection, maintenance and adjustment of the system and record form and arrange others to check the implementation?

1.2.5. Is there a work instruction or work instruction for operating the machine?

1.2.6. Are the personnel operating the "machine" specially designated, trained and qualified, and have certificates?

1.2.7. Is there a form to record the quality problems caused by the machine and take measures?

1.3. The control point of "material" is: ("material" refers to both the main materials listed in the BOM and various production auxiliary materials).

1.3. 1. Is it the best choice to choose the supplier of "materials" after several comparisons?

1.3.2. Has the new material passed the trial assembly inspection of the project?

1.3.3. Does the new material pass the life, high and low temperature and destructive experiment of the quality assurance course?

1.3.4. Is there a control program for safety components?

1.3.5. Before the new supplier is recognized, are there any engineering and quality assurance personnel from our factory to audit its quality control capability on site?

1.3.6. Whether the IQC of the first batch of materials has been strictly inspected, and there are special personnel for quality assurance, PE and production to track the trial operation status, and a conclusion is drawn after collective discussion.

1.3.7. Are all suppliers of materials and components qualified after the above procedures, and are controlled by a qualified supplier registration form?

1.3.8. Is there a weekly or monthly report for IQC's daily sampling inspection, which is submitted to procurement to promote suppliers to improve or eliminate unqualified suppliers?

1.3.9. Is there a control procedure for purchasing special materials? Every department attended the MRB meeting. Are there special monitoring measures for special procurement of materials to prevent hidden defects from flowing to users?

1.3. 10. Is there a management procedure for protecting materials during warehousing, storage, handling and manufacturing?

1.3. 1 1. Can you find the quality problems caused by abnormal materials in time and take effective measures to prevent the problems from expanding further?

1.4. The control points of "FA" are:

1.4. 1. Are there work instructions issued by the project for all operation methods?

1.4.2. Did the operator master the contents of the work instruction and pass the exam?

1.4.3. Has anyone else audited whether the operator's operation conforms to the specifications?

1.4.4. Has the engineering class continuously optimized the operation method and documented it?

1.4.5. Has the new operation method retrained the operators?

1.5. The control points of "ring" are:

1.5. 1. Is there a control program for electrostatic protection in the working environment and effectively implemented?

1.5.2. Is there a control procedure for dust, debris and other pollutants in the work site and is it effectively implemented?

1.5.3. Is there a control program for temperature, humidity and noise in the work site and effectively implemented?

1.5.4. Are there any emergency measures to prevent the quality hazards caused by sudden water, power and steam cuts?

1.5.5. Are toxic and harmful substances under control?

1.5.6. Is there supervision over fire control and operational safety?

2. Work quality management

The quality of work means that every employee can complete his duties perfectly. Its control points are:

2. 1. Whether the management structure of the factory is complete and whether the department setting is reasonable.

2.2. Is there a clear division of responsibilities among departments?

2.3. Is the internal structure of the department complete?

2.4. Are the responsibilities of employees at all levels in the department clear?

2.5. Is there a clear regulation on the operation process of the department?

2.6. Are there any regulations on how to link up the intersections of various departments?

2.7. Whether the management indicators of each department are clear is discussed in the management every month.

2.8. Whether continuous improvement and PDCA cycle are adhered to, and whether work errors are decreasing.

Work quality management follows the following principles:

Everyone is responsible, everything has procedures, management has goals, defects are corrected, and the system has supervision.

That's what we put forward in the past: "institutionalized management, programmed operation and standardized operation"

Verb (abbreviation of verb) cost management

Quality management focuses on prevention and standardization, so the early investment is large and the cost will increase accordingly. But quality is the only guarantee for the survival of the factory, so a certain amount of investment is necessary to achieve the stability of quality. Cost control should be analyzed from the overall cost, find out the control points and bring them into target management.

Product cost management can be subdivided into material cost management, manufacturing cost management, quality cost management and management cost management.

1. Reduce the cost of purchasing, storing and consuming materials.

Material cost accounts for more than 60% of the total cost, which is the focus of factory control.

1. 1. The control points to reduce the procurement cost are:

1. 1. 1. On the premise of maintaining the same quality, the existing suppliers are required to reduce their prices. Usually, the company's requirement for the purchasing department is to reduce the price by 5% every year and conduct an assessment.

1. 1.2. Always look for new suppliers with high quality and low price. After engineering, quality assurance audit and small batch testing, it will be listed every month, and a certain amount of purchase will be allocated to spread risks and put pressure on the original suppliers.

1. 1.3. Always look for suppliers closer to the factory to shorten the procurement cycle.

1. 1.4. When making a purchase contract, special attention should be paid to: a. The order contract shall be settled by monthly settlement as far as possible; B. Unqualified incoming materials and material replacement shall have a clear time limit; C there should be clear economic penalties for suppliers who fail to arrive on time, reject incoming materials and replenish materials in time.

1. 1.5. The assessment objectives of the purchasing department are:

1. 1.5. 1.

1. 1.5.2. Incoming material failure rate

1. 1.5.3. Refueling rate on time

1.2. The principle of reducing material storage cost is JIT, that is, the principle of timeliness, and its control points are:

1.2. 1. The monthly total inventory of the whole plant is accounted for and evaluated by the finance department.

1.2.2. Implement the safety inventory and maximum inventory control of the warehouse.

1.2.3. Control the proportion of dull materials and wastes in the warehouse every month.

1.2.4. Implement order completion cycle control and inventory turnover rate control for PMC.

1.2.5. Control the production department to reduce WIP and control the quantity to be repaired.

1.3. The key to reduce the loss cost is to improve feed quality and strengthen process control. The control points are:

1.3. 1. The loss of each material should be controlled to the highest limit.

1.3.2. The loss of each work order shall be recorded within the specified time after the work order is completed.

1.3.3. Evaluate the main material loss every month.

1.3.4. There should be a clear project budget for the consumption of production auxiliary materials, and the savings of the production class should be evaluated in the monthly summary.

2. Manufacturing cost management

Manufacturing cost management is man-hour loss management, and its control points are:

2. 1. 1. Engineering survey and setting standard working hours as finance and accounting basis.

2. 1.2. When formulating the project workflow, the tension balance rate should reach at least 85% and be continuously improved.

2. 1.3. The production class should control the proportion of direct labor and indirect labor, and reduce the waste of manpower such as handling, material handling, hauling, statistical clerk and repair.

2. 1.4. Strengthen personnel training and process supervision, prevent human error, improve the first pass rate of production and reduce maintenance time.

2. 1.5. Control the overtime ratio and approval.

2. 1.6. Improve the utilization rate of mechanical equipment.

2. 1.7. Improve the planning and material control ability of PMC, pay attention to the connection of all links and reduce the waiting time.

3. Quality cost management

Although the quality cost is not listed separately in the financial statements, it actually accounts for a considerable proportion of the cost. Managers often attach importance to material cost and manufacturing cost, but ignore quality cost. In this way, the first two savings bring about a substantial increase in quality costs, which not only offsets the original intention of saving, but also is not worth the loss in most cases.

The control points of quality cost management are:

3. 1. Control the proportion of unqualified incoming materials and special mining, and reduce the man-hour loss of material selection and processing.

3.2. Improve the first pass rate of products and reduce the maintenance cost.

3.3. Reduce the rejection rate of QA batches and reduce the rework cost of production departments.

3.4. Reduce the unqualified rate of QA sampling inspection and reduce the proportion of sales returns. The unqualified rate of QA sampling inspection is the most important control index of the factory, which is basically equal to the customer's repair rate.

3.5. Control the proportion of quality assurance personnel.

4. Management cost management

Management expenses include human management expenses, which refers to the proportional management of other management and auxiliary personnel except workshop personnel; Administrative office expenses refer to the daily consumption control of auxiliary production and management. Its control points are:

4. 1. Review and streamline the management structure of each department.

4.2. Post setting needs scientific evaluation, and the three principles of fixed responsibility, fixed posts and fixed personnel are implemented.

4.3. The company should control the ratio of office staff to production staff.

4.4. Daily consumables for office use shall be counted and evaluated monthly.

4.5. The saving of water, electricity and steam should be well managed.

4.6. Meetings should be managed to achieve high efficiency and avoid meetings during overtime hours.

5. Quality management and cost management are both contradictory and blended, so it is necessary to find a balance point between them, that is, to implement the "golden mean" and rely on the increasing tempering of managers' management skills and the accumulation of experience. When they have a serious conflict and have to give up one side, please remember the essence of the factory and put quality first. Short-term cost increase can be made up by strengthening internal management in the future. However, it is not just a few machines that are damaged by poor quality. What it brings is the loss of customers' credibility to us, and customers will leave us, endangering the cornerstone of the factory's survival. Therefore, at this stage when the factory is facing many difficulties, please grasp the last hurdle first: control the defective products and hidden products in the factory, and don't let the defective products flow to customers. This is the minimum standard for the success of factory management.