How to manage the small furniture factory?

1. From the team leader, supervisor to the factory director, they never read and analyze the production process requirements thoroughly, but always understand them, and always talk about the production progress verbally, lacking detailed specific plans, and calculate as much as they do. "Try to hurry", "almost", "impossible" and "I can't help it" are often mentioned.

2. The team leader has poor quality awareness, and is numb to pursuing output. Without prenatal analysis, he will strengthen control and always wait for problems to appear to remedy. Work is inefficient, there is no result in dealing with problems, and there is no good habit of actively reporting work.

3. Managers and factory directors only give orders, but they don't do analysis and research on how to correctly guide employees' actual operation, and they are always not thorough and decisive in dealing with problems on the spot. There is no right way to do the right thing.

4. At the critical moment, the factory director and workshop supervisor lack the initiative and the ability of on-site overall planning, organization and command, and each shipment is always busy, chaotic, poor and wrong.

5. If there is a quality problem, it is not to solve it first, but to investigate the responsibility of testifying, wrangling, blaming, swearing, evading and shirking in the office.

6. The consciousness of unity and cooperation between departments is poor, and they are always self-centered, regardless of the overall situation, and never take the initiative to communicate and cooperate with others. The narrow-minded even set obstacles for their work.

7. Most workshop supervisors and team leaders usually like to say irresponsible things such as "I told him", "It's really troublesome" and "almost enough". The consciousness of quality first is very weak.

8. The factory director, supervisor and team leader lack the concepts of cost accounting, standardized management of figures and tables, never make standardized on-site records, never know how to control the flow, and a large number of semi-finished products can't be produced, and a large number of repairs are made after the last delivery.

9. The work between departments is uncoordinated, the post responsibilities are unclear, the daily work is unplanned, the actions are aimless, and the operators lack a sense of responsibility. There is a lack of communication and discussion among salesmen, buyers, technicians and departments.

1. The on-site production process management is not standardized, the procedures are chaotic, the team leader can't write procedures and measure working hours, and the piecework rate is unreasonable, which causes employees to be emotional. At the end of each month, employees always go to the office or complain to the boss.

11. The compilation format of production process data is neither standardized nor distributed in a standardized way. Who should I send what data to? Who reviews it? To whom? How to file, number and bind, etc., always looks messy, and it is even more difficult to find a document. Guests can't even find sample clothes when they inspect the goods.

12. There is no specific plan for purchasing, and the follow-up is weak. Those who should have arrived have not arrived, and those who should not have arrived first, which seriously affects the progress and delivery time of the production department. When the warehouse is distributed, the procedures are unclear, the management system is incomplete, and a few pieces are often missing, and even the wrong accessories are sent, causing serious losses.

13. Department heads lack strict organizational discipline, weak principles and insufficient execution, so their professional ethics and dedication attitude are problematic, not to mention educating their subordinates.

14. Employees are lax, often ask for leave, and their work efficiency is low. They complain all day about low wages and frequent personnel turnover. The workshop always delivers a lot of goods to the back road from the end to the end, and no one cares about serious repairs. Finally, they can't deliver the goods on time all night, resulting in customer complaints, air freight and deductions.

15. Outgoing merchandisers operate out of order, often send the wrong materials, and wrangle with the processing factory, resulting in a tense relationship. Quality control is even more confusing, and there are often incidents of shipment with money.

16. Senior leaders lack the overall planning ability and organizational education ability, and the overall quality education and skills training of the staff are not deep enough. An enterprise lacking corporate culture is equivalent to having no soul, let alone cohesion and loyalty.