How to manage small furniture factory?

1, from the team leader, supervisor to the factory director, they have never read and analyzed the production process requirements in depth, but they have always understood and always talked about the production progress verbally, lacking detailed specific plans and calculating as much. As soon as possible, almost, impossible and helpless are often mentioned.

2. The team leader has poor quality awareness and is numb to the pursuit of output. Without prenatal analysis, he will strengthen control and wait for problems to appear before remedying. Work efficiency is low, there is no result in dealing with problems, and there is no good habit of actively reporting work.

3. Managers and factory directors will only give tasks, and how to correctly guide employees' actual operations without analysis and research, and the on-site handling of problems is always incomplete and indecisive. 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 overall planning, organization and command on site, and each shipment is always busy, chaotic, poor and wrong.

5. If there are quality problems, it is not to solve them first, but to investigate the responsibility of testifying, wrangling, shirking, swearing, shirking 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. Narrow-minded people even set resistance to their work.

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

8. Factory directors, supervisors and team leaders lack the concepts of cost accounting and standardized management of charts, never make standardized on-site records, do not know the process control, a large number of semi-finished products can not be produced, and a large number of repairs are made after the last delivery.

9. The work between departments is uncoordinated, the job responsibilities are unclear, the daily work is unplanned, the actions are purposeless, and the operators lack a sense of responsibility. There is a lack of communication and discussion among sales personnel, purchasing personnel, technicians and departments.

10, the on-site production process management is not standardized, the procedures are chaotic, the team leader can't write working procedures and calculate working hours, and the piece-rate salary is unreasonable, which leads to employees' emotions. Every month, employees always go to the office or complain to the boss.

1 1. The format of production process data is neither standardized nor standard. What data should I send to whom? Who reviews it? To whom? How to file, number and bind, etc. It always looks messy, and it is even more difficult to find a document. The guest can't even find the sample clothes during the inspection.

12, there is no specific plan for procurement, and the follow-up is weak. What should have arrived has not arrived, and what should not have arrived has arrived first, which seriously affects the progress and delivery time of the production department. When the warehouse delivers goods, the procedures are unclear, the management system is incomplete, several pieces are often missing, and even the wrong accessories are sent, resulting in serious losses.

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

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

15, the outbound merchandiser operates out of order, often sends the wrong materials, and wrangling with the processing factory, resulting in tension. Quality control is more chaotic, and there are often incidents of shipping with money.

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