01
The team leaders, workshop supervisors and factory directors never analyze the production process requirements in depth, but always seem to understand them, and verbally talk about the production progress, lacking details. The specific plan is to do whatever you want.
“Try to hurry up”, “Almost”, “It’s impossible”, “I can’t help it” are often mentioned.
02
The team leader has poor quality awareness, is indifferent to the pursuit of output, and does not hold pre-production analysis meetings Strengthen control and always wait until problems arise to remedy them.
The work is inefficient, the problem solving has no results, and there is no good habit of proactively reporting work.
03
Managers and factory directors can only assign tasks and have no idea how to correctly guide employees in actual operations. Without analysis and research, on-site problems will always be dealt with incompletely and decisively.
No matter where you do it or where you think, you don’t use the right method to do the right thing.
04
The factory director and workshop supervisor lack initiative and on-site coordination, organization and command at critical moments Ability, every shipment is always busy, chaotic, defective, and wrong.
05
When there is a quality problem, it is not the easiest to solve it first, but to investigate the right person in the office. Testify, argue, blame, curse, evade and shirk responsibility.
06
Poor awareness of unity and cooperation between departments, always self-centered, regardless of The overall situation, never take the initiative to communicate and cooperate with others, narrow-minded people even set up resistance to work.
07
Most workshop supervisors and team leaders usually like to say: “I told him It’s over,” “It’s really troublesome,” “That’s about it,” and other irresponsible words.
The awareness of quality first is very weak.
08
Factory directors, supervisors, and team leaders lack standardized management of cost accounting, numbers, and tables concept and never make standardized on-site records.
I never know how to control the flow. There is a large backlog of semi-finished products but no finished products. After the last delivery, there is a lot of repairs.
09
The work between departments is not coordinated, job responsibilities are unclear, and daily work is unplanned , Actions without goals, operators lack a sense of responsibility.
There is a lack of communication and discussion between salesmen, buyers, technicians and departments.
10
The on-site production process management is not standardized, the procedures are chaotic and there is no order, and the team leader cannot Writing process procedures, measuring labor hours, and unreasonable piece-rate prices make employees emotional. Every time wages are paid at the end of the month, employees always come to the office or complain to their bosses.
11
The format for writing production process data is neither standardized nor distributed. What data should be To whom? Who reviews? To whom? How to archive numbered binding and more.
It always looks messy, and it is even more difficult to find information. Customers couldn’t even find samples when inspecting the goods.
12
There is no specific plan for procurement and poor follow-up. What should be delivered is not delivered. Those who should arrive first will seriously affect the progress and delivery date of the production department.
The warehouse delivery procedures are unclear and the management system is not complete. A few parts are often missing, supplementary parts are often missing, and even the wrong accessories are sent, causing serious losses.
13
The department head lacks strict organizational discipline, weak principles, and weak execution ability If it is not enough, there will be problems with one’s own professional ethics and attitude of dedication to work, let alone educating subordinates.
14
Employees are disorganized, often ask for leave, have low work efficiency, and complain about low wages all day long. There was frequent turnover of personnel, and the workshop always delivered a large number of goods at the end of the period. In the later stage, no one cared about serious repairs. In the end, the goods could not be delivered on time even if they stayed up all night, resulting in customer complaints, air shipments, and deductions.
15
The outbound merchandisers operate in a disorderly manner, often sending the wrong materials, and are inconsistent with the processing The factory is wrangling and the relationship is tense. Quality control is even more confusing, and shipments with money often occur.
16
Senior leaders lack overall planning capabilities and organizational education capabilities, and the overall quality education of the workforce , Skills training is not in-depth enough.
A company that lacks corporate culture is equivalent to having no soul, let alone cohesion and loyalty. These 16 aspects reflect the current internal management status of many factories. If you want to change it, you must be determined and start with improving people’s quality. Change old thinking patterns and concepts through targeted training, and constantly accept new management concepts. </p
