Summer vacation social practice report for college students
Summer vacation social practice report for college students
First, the factory overview
**** Shoe factory is a subsidiary of ** Group, which has produced soles for international famous brands such as nike and bass. This is a small factory that may not reach 400 people even in the peak season. There is a four-storey factory building and an office building in the factory. One or two floors are offices and canteens, and the third and fourth floors are staff quarters with nearly 8 million fixed assets. The company's current operating conditions are not good. During the summer practice of more than one month, I gradually learned about the operation mode of production enterprises and contacted the work content of production, quality inspection, sales, accounting, and administration. While humbly learning, we constantly collect and organize materials, and have some thoughts on the factory and the shoe industry.
Second, factory production operation management practice and investigation
I think the **** factory is worthy of recognition in the following aspects:
1, organizational structure
The organizational design is flat, following the principle of unified command, control range, and equal rights and responsibilities. The division of labor, powers and responsibilities of various departments, and the requirements for the docking of affairs between the departments at the same level and between the lower and upper levels have formed archives and become the premise of standardized management. Institutionalization and standardization of management is an important guarantee for the normal operation of an enterprise.
2, cost control
The auditor prepares the production situation report according to the number of production, the number of scraps and the stock quantity every day. It can reflect whether there is any problem in production from the comparison of the daily production situation report. I am still seeing the analysis of defective products, the daily breakdown of raw materials, the number of missed inspections of quality inspection products and the daily report of repair costs, the summary of each class of accessories, waste and waste, indicating that the cost analysis of the factory is very detailed, Production cost control is strict. Apply the words of the general manager "This is to survive in the cracks." The number reflects the objectivity of the problem, but the premise is to ensure the accuracy of the data source.
3. Employee incentive system
The factory rewards employees who contribute to cost savings or quality improvement, as well as employees who perform well in vocational skill competitions, and impose fines on the last employee in the system or vocational skill competition. This can stimulate employees to improve their skills and encourage them to think and innovate. It would be better if you could combine the spirit rewards. The school uses the spiritual rewards in place. In fact, the factory can also learn from it. Maslow’s hierarchy of needs believes that everyone has five levels of needs: physical needs, security needs, social or emotional needs, and respect. Need, self-fulfillment needs. Knowing the needs of employees, managers can more effectively implement incentives while achieving cost savings.
4, product standards
At present, the factory is managing the enterprise according to the iso9002 international quality standard. Most of the soles produced by the factory are exported. In fact, the entire shoe factory in Dongguan is basically receiving foreign orders. Due to the strict quality requirements of customers, the tests of pre-production samples, density, hardness control, quality inspection, and post-production curve bending are strictly carried out according to standards. I asked the general manager that "such a slight substandard will be scrapped. If you ask for a loose point, can you save a lot of money?" He admits that "if the quality of the soles produced in China is not so high." Can understand but do not agree, why can't we enjoy high quality and high standards in China? In fact, it is not incapable of doing it, but there is no sense of pursuing excellence. This reminds me of Zhang Ruimin’s 砸 Haier freezer. When Haier started, he introduced German equipment and German technology, but the workers did not strictly follow international standards. At that time, Haier’s workers were puzzled. Although the products were a bit embarrassing, they were the leading level in China. They were not exported to foreigners. Is it necessary to be perfect? Zhang Ruimin was very sad. He put more than 70 defective products out, and in front of the workers, and the cadres, they shed tears and shed the freezer, giving the employees an impressive quality class! Why did Haier go so far, because I was asking myself to use the highest standards from the beginning. On the other hand, if Chinese companies are willing to be inferior, then when will domestic brands be based in the world? Quality is the lifeblood of the manufacturing industry!
Three: Analysis and suggestion of actual factory problems
The head office started the brand in the leather shoes industry and began to enter other industries. I am not against the expansion of my own brand, but domestic companies should learn the lesson. How many big companies have fallen because of blind expansion, and Deron’s defeat can not cause entrepreneurs to reflect? Is it that domestic companies lack patience with brand management and pay too much attention to immediate interests? Enterprise expansion needs to be staged. After the vertical and horizontal development, and the foundation is solid, it will make him flourish. If the main business is loosened when entering other industries, it is likely to bring the crisis of industrial hollowing out. In recent years, the leather shoes industry has heard less about Senda. After XX, Senda began to enter the thermal power, chemical, clothing, logistics, bioengineering, software and other industries. It seems that if you can make money, you have to try it. The speed is too fast, and it is difficult for the personnel to keep up with the technology and hurt the vitality. If you can concentrate on the shoes and continue to accumulate the brand value, is there no such report as "Senda shoes for four months?" I personally prefer Huang Guangyu's approach. On the one hand, he does sales of home appliances and on the other hand does real estate. What is valuable is that he finds the relationship between the two, makes full use of the complementarity between the industry and the industry, and finally turns Gome into a domestic appliance sales giant. In addition, you can also learn Wenzhou businessmen. Even if you are a lighter, you will be the first to be the first in China. Enterprises care about specialization rather than broadness, and specialization is the premise of the premise. Ibm will sell its pc business with Lenovo, focus on it, and perhaps let the Blue Giant create another it legend.
From the external environment, there is such a set of data "to XX years, Guangdong has a certain production scale of enterprises has grown to more than 5,000, plus some small enterprises, then Dawan, the annual output of nearly 3 billion pairs, exports for export A total of 4.7 billion US dollars, the total production and sales accounted for nearly half of the country, becoming a real province of footwear industry. The rapid development of the industry and the fierce competition are staggering. In Gaobu Town, Dongguan, Yueyuan Factory, with more than 30,000 employees, is the well-deserved shoe factory leader. Yueyuan Factory is a Taiwan-funded enterprise. After years of development, it has become the world's largest shoe factory. It is an internationally renowned brand such as nike, adidas and puma. It is close to a strong opponent. It is really difficult for the factory to grow.
In addition, the difficulty of recruiting workers is also plaguing the factory, and it will be the production season immediately. However, it is not the difficulty of this factory to recruit workers. It is the dilemma of the shortage of migrant workers in Dongguan, Guangdong and the Pearl River Delta. Enterprises and factories are everywhere, and workers are needed everywhere. Moreover, the wage level and production environment in the Yangtze River Delta have advantages over the Pearl River Delta region, and migrant workers will naturally flow to areas with significantly better treatment.
How to solve the current difficulties?
The new factory manager has been here for two or three months. This is a factory manager who has come out of Taiwan-funded enterprises and is a radical reformer. Taiwanese companies are leading the footwear industry in China. The characteristics of Taiwanese enterprises are that they pay great attention to execution. They can never do two people to do it, strictly control costs, and integrate with the international standard quality system. The director of the company implemented reforms in accordance with the model of Taiwanese enterprises. The biggest move was to introduce a new salary assessment plan. In the past, the superiors gave wages to the lower levels every day by feeling or looking at the relationship. Now the wages are strictly linked to performance and avoiding personal feelings. Pay attention to quality, make good use of the laboratory, and turn off good physicality, instead of just going through the field and doing it for others. On the wall of the factory office, each section chief has a “work affairs” hanging on the wall to record the progress of his work and the problems he faces. The factory manager looks at the review at any time. Welch said that "management itself is communication, communication, and communication." The theory of dual 50 means that managers have 50% of the time to communicate, and 50% of management problems are caused by poor communication. The director decided to hold regular meetings with employees randomly selected from the workshop to understand their current working and living conditions and the problems they hope to solve. I have the honor to attend this meeting. The employees complained about the problem of accommodation and food, gave suggestions for production arrangements, and expressed their opinions. The factory director listened to the records and gave reasonable demands to the employees after the meeting. This method is worthy of advocacy, but it is necessary to pay attention to the employee's affairs, it must be done, otherwise it will be laughed by the staff, "the director does not count," the prestige is greatly reduced. The reform of the new factory director is good in many places. However, because he brought all the new things, he did not look at the previous management and other departments in the factory, so some words and deeds were unacceptable to others. There is a saying in the "Successful Manager's Lecture" that "doing the supervisor, don't use the words 'they' when talking about other departments in front of the subordinates, otherwise it is easy to form a confrontation between departments." The new factory manager just made this mistake. When communicating with employees, he said "we are not them", "all of them are there" ... obviously with a hostile tone. If the leader gives the impression that the subordinates are not united, how can the subordinates unite?
When I was studying with a manager, she said to me in a serious way, "Our factory is very casual." This kind of words surprised me a bit. For people, the more they have requirements, the more people feel dignified. "No matter" is no standard, and enterprises only have certain standards, this enterprise will produce dignity, and employees who work inside will have a sense of honor. Let employees have a sense of honor, this is a way to let them stay without a high salary. If it is as she said, then it is difficult for the factory to retain talents; if this is not the case, then it proves that she is not a qualified manager, she is asking for her own casual, lack of execution. On how to improve execution, Di Gaozhi, vice president of Shanghai Portman Ritz-Carlton, who was awarded the best employer in China, believes that execution is first of all the morale of employees. Enterprises should care for employees, and employees will care about their own work. If the individual does a good job, the enterprise can develop well.
In the face of difficulties in recruiting workers, especially the problem of women workers being difficult to recruit, the factory now has a notice that “Where the 18-40 year old female workers enter the factory and do it for 3 months, the introducer can get 50 yuan reward”, after the notice is issued It does have some effect, but it is not a long-term solution. The manufacturing industry was concentrated in the Pearl River Delta because of its policy advantages, convenient transportation and low labor costs. Shoemaking is a labor-intensive industry, and the production costs of factories are gradually increasing. The previous advantages of the Pearl River Delta are being lost. East shoes westward, Chengdu is known as "shoes" does have its location resources advantage. The industrial chain of Chengdu footwear industry is gradually improving, labor costs are lower than coastal areas, and recruitment is relatively easy. Therefore, if the factory moves to Chengdu, it should be a strategy.
I have a good relationship with a few girls working in the office. Two of them are clerks and the other is a tube manager, responsible for scheduling production. They are all technical secondary school or high school. We are of similar age, I am still studying, they have some work experience. They are lucky relative to the workers in the workshop, and I am lucky in their eyes. They also have their own plans for the present and the future. I am still very young, and I have accumulated more experience. I usually change places in a factory for a few months. After waiting for a few years to get married, you will find a fixed job and continue to do it. For the university, there is a girl who says that studying at the university is a ban on thinking. The newspaper says that college students are useless. And now looking for a job is a work experience, it is important to do things in the company. I don't think that "the imprisonment thought" is relatively high school education, the university should actually be emancipating the mind. College students have always been a group of people concerned. There are some prejudices or misunderstandings in the society. But apart from this, we also need to constantly look at ourselves: in these secondary schools, after a few years of work, we
First, the factory overview
**** Shoe factory is a subsidiary of ** Group, which has produced soles for international famous brands such as nike and bass. This is a small factory that may not reach 400 people even in the peak season. There is a four-storey factory building and an office building in the factory. One or two floors are offices and canteens, and the third and fourth floors are staff quarters with nearly 8 million fixed assets. The company's current operating conditions are not good. During the summer practice of more than one month, I gradually learned about the operation mode of production enterprises and contacted the work content of production, quality inspection, sales, accounting, and administration. While humbly learning, we constantly collect and organize materials, and have some thoughts on the factory and the shoe industry.
Second, factory production operation management practice and investigation
I think the **** factory is worthy of recognition in the following aspects:
1, organizational structure
The organizational design is flat, following the principle of unified command, control range, and equal rights and responsibilities. The division of labor, powers and responsibilities of various departments, and the requirements for the docking of affairs between the departments at the same level and between the lower and upper levels have formed archives and become the premise of standardized management. Institutionalization and standardization of management is an important guarantee for the normal operation of an enterprise.
2, cost control
The auditor prepares the production situation report according to the number of production, the number of scraps and the stock quantity every day. It can reflect whether there is any problem in production from the comparison of the daily production situation report. I am still seeing the analysis of defective products, the daily breakdown of raw materials, the number of missed inspections of quality inspection products and the daily report of repair costs, the summary of each class of accessories, waste and waste, indicating that the cost analysis of the factory is very detailed, Production cost control is strict. Apply the words of the general manager "This is to survive in the cracks." The number reflects the objectivity of the problem, but the premise is to ensure the accuracy of the data source.
3. Employee incentive system
The factory rewards employees who contribute to cost savings or quality improvement, as well as employees who perform well in vocational skill competitions, and impose fines on the last employee in the system or vocational skill competition. This can stimulate employees to improve their skills and encourage them to think and innovate. It would be better if you could combine the spirit rewards. The school uses the spiritual rewards in place. In fact, the factory can also learn from it. Maslow’s hierarchy of needs believes that everyone has five levels of needs: physical needs, security needs, social or emotional needs, and respect. Need, self-fulfillment needs. Knowing the needs of employees, managers can more effectively implement incentives while achieving cost savings.
4, product standards
At present, the factory is managing the enterprise according to the iso9002 international quality standard. Most of the soles produced by the factory are exported. In fact, the entire shoe factory in Dongguan is basically receiving foreign orders. Due to the strict quality requirements of customers, the tests of pre-production samples, density, hardness control, quality inspection, and post-production curve bending are strictly carried out according to standards. I asked the general manager that "such a slight substandard will be scrapped. If you ask for a loose point, can you save a lot of money?" He admits that "if the quality of the soles produced in China is not so high." Can understand but do not agree, why can't we enjoy high quality and high standards in China? In fact, it is not incapable of doing it, but there is no sense of pursuing excellence. This reminds me of Zhang Ruimin’s 砸 Haier freezer. When Haier started, he introduced German equipment and German technology, but the workers did not strictly follow international standards. At that time, Haier’s workers were puzzled. Although the products were a bit embarrassing, they were the leading level in China. They were not exported to foreigners. Is it necessary to be perfect? Zhang Ruimin was very sad. He put more than 70 defective products out, and in front of the workers, and the cadres, they shed tears and shed the freezer, giving the employees an impressive quality class! Why did Haier go so far, because I was asking myself to use the highest standards from the beginning. On the other hand, if Chinese companies are willing to be inferior, then when will domestic brands be based in the world? Quality is the lifeblood of the manufacturing industry!
Three: Analysis and suggestion of actual factory problems
The head office started the brand in the leather shoes industry and began to enter other industries. I am not against the expansion of my own brand, but domestic companies should learn the lesson. How many big companies have fallen because of blind expansion, and Deron’s defeat can not cause entrepreneurs to reflect? Is it that domestic companies lack patience with brand management and pay too much attention to immediate interests? Enterprise expansion needs to be staged. After the vertical and horizontal development, and the foundation is solid, it will make him flourish. If the main business is loosened when entering other industries, it is likely to bring the crisis of industrial hollowing out. In recent years, the leather shoes industry has heard less about Senda. After XX, Senda began to enter the thermal power, chemical, clothing, logistics, bioengineering, software and other industries. It seems that if you can make money, you have to try it. The speed is too fast, and it is difficult for the personnel to keep up with the technology and hurt the vitality. If you can concentrate on the shoes and continue to accumulate the brand value, is there no such report as "Senda shoes for four months?" I personally prefer Huang Guangyu's approach. On the one hand, he does sales of home appliances and on the other hand does real estate. What is valuable is that he finds the relationship between the two, makes full use of the complementarity between the industry and the industry, and finally turns Gome into a domestic appliance sales giant. In addition, you can also learn Wenzhou businessmen. Even if you are a lighter, you will be the first to be the first in China. Enterprises care about specialization rather than broadness, and specialization is the premise of the premise. Ibm will sell its pc business with Lenovo, focus on it, and perhaps let the Blue Giant create another it legend.
From the external environment, there is such a set of data "to XX years, Guangdong has a certain production scale of enterprises has grown to more than 5,000, plus some small enterprises, then Dawan, the annual output of nearly 3 billion pairs, exports for export A total of 4.7 billion US dollars, the total production and sales accounted for nearly half of the country, becoming a real province of footwear industry. The rapid development of the industry and the fierce competition are staggering. In Gaobu Town, Dongguan, Yueyuan Factory, with more than 30,000 employees, is the well-deserved shoe factory leader. Yueyuan Factory is a Taiwan-funded enterprise. After years of development, it has become the world's largest shoe factory. It is an internationally renowned brand such as nike, adidas and puma. It is close to a strong opponent. It is really difficult for the factory to grow.
In addition, the difficulty of recruiting workers is also plaguing the factory, and it will be the production season immediately. However, it is not the difficulty of this factory to recruit workers. It is the dilemma of the shortage of migrant workers in Dongguan, Guangdong and the Pearl River Delta. Enterprises and factories are everywhere, and workers are needed everywhere. Moreover, the wage level and production environment in the Yangtze River Delta have advantages over the Pearl River Delta region, and migrant workers will naturally flow to areas with significantly better treatment.
How to solve the current difficulties?
The new factory manager has been here for two or three months. This is a factory manager who has come out of Taiwan-funded enterprises and is a radical reformer. Taiwanese companies are leading the footwear industry in China. The characteristics of Taiwanese enterprises are that they pay great attention to execution. They can never do two people to do it, strictly control costs, and integrate with the international standard quality system. The director of the company implemented reforms in accordance with the model of Taiwanese enterprises. The biggest move was to introduce a new salary assessment plan. In the past, the superiors gave wages to the lower levels every day by feeling or looking at the relationship. Now the wages are strictly linked to performance and avoiding personal feelings. Pay attention to quality, make good use of the laboratory, and turn off good physicality, instead of just going through the field and doing it for others. On the wall of the factory office, each section chief has a “work affairs” hanging on the wall to record the progress of his work and the problems he faces. The factory manager looks at the review at any time. Welch said that "management itself is communication, communication, and communication." The theory of dual 50 means that managers have 50% of the time to communicate, and 50% of management problems are caused by poor communication. The director decided to hold regular meetings with employees randomly selected from the workshop to understand their current working and living conditions and the problems they hope to solve. I have the honor to attend this meeting. The employees complained about the problem of accommodation and food, gave suggestions for production arrangements, and expressed their opinions. The factory director listened to the records and gave reasonable demands to the employees after the meeting. This method is worthy of advocacy, but it is necessary to pay attention to the employee's affairs, it must be done, otherwise it will be laughed by the staff, "the director does not count," the prestige is greatly reduced. The reform of the new factory director is good in many places. However, because he brought all the new things, he did not look at the previous management and other departments in the factory, so some words and deeds were unacceptable to others. There is a saying in the "Successful Manager's Lecture" that "doing the supervisor, don't use the words 'they' when talking about other departments in front of the subordinates, otherwise it is easy to form a confrontation between departments." The new factory manager just made this mistake. When communicating with employees, he said "we are not them", "all of them are there" ... obviously with a hostile tone. If the leader gives the impression that the subordinates are not united, how can the subordinates unite?
When I was studying with a manager, she said to me in a serious way, "Our factory is very casual." This kind of words surprised me a bit. For people, the more they have requirements, the more people feel dignified. "No matter" is no standard, and enterprises only have certain standards, this enterprise will produce dignity, and employees who work inside will have a sense of honor. Let employees have a sense of honor, this is a way to let them stay without a high salary. If it is as she said, then it is difficult for the factory to retain talents; if this is not the case, then it proves that she is not a qualified manager, she is asking for her own casual, lack of execution. On how to improve execution, Di Gaozhi, vice president of Shanghai Portman Ritz-Carlton, who was awarded the best employer in China, believes that execution is first of all the morale of employees. Enterprises should care for employees, and employees will care about their own work. If the individual does a good job, the enterprise can develop well.
In the face of difficulties in recruiting workers, especially the problem of women workers being difficult to recruit, the factory now has a notice that “Where the 18-40 year old female workers enter the factory and do it for 3 months, the introducer can get 50 yuan reward”, after the notice is issued It does have some effect, but it is not a long-term solution. The manufacturing industry was concentrated in the Pearl River Delta because of its policy advantages, convenient transportation and low labor costs. Shoemaking is a labor-intensive industry, and the production costs of factories are gradually increasing. The previous advantages of the Pearl River Delta are being lost. East shoes westward, Chengdu is known as "shoes" does have its location resources advantage. The industrial chain of Chengdu footwear industry is gradually improving, labor costs are lower than coastal areas, and recruitment is relatively easy. Therefore, if the factory moves to Chengdu, it should be a strategy.
I have a good relationship with a few girls working in the office. Two of them are clerks and the other is a tube manager, responsible for scheduling production. They are all technical secondary school or high school. We are of similar age, I am still studying, they have some work experience. They are lucky relative to the workers in the workshop, and I am lucky in their eyes. They also have their own plans for the present and the future. I am still very young, and I have accumulated more experience. I usually change places in a factory for a few months. After waiting for a few years to get married, you will find a fixed job and continue to do it. For the university, there is a girl who says that studying at the university is a ban on thinking. The newspaper says that college students are useless. And now looking for a job is a work experience, it is important to do things in the company. I don't think that "the imprisonment thought" is relatively high school education, the university should actually be emancipating the mind. College students have always been a group of people concerned. There are some prejudices or misunderstandings in the society. But apart from this, we also need to constantly look at ourselves: in these secondary schools, after a few years of work, we
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