Workshop management summary

In this month's management workshop, there are both joys and sorrows, and there are some rogues. I am happy that I have the opportunity to try to manage the workshop to train my leadership and management skills. The work experience is a good time to display. Tired of this month, the daily workload is large and the manpower is not enough, more than the usual workload. The helplessness is that there is a lack of management, and it is not good to control and coordinate some of them. But in general, I have fulfilled my responsibility for my work and took the lead with my own practical actions. Here is my little experience:

From the entire workshop, the employees of the records are better managed and do not need excessive supervision. As long as they make arrangements, they will actively do their jobs. The most problematic is the time-honored employees, that is, the auxiliary workers. The most problematic ones are the jobs that need to be coordinated between them. The following details about the reasons for their problems mainly come down to the following four:

1. The contradiction of life brings about work, and we cannot do our work with all our heart.

2. Although there are hidden rules in their job orientation, due to unclear job responsibilities, the cooperation is not good.

3. Because their wages are not high, they mainly rely on overtime pay to increase their wages, and the overtime work in various positions is different, which leads to some problems.

4. There are situations where the amount of work during the day is large and there are fewer opportunities for overtime work at night.

For these problems, I feel that it is unrealistic to let them obey them. Graduating them has limited knowledge and limited understanding. Therefore, the way to solve problems is still to start from the most fundamental aspect, that is, wages themselves. Here are a few suggestions for my problem solving:

1. Increase the number of people, set their own jobs, and have clear responsibilities.

2. If you don't increase your manpower, you can adjust from their overtime pay. If you don't work, you don't have to be unfair. However, this method is not a good solution, because it does not solve the problem fundamentally, but it may reduce the point. The problem is nothing more.

3. Let them also record a few, so that it is easy to manage, but also fundamentally solve the problem between them, but this has to start from the beginning, because the lace business here has not begun to record. The specific notes are as follows: Packing this box, divided into two types, the size of each box is counted, how much is the price per large box, which is sealed, packed bags, cut bags to count their affairs The pricing can be based on statistical analysis of past data. The specific method is to extract the total number of monthly containers and their wages for two busy hours, and the total number of monthly containers when they are not busy. The wages are then averaged to arrive at the pricing. Fabric packaging pricing can be based on the pricing of large boxes. The tube can be priced according to each tube, and the number of tubes made per day can be obtained from the record number of the number of shots.

Bagging and overmolding can also be priced according to the number of tubes. Unwinding and scrolling can be priced according to the number of lace rolls, and the cut samples can be priced according to the number of yards, or can be priced directly at the price of the cut edge of the small machine. In general, the pricing should be reasonable, and the above five pricing staff positions are the key, which should be based on past practice data to analyze and then determine.