The team leader has poor quality awareness and is numb to the pursuit of production. If he does not conduct pre-production analysis, he will strengthen control. He always waits for problems to be remedied every time. Work is inefficient, there is no result in dealing with problems, and there is never a good habit of actively reporting work.

Managers and factory directors only assign tasks, but do not conduct analysis and research on how to correctly guide employees in actual operations, and the on-site handling of problems is always incomplete and decisive. Wherever you do it, you don't think about it, and you don't use the right method to do the right thing.

At critical moments, the factory manager and workshop supervisor lacked initiative and on-site coordination, organization and command capabilities, and each shipment was always busy, chaotic, poor, and wrong.

The awareness of unity and cooperation between departments is poor. They are always self-centered, disregarding the overall situation, and never take the initiative to communicate and cooperate with others. Narrow-minded people even set up resistance to work.

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

The work between departments is not coordinated, the job responsibilities are not clear, the daily work has no plan, the action has no goal, and the operator lacks a sense of responsibility. There is a lack of communication and discussion between salesmen, buyers, technicians, and departments.

The on-site production process management is not standardized, the procedures are chaotic, and the team leader cannot write the process and measure the working hours. The piece rate is unreasonable, which makes the employees emotional. Every month when the salary is paid, some employees always go to the office or complain to the boss.

The preparation format of the production process data is neither standardized nor distributed. What data should be sent to whom? Who audits? To whom? How to archive, number, bind, etc., always looks messy, and it is even more difficult to find a copy. When the customer inspected the goods, he couldn't even find the sample clothes.

There is no specific plan for procurement, poor follow-up, what should have arrived has not arrived, and what should not have arrived first has seriously affected the progress and delivery date of the production department. The warehouse release procedure is not clear, the management system is not complete, often a small number of parts are missing, the number is replenished, and even the wrong accessories are sent, causing serious losses.

The employees are sloppy, often ask for leave, the work efficiency is low, they complain all day long about the low wages, the turnover of personnel is frequent, the workshop always delivers a large number of goods to the back road at the end of the day, and no one cares about serious repairs. In the end, the delivery cannot be delivered on time overnight, resulting in customer complaints , air freight, deduction.

Outgoing merchandisers operate out of order, often send wrong materials, arguing with processing factories, and the relationship is tense. Quality control is even more confusing, and incidents of shipments with money often occur.