What Is Textile Management?

In order to achieve the various goals of production and operation, textile enterprises must reasonably organize personnel, equipment, raw materials, funds, technology and information, and plan, decide, organize, direct, control and coordinate the entire process from procurement, production to sales. Textile enterprise management lies in carrying out all these functions. Textile enterprise management was gradually formed in the 18th to 19th century with the rise of large industrialized textiles; thereafter, it continued to develop with the development of the textile industry's technology, business scale, management theory, and management methods.

Textile Enterprise Management

(Business Management Category)

Textile enterprise management has various common characteristics of modern processing industry (manufacturing) enterprise management: highly centralized command system within the enterprise; highly developed division of labor and collaboration; close integration of technical work and economic work; multi-level management organization; products The variety and quality are highly valued. At the same time, textile enterprise management also has many characteristics. ^[1]

The textile enterprise management of the People's Republic of China belongs to the socialist type. Its guiding principles, systems, and methods are gradually formed through continuous exploration, summarization, and creation in the long-term practice of the socialist period on the basis of critically inheriting the traditional management methods of textile enterprises. In the early days of the founding of the PRC, there were already hundreds of textile mills across the country. Basically, a set of management methods of textile companies in Europe, America and Japan was adopted. After screening in the socialist period, I have critically absorbed the beneficial things: attach importance to the combination of production and management; attach importance to economic benefits; emphasize efficiency, use less staff, and so on. During the recovery period of the national economy from 1950 to 1952 and the first five-year plan period from 1953 to 1957, the Chinese textile industry extensively learned Soviet experience. After screening, the company's management experience is mainly: sound functional department and management of workshops, shifts, production teams; a set of planning management practices; a management system based on the responsibility system; Measures to improve the balance and coordination of production; carry out socialist labor competitions and rationalization suggestions; emphasize labor protection and production safety, etc. In the long-term practice, Chinese textile enterprises have gradually formed their own characteristics through inheritance and reference.

Democratization of management

The content includes: the system of employee congresses; democratic election of workshop directors, shift workers, and production team leaders; in solving major issues such as production, operation, and technology, the extensive combination of cadres, technicians and workers; "Manage attendance, accounting, quality, safety and life. The "five members" system of the production group was first established in the textile system.

Ideological and political work

Chinese textile enterprises attach great importance to the ideological and political work among employees, and provide an appropriate number of political workers in the enterprises. Regular ideological and political work includes: in-depth education of masters and factory-based education among employees; selection of advanced and exemplary figures and praise and reward; and intensive publicity and education for major reforms involving employees' interests; Concerned about the life of employees and their families. Included in the planned track

The company compiles annual, quarterly, monthly and weekly production plans to control production, quality and variety. There are three types of planning indicators for enterprises: directive indicators, guiding indicators, and analytical indicators. Prescriptive and guiding indicators are issued by the competent authority on a regular basis as the main basis for measuring the level of production, operation and management of an enterprise. Analytical indicators are formulated by the enterprise according to the needs of business management. Since the 1950s, the national directives for assessing textile companies have been: output, variety, quality, consumption, labor productivity, cost, capital, profit and other eight items. Since the 1980s, the four items have been changed to output, variety, quality, and profit, and the remaining four items have been changed to guiding indicators.

Basic technical management work

Chinese textile companies attach great importance to basic technical management work, especially equipment maintenance, operating methods and process management. These three tasks are often referred to as "three basic tasks." As early as the 1950s, the Chinese textile industry sector summarized the successful experience of advanced workers and promoted the scientific operating methods such as the Hao Jianxiu spinning method, the May 1 weaving method, and the May 3 security method. Hemp and silk textile mill operations of the main processes and types of work. In terms of equipment management, periodic preventive maintenance of various types of spinning, weaving, and dyeing equipment is implemented, as well as a complete set of strict systems from overhaul and minor repairs to daily maintenance and car loading. There are also many developments in process management, such as emphasizing the inspection of "process on board" and the "pioneer test" (small batch trial production) system.

The organization and management organization of the textile enterprise Enterprise organization form The textile enterprise can have different organizational forms according to factors such as enterprise scale, production technology, product structure, operating conditions, mechanization and automation level, workforce culture, and technical quality: Textile dyeing and finishing Factory: Wool textile and silk textile industry usually adopt this organization form. Only a few factories in the cotton textile industry use it. Textile all-round factory: The cotton textile industry mostly adopts this organization form. (3) Weaving and dyeing factories (combination of weaving and dyeing and finishing): The cotton textile industry produces bleached fabrics, colored fabrics, towels, sheets and other final products, and many factories in the silk industry often adopt this organization. Single-spinning mills: Some enterprises in the cotton and wool textile industries, especially factories that produce special yarns such as knitted towels, often adopt this form of organization. The filigree factory also belongs to this type. Single weaving factory: The cotton textile industry produces yarn-dyed fabrics and grey fabrics, and most of them adopt this organization form. Independent Dyeing and Finishing Factory: The printing and dyeing of cotton fabrics and satin usually adopt this form of organization. Knitting-apparel factory: cotton knitting, wool knitting, and chemical fiber knitting factories producing knitted underwear and outerwear, usually adopting this form of organization. This type of knitting enterprises are generally a combination of the three major processes of dyeing, knitting, and garment processing.

In addition, the cotton textile industry still has a combination of fabric production-apparel processing and specialized dyeing factories. The wool textile industry still has specialized wool top factories, wool factories, and fabric finishing factories.

Setting of basic production units

Textile companies or main factories in various countries usually have two different management methods: company-level management and factory-level management of production; or both company and factory-level accounting are operating entities. As for the interior of the textile factory, large and medium-sized textile factories usually set up workshops as basic production units, forming four levels of management: factory department-workshop-shift-production team. For small factories, there are usually only two levels of management: factory and production team.

There are two different ways of setting up the workshop: process principles. For example, large and medium-sized cotton textile mills set up workshops such as clearing, front spinning, post spinning, preparation, weaving, and finishing according to the process. Among them, it can be divided into single-process workshop and multi-process workshop; the advantage of setting up the workshop according to the process is the specialization of production and technical management; the disadvantage is that large factories set up the workshop according to this principle, which often makes the after-spinning workshop and the weaving workshop appear too large and inconvenient management. Product principles. For example, the spinning workshop is set according to the fine (high count) yarn and the medium and thick (count) yarn; the weaving workshop is set according to the type of fabric. The advantage is that the objectives before and after the process are consistent, easy to coordinate, and conducive to business; the disadvantage is that it is not conducive to the professionalization of management and technical cadres.

Functional Section

Textile companies vary greatly from country to country. For example, many textile factories in Japan adopt a functional approach: they have a spinning engineering department and a weaving engineering department to directly manage the relevant production workshops. Many textile mills in the Soviet Union and China adopted a combination of regional management system and functional system, and the regional management-oriented approach: pre-spinning, post-spinning, preparation, and weaving workshops. These two management systems have their own advantages and disadvantages: the former is more efficient in management and saves labor, but the work is often rough; the latter is conducive to the principle of unified command, and the management can be done more deeply and carefully, but the management It is relatively inefficient and employs more.

Enterprise production management refers to the planning, organization, and control of enterprise production activities. The production management of textile enterprises includes the management of production preparation process, basic production process and auxiliary production process.

Production preparation process management

The basic links are: planning of production progress and product quantity and variety; product design and process design; arrangement and scheduling of raw materials, equipment, labor, and funds. Cotton spinning and wool spinning mills must pay special attention to the scheduling and matching of cotton and wool. Dyeing and finishing plants should pay special attention to product flower design and dyeing and chemical preparation.

Basic production process management

The basic requirements are: to maintain the continuity of the production process and avoid downtime losses. This requirement is especially important for dyeing and finishing enterprises and reeling companies. Maintain coordination of production processes. The key is to solve the problem of coordination of equipment configuration and engineering capability before and after the process. The spinning capacity of textile enterprises should be slightly greater than that of rear spinning. Enterprises that produce final products, such as knitting, printing and dyeing, should leave a little margin for equipment in subsequent processes (such as printing machines). In this way, when the requirements of raw materials, products, equipment, technology, and quality change, the proportional coordination relationship of the production process can still be maintained. To maintain the balance of production, it is mainly to prepare a calendar schedule operation plan, strengthen production scheduling, and do a good job in the management of semi-finished products. In cotton spinning mills, a balanced supply of cotton slivers, slivers, slivers and rovings is required.

In addition, the normal production order of workshops, shifts, and production teams, the "on-board" and "pioneer tests" of process design, preventive maintenance and daily maintenance of machinery and equipment, the operating procedures of workers and safety production, and the implementation of labor protection regulations Implementation, workshop ventilation and temperature and humidity management, inspection of semi-products and finished products and analysis of defective products, original records and accounting work, etc., are also included in the basic process management.

Aided Production Process Management

Mainly include: production and maintenance of top rollers and aprons of spinning equipment; repair of shuttles, skin knots, heald frames, and healds of weaving equipment; preparation of jacquard fabric patterns; printing drums and cylinders Preparation and management; knitting needle repair of knitting equipment, etc.

Technical Management of Textile Enterprises

The technical management content of textile enterprises is very extensive, mainly including: trial design and management of various new and old textile products; formulation and implementation of processes; design, manufacture and management of process equipment; installation and maintenance of textile machinery in various processes; Organization of quality management and quality inspection; metrological verification; technical information; scientific research and technological innovation. Among them, the key are five items: process management, equipment management, operation management, raw material management, and air-conditioning management.

The technical management of socialist textile enterprises follows the following three main principles: implement the state's technology policy; respect science, everything has been tested; implement the mass line and strengthen centralized leadership.

Equipment management

The main machines, auxiliary machines and instruments of textile enterprises are collectively referred to as textile equipment. There are two types of equipment management: one is the material movement of the equipment, including the purchase of equipment, the acceptance of the equipment, installation, commissioning, use, maintenance, innovation, and transformation; the first is the form of capital use of equipment, including equipment. The initial investment, maintenance costs, depreciation, renewal, transformation fund collection, accumulation, expenditure, etc. But generally speaking, equipment management refers to the management of equipment material movement patterns. The maintenance system of textile equipment is usually divided into: overhaul (large flat car), which is usually carried out once every few years. Disassemble all or most of the machinery and equipment, clean it thoroughly, and perform comprehensive maintenance to restore the machine to its original performance; minor repairs (small flat cars) are usually performed once every few months. Disassemble and repair some parts of the machine and equipment, so that the main mechanism and main parts of the machine can restore their original performance. Daily maintenance (maintenance) is divided into partial maintenance, special maintenance and maintenance during shift operation. In addition, there are also car-sharing, refueling, etc. that are carried out on a periodic basis. In textile enterprises, 1/4 to 1/3 of the production personnel are generally engaged in equipment maintenance and related machine repair work, and 80% of the enterprise funds are related to equipment.

Process management

Contains four aspects: conventional process design for daily production: including raw material matching, number of process channels, process parameters, mastery range of quality of semi-finished products and finished products, etc. Strict implementation and adjustment of processes in daily production, including trial and test work, approval of process changes, inspection of process "on board", "pioneer test" system, process responsibility and process discipline, etc. The process design of new product development, including the use of new materials, changing the fabric structure, deep processing and improving processing accuracy. Process design combined with equipment reform, including shortening the number of processes of traditional textile dyeing equipment, improving process performance, and researching and experimenting on new textile dyeing processes that break through the traditional process mode.

Operations Management

Textile industry operation workers generally account for 60 to 70% of the total number of employees. Workers' operating techniques and attitudes have a great impact on output, quality and raw material consumption. The basic steps of textile enterprise operation management are: the formulation and implementation of operating procedures; the summary and improvement of operating methods; and technical training for operating workers.

Raw material management

Including raw material inspection, formulating cotton and wool programs.

Air conditioning management

Including temperature and humidity adjustment, heating and ventilation, filtering and dust removal.

Since the 1940s, with the expansion of enterprise scale and the complexity of business management, with the development of some marginal disciplines, especially technology-economics, engineering technology-engineering management and other disciplines, textile companies in various countries have applied a series of modern Management theory, methods and means.

Planning, decision making, coordination

Has been applied in practice: operations research, systems engineering, objective management, decision theory, economic forecasting, network planning, value engineering, etc.

Operations research: The causal relationship between various "problems" in production and management is transformed into a quantity function relationship, and the mathematical model is used to check the influence of various variable factors on the "work", so as to make a scientific quantitative analysis and find the best solution . The fields of textile enterprises applying operations research are: market forecasting; production planning, equipment management, transportation issues, inventory issues, cost management, sales management. For example, applying linear programming to find the optimal cotton distribution scheme can achieve good results.

System engineering and system analysis: Research on the production and operation of textile enterprises as a "system", and consider factors such as personnel, capital, materials, equipment, technology and production tasks, and market information in a coordinated manner, so as to actively seek for them. Factors restrict each other's best plans for production and operation of the entire enterprise.

Goal management: The company determines the work goals that are interlocked in a period from top to bottom, and the individual determines the goals voluntarily to mobilize the enthusiasm of each link. In this way, textile companies coordinate the power of workshops and departments, operation and maintenance, pre-processes and post-processes, technical departments and operating departments, and mobilize the enthusiasm and initiative of various workshops, shifts, and groups.

Decision theory: The method of statistical analysis and logical demonstration of "decision tree" is used to select the plan with the lowest risk and the largest benefit from a variety of business plans. It is suitable for adjusting product structure and arranging technical transformation of textile enterprises.

Economic forecasting: Use logical and statistical methods to forecast market demand for the next period based on data obtained from sampling or sample surveys.

Network planning (coordinated method): Use a straightforward network diagram to divide a construction project or an economic task into many detailed and specific tasks (stages), connect them into a network, and find out the key route (the longest Work route). Then, check the entire network diagram to review whether the schedule of each operation is reasonable and whether there is any waste. Finally, through the operations on the map, adjust the maneuvering force, deploy manpower, material resources and equipment, shorten the "critical route" with the longest operation time, and get the optimal plan. Textile companies often use this method in technical transformation, new product development, and production arrangements for small batches.

Value engineering: From the perspective of economic benefits, the factors that constitute the product's "function", such as product quality standards, product design, process design, and use of raw materials, are analyzed and considered item by item, and unnecessary parts are omitted. Strive to guarantee the necessary features at the lowest cost. This method is applicable to product design and cost management in textile enterprises.

Production and management process control

Has been applied in practice: operation planning, total quality management, comprehensive equipment engineering, product management, storage management, etc.

Operation plan: This is an effective method for controlling the production schedule that has been widely used since the invention of Taylor. The textile enterprise has many procedures, strong production continuity, and the front-to-back processes have a great influence on each other. It is particularly appropriate to use "operation plan" in production management.

Total Quality Management (TQC): organize all employees to participate in the quality management of the four stages of design trial production process, manufacturing process, auxiliary production process and sales process, and pass the plan-implement-inspect-handle (PDCA) cycle and primary and secondary analysis Charts (arrangement charts), causal analysis charts (fishbone charts), quality distribution charts (histograms), management charts, and other intuitive statistical methods have pushed the company's product quality to overall work quality step by step towards standardization. Textile companies in various countries have widely applied this modern management method.

Integrated equipment engineering: This method combines the technical management and economic management of machinery and equipment, and extends the scope of equipment management to the entire life cycle of the equipment, attracting members to participate in equipment management. It takes the entire life cycle cost of machinery and equipment as an important indicator of equipment management, and strives to optimize the life cycle cost so that the equipment creates maximum value. The textile enterprise is a multi-machine production operation, and it is meaningful to apply this management method.

Product management: By analyzing the "product life cycle", timely adjust the product series and product composition of the enterprise, arrange new product development, and formulate market management strategies. This management method has universal application value in textile enterprises.

Storage management: Study the relationship between the time and quantity of raw materials purchased, and determine the "economic batch": Under the premise of ensuring production needs, analyze the company's annual raw material inventory reserve costs (interest, insurance costs, storage costs, etc.) and previous purchase costs The mutual shortening relationship can be used to find an optimal solution. The purchase amount of each batch of raw materials determined according to this scheme can minimize the total cost and be the most economically reasonable. At the same time, the "ABC analysis method" is used to classify various raw materials, equipment, and parts according to price, quantity, and importance in production into three categories: A, B, and C. Using different order methods and storage quotas to achieve Economically reasonable.

Comprehensive and rational management

Industrial engineering studies the design, improvement, and installation of a unified "system" consisting of people, raw materials, and mechanical equipment. The characteristics of its analysis method are as follows: the research object is decomposed into the most basic units, and each unit is scientifically analyzed to achieve overall improvement. When analyzing a problem, it is repeatedly judged with six questions. These six questions are why, what to do, where to do it, when to do it, who to do it and how to do it. Industrial engineering management methods are mainly used in textile enterprises to study and improve production procedures, labor organization, factory layout, operating conditions, worker operating methods, job arrangements, and salary reward systems.

Applications of Behavioral Science

Behavioral science studies the relationship between people in enterprises, the coordination of work, the psychological atmosphere in the production environment from the perspective of sociology and psychology, and studies the most appropriate and effective ways to motivate employees physically and emotionally; Involve employees in the management of the enterprise, and through the redesign of the work content, adjust the labor organization to solve the problem of tedious labor. Behavioral science has been applied in foreign textile enterprises. It is possible for socialist textile companies to critically assimilate the reasonable elements.

Application of computer

The application of electronic computers in the management of textile enterprises has generally gone through three stages: The use of electronic computers to handle the purely business tasks of various business departments, such as the calculation of finance, accounting, statistics, personnel and wages. The purpose is to reduce staff, reduce management costs, and improve work efficiency. It plays a supporting role in the prediction and decision-making of textile enterprises. Form a management information system with multiple management functions, and then develop into an information network system. Some textile companies in China have established electronic computer monitoring systems in some workshops, such as cloth machine operating condition monitoring, roving spun yarn breakage monitoring, draw card monitoring, sizing machine monitoring, etc., to provide accurate and timely output, Original data such as stop, warp, weft, frequency, time, etc. At the same time, it also has the function of system automatic diagnosis. Some textile companies have applied electronic computers to cost management, storage management, plan management, equipment management, silk pattern production, production control and cotton distribution, and the use of electronic computers to reasonably solve the problem of workers' burdens on vehicles and determine the most economical Speed issues, package size issues. The methods of system analysis, economic-technical mathematical models, and linear programming used in textile enterprise management also rely on electronic computers for calculations.