The training and construction of talent echelon of Jasan Group is three-dimensional and multi-dimensional. Not only will we focus on the training and selection of business and technical experts and potential management cadres from our existing staff, but also through a wide range of school recruitment targeted training for the needs of the group. At the same time, we will also introduce a group of managers with strong professional background and industry experience. As a group of people who have been working for many years and have abundant industry skills and experience, how to discard the inherent professional management experience, how to fade the imprint of the original enterprise subculture and gradually integrate into the Jasan team and play a role in the appropriate positions?
As for Genesen, they are still "new". We focus on their work and thinking, focusing on their way of thinking to identify, analyze and solve problems, for your curiosity.
First week of November 23, 2019
Learning content
（一）Learn and understand the organizational structure, post distribution and personnel allocation
（二）Production process and quality control
1．Take part in order review -- arrange the first commissioning test -- confirm the process and prepare the single notification plan of weaving process and the production scheduling information -- Follow the planning instruction to re-deploy the machine and schedule the production of one cylinder process confirmation -- mass production scheduling
2．For the first time, 3 to 5 pieces of machine should be transferred back to bulk goods. After process confirmation, production should be scheduled again. The process control is as follows:
1）Every day for the new machine loading, yarn changing batch and the machine products that have been adjusted the process shall be dyed with the cylinder, and the process of semi-finished products shall be measured;
2）Take one piece of product of each machine and dye it black every day to check the fabric defects;
3）Every day on the new machine to roll out the machine product size and drying;
4）The quality Section chief reviews and formulates the drying size, communicates and negotiates with the programmer and the bulk specialist to solve the abnormal situation;
5）The quality assurance department inspects the machine continuously in three shifts; The team leader of daily shift inspection collected feedback workshop of problem points and used the form "Machine Abnormal Feedback Sheet"; Follow up with the team leader to improve the result continuously;
6）The chief engineer calls a meeting of the mechanics and technicians of the night shift every morning, summarizes the remaining intractable problems and follows up with the technicians of the day shift. The form used is the Feedback Problem Tracking Form.
（三）Share highlights:
1.Blank repair assistant position, to pick out and semi-check feedback of weaving site leakage and other repairable problems by special personnel to repair, to ensure the product beauty, reduce waste.
2.The constant temperature of raw materials room is standardized, and all raw materials shall be kept constant for more than 24 hours to reduce the risk of abnormal cloth horizontal strips and dimensions.
3.Almost all the products of the order are pre-shrunk to ensure the elasticity and flatness of the fabric and dimensional stability.
Suggestions for improvement at work or personal improvement sections
（一）Personal advice:
1．Phenomenon: The small raw materials that are frequently replaced in the empty pipe frame by the railman are found at the scene, causing artificial waste.
Suggestion: Strengthen the awareness of staff cost control, it is indeed a small raw material with problems, the defect sample is confirmed by the operation monitor, stored separately, sorted out and returned to the manufacturer and required to replenish the material.
2.Phenomenon: The red, yellow and blue lines used by class A, B and C are distinguished. The products (such as boxers, high-waist corsets, etc.) that cannot be woven into class lines in programming have quality problems and can not find the responsible person of the relevant class group.
Suggestion: Use sewing thread to distinguish the stitch position.
3．Phenomenon: The loss inside the workshop is not clear, the secondary waste is not classified and the total weight is weighed according to the production line.
Suggestion: Classify the scale to calculate the daily loss of each order series, easy to follow up, verify the order of material demand and production situation
（二）Personal Improvement - Process and technology:
Existing mode: The adjusting unit shall conduct the first adjustment according to the weaving instruction issued by the research and development. After the process test, the Quality Technology Department shall formulate the unloading size and drying size of the white billet to produce mass goods, and continuously follow up to ensure the stability of the size. The key decision-making party with abnormal conditions shall be led by the Quality Department, assisted by programmers and the R&D bulk specialist.
Previous model (work experience) : All production processes are directly provided by the R & D department, and any abnormal conditions found in the process of follow-up testing and verification are also solved through consultation with relevant R & D teachers. The decision-making party is in the R & D teachers. The key difference is that the production process is mainly based on gram weight, and there is no reference of white blank size and drying size.
Therefore, it is necessary to strengthen the learning of white blank process calculation and improve the business ability to deal with anomalies.
