Sophomore students' practical activities in textile mills.

This summer, I came to Nantong China Resources (Sheng Da) Textile Co., Ltd. for a two-week summer internship. This practice is my last holiday social practice as a college student, so I also attach great importance to it. Through the two-week internship in the office of the company's administrative department, I learned some basic work and processes of the company's administrative management. The director and secretary of the office also gave me a lot of help. During the internship, China Resources Textile Headquarters came to the company to conduct research activities on Nantong China Resources (Sheng Da) after the restructuring. I was lucky enough to attend this meeting, and with the help of Secretary Chen of the company's administrative department office, I collected some information about this investigation.

I. Company Profile

Nantong China Resources (Sheng Da) Textile Co., Ltd. is a wholly foreign-owned enterprise established by acquiring the effective production and operation assets of Nantong Cotton Textile No.3 Factory. Approved for registration and operation on April 2, 2003.

The former Nantong No.3 Cotton Textile Factory is an old factory with a history of nearly a hundred years. It is located in the town of No.3 Factory, which is the focus of restructuring. In order to promote the reform of state-owned enterprises, since 2002, under the leadership of Nantong Municipal People's Government, under the direct leadership of the Municipal Economic Restructuring Office, the Municipal Economic Commission, the Municipal Textile Holding Group and other relevant departments, after repeated fund calculations, a restructuring plan has been drawn up, which has been passed by the workers' congress and the asset restructuring has been successful.

After the reform, China Resources (Sheng Da) implemented strategic decision-making and management, changed its internal mechanism and improved its management efficiency. Taking the reform of personnel system as a breakthrough, managers should be promoted and lowered, compete for posts, have clear responsibilities and quantify the assessment; Streamline the organization and establish four production factories, seven working departments and two workshops; All employees will compete for posts and establish new labor relations. At the same time, reform the distribution system, set posts and personnel according to the principle of high efficiency, scientifically measure labor contribution, implement the system of linking quality cost with employees' income and veto distribution, actively explore flexible and diverse incentive mechanisms and the principle of distribution of production factors, and mobilize the enthusiasm of those who cause it for a long time. After the reorganization, China Resources (Sheng Da) is increasingly showing great vitality. The company's internal and external production and operation environment is constantly optimized, the auxiliary body is separated, the redundant staff is reduced, the capital operation system is smooth, the personnel are streamlined and efficient, and the production order is normal. It has turned losses into profits and initially turned into a virtuous circle.

At present, the company covers a total area of 2 10680. 1 square meter, employs more than 2,800 people, and has spinning workshops I, spinning II, weaving I and weaving II, with 86,000 spindles, thread spindles14,000 spindles, rotor spindles 2,960 spindles and looms 95/2000 spindles. The company mainly produces and sells pure and blended fabrics, yarns and grey fabrics such as cotton, polyester and viscose. In particular, viscose yarn series, spandex core-spun yarn series and CVC blended yarn series have excellent quality and have formed market brands. At the same time, the company has accumulated mature experience in the textile production of different chemical fibers and new fibers, and can produce many new products, such as strong twist yarn, slub yarn, elastic core-spun yarn, cationic three-in-one blended yarn, anti-pilling yarn and so on, with strong production capacity of difficult varieties and new varieties. The company has always put quality first, established a strict quality management system, and passed the ISO900 1 quality system certification. In 2004, the company strengthened the "connotation" construction and attacked the "rigorous and meticulous" management, which made the company's management enter a virtuous circle track and was rated as "Top Ten" foreign-invested enterprises by Haimen City.

Second, the problems faced

(1), 1. At present, the whole textile industry chain is relatively complete, with fierce competition, low prices and declining profits. The export situation of the company's products is sluggish, mainly because the yarns and fabrics produced are primary products, so it is very difficult to export. Moreover, after deep processing, the profits of enterprises are very low, so the enthusiasm is not very high. Domestic products are not prosperous in the peak season and very weak in the off-season. At present, the debt ratio of the company is 90%. 3. Low return on assets.

(2) In China's original textile industry system, cotton textile enterprises account for the largest proportion, and civilian textiles occupy the dominant position. There are relatively few industrial textiles, the manufacturing level of textile equipment is very backward, and the structure of textile enterprises is very unreasonable. In order to improve the competitiveness, the state mainly invested in some state-owned holding enterprises, and vigorously developed construction projects such as chemical fiber and high-grade fabric textiles, which effectively promoted the optimization of China's textile industry structure. At the same time, the government used the national debt discount to support enterprises to introduce advanced textile equipment, which improved the grade of textile equipment. After years of development, textile industry has become one of the industries with the highest degree of marketization in China. Private and foreign capital are the main capital structure of most textile enterprises, and the management and production methods of enterprises are also carried out in full accordance with market rules. Therefore, with the adjustment of the economic structure of the whole country and the adjustment of the national fiscal and monetary policies, cotton textile enterprises are no longer encouraged by the state, and preferential policies are reduced, thus affecting the enthusiasm of investing in the textile industry, while some emerging textile enterprises invest more in order to obtain tax incentives and reduce the labor burden.

(3) Textile enterprises are labor-intensive industries, and the labor cost is relatively high, accounting for more than 65,438+00% of the cost, and there is an increasing trend. Labor productivity is lower than the international advanced level. The main gap: 1, the development ability of high-grade fabrics is low; 2. There are fewer high value-added products. 80% of the whole industrial chain is in the post-processing of clothing, with little profit in the early stage and more social responsibilities.

(4) In June, 2005, 5438+1 October1global textile quota has been cancelled, and the "free trade era" with high hopes from the industry has arrived. With the cancellation of quota and the relative stability of domestic cotton price, the export potential of domestic textiles will continue to be released, and the production and marketing situation of textile market will improve in 2005, but there is still a long way to go. The main factors are:

1, the cost of raw materials is still high.

2. The imbalance between supply and demand will still restrict market development.

3. The rise of trade protectionism and the influence of macro policies. At the same time, anti-dumping and green barriers will follow, which will have a certain impact on textile production.

(5), 1, strengthen the macro-control ability of cotton, and prevent the cotton market from ups and downs, causing damage to enterprises.

2, focus on solving the labor problem, and give preferential policies to enterprises.

3. Improve the construction of industrial chain.

4. Establish industry consulting and R&D institutions to improve product quality.

Three. Work priorities and requirements

During my study, I participated in the mobilization meeting of "Finding the Gap, Orderly and Strict Management" held by the research group at the headquarters of China Resources Company.1more than 60 managers and company-level employee representatives attended the meeting. At the meeting, the deputy heads of each research group made a report on the problems found in the investigation process, and put forward the rectification plan and work focus.

(1) Work center: 1. Establish quality information feedback and analysis tracking system.

2. Starting from the product quality, promote all work, especially the improvement of work quality.

3, strengthen equipment management, strengthen the assessment, improve the level of equipment maintenance.

4, in response to the call of the state, to carry out the "advocate saving and oppose waste" activities.

5. Rectify labor discipline and maintain normal production order.

6, determined to strengthen the implementation and implementation of the system.

(2) Requirements:

There are dozens of processes and more than 300 jobs in the textile mill. In order to produce high-quality yarn, cloth and thread, it is necessary to check and inspect layer by layer. Everyone and every process may produce defective products, and the quality awareness of employees is very important. Therefore, employees of the company must update their concepts, establish a strong sense of quality, and strive to improve product quality on the basis of improving management level:

1. Establish the concept that "quality is the life of an enterprise".

Whether an enterprise has the ability to stand in the fierce market competition, an important prerequisite must be to have a fist product with high quality and low price that meets the market demand. Without this premise, enterprises will be short-lived Improve quality and increase efficiency; Quality declines, enterprises lose money, and employees' income also declines. It is enough to show that quality is the life of an enterprise. Every employee should consciously bear in mind that quality is the life of the enterprise, based on every post and implemented in every working procedure.

2. Establish the concept of paying equal attention to quality and cost.

As mentioned above, whether an enterprise has the ability to gain a foothold in the fierce market competition is an important prerequisite, and it must be of high quality and low price to meet the market demand. The high quality and low price mentioned here refers to both high quality and low price, which shows the relationship between equal emphasis on quality and cost and mutual checks and balances.

3. Establish the concept of quality management.

First of all, we must make it clear that "there are no backward workers, only backward management". China Resources (Sheng Da) was born in a century-old factory, and the fine traditions of the working class have been passed down from generation to generation: taking care of the overall situation, obeying the rules and discipline, being diligent and brave, and being brave in dedication. As long as management is in place, any miracle can happen. Secondly, we must admit the reality that "management is not in place and quality can't go up", which is an indisputable fact that we must actively face. Only by acknowledging this fact can we strengthen the initiative of management. The third is to dare to operate and manage. The so-called "management" means to dare to manage, and the so-called "reason" means to do it in order. Talking about human feelings is not ignoring, covering up problems, or accommodating. There is nothing worth rewarding. Punishment should turn strict management into employees' conscious action and employees' normative consciousness. The premise of daring to manage is that our managers are selfless and set an example; The premise of management is to learn communication skills and working methods. That is to understand employees' thoughts and needs, do a good job in employees' ideological work, understand various system provisions and assessment methods, and implement the economic responsibility system. Through the careful management of managers, the quality of work has improved, and the quality of products will naturally improve.

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