Reasonable planning, scientific layout, program formulation, positioning and development trend of apparel production brands.
Achieve good professional quality, improve management, and form a corporate culture of unity, collaboration, cleanliness and efficiency.
Apply 3P's team work methods to plan, design, manage, improve and innovate through the theory of technology, management science for people, machines, materials, law, and rings.
Reasonable planning, scientific layout, program formulation, positioning and development trend of apparel production brands.
Establish a lean production demonstration line, continuously optimize the system flow through post-pull management and improvement methods, and promote production management controllable.
Balance the production line by training the operators and completing the process. Continuously improve the efficiency of work methods and people.
Import CIP process reengineering system, process aggregation of operations between departments, enhance product operation response speed, shorten operation cycle, reduce inventory, and establish a rapid response mechanism.
According to the process structure of the product, the production operation process is designed, the skill level of the employees is used to arrange and distribute the process, development use of automation equipment and gadgets are strengthened.
Establish and improve the measurement system, quantitatively manage all operational links of the enterprise, establish a corporate profit mechanism based on the company's operational results, and achieve target management and performance promotion.
Standardize the quality improvement process and integrate the internal quality structure into an effective system and method. Create a standardized operation system, standardize employee operation standards through standard working hours GST and 3P technical team operation planning, and establish the basis of enterprise inheritance.
Engaged in garment manufacturing and production for 20 years, he has served as a first-line management and production executive in the factory, and is familiar with modern garment production processes and management concepts. Specializes in lean production implementation planning and on-site improvement in the apparel field.
Successful cases：Apple Group, Xinaoxiang Group, Luen Thai Group, Shanghai Jiashi Group, Guangzhou Yubang, Duoyi, Jinxing Garment, Mansa Katie Costume, Anta, Hongxing Erke, Guiren Bird, 361°, etc. Prison system: Jiangxi Wenzhen Prison, Dongguan Dalingshan Prison, Jiangxi Qianxi Prison, Hebei Shixin Prison, Shenzhou Prison, Tangshan Prison, etc.
15 years of experience in apparel industry, engaged in lean production management and consulting for 10 years. Has a wealth of lean production coaching training and practical experience. He is good at clothing industry, overall operation process, cost operation, ISO inheritance system, production mode improvement and efficiency improvement plan.
Successful cases：Qibohui, Nanjing Sumeda Creative Clothing, Wuxi Shenlong Garment, Hebei Shijiazhuang Women's Supervision Zone, Liaoning Women's Supervision Zone and other enterprises.
In 1996, he entered Guangzhou Lianya Group and held positions such as parking spaces, foreman, team leader and TPE. Good at lean production improvement.
Successful cases：Thousands of fine women's wear, women's wear, Guangzhou Huadu, Shanghai Yingteng, Dongguan Global Group Tianmao, Hebei Xinyida, Jiangsu Dingshan Prison.
25 years of experience in apparel industry, lean production coaching training and experienced instructors in field practice. Proficient in factory layout, continuous improvement of assembly line IE, and implementation of 6S management.
Successful cases：Wanjie Garment, Jinda Garment, Vietnam Giant Bamboo Textile Ding Industrial, Apple China Co., Ltd., Shanghai Changyuan, Suzhou for China, Lishan Prison, Xiaolongtan Prison, Zhangzhou Prison, Hubei Kinergy, Anhui Kaile, Pakistan magegarments (pnt), Pakistan AZGARD-9, Pakistan AZAPPAREL, Bangladesh Talisman, etc.
20 years of focus on apparel production, specializing in smart plant design and construction management and strategic planning, apparel lean production management training, JIT on-site coaching, 3P pre-production preparation SOP specification, CIP process reengineering system.
Successful cases：Shenzhen Jihoufeng, Yichun Group, Shandong Lutai, Jiangsu Sumeda, Kuaiyu Costume, Liaoning Pengyi Costume (Yingkou Prison), Harbin Prison, etc.
In 2003, he entered the apparel industry and has served as an IE engineer, IE director, factory director, and lean production project manager. He is good at factory layout, assembly line promotion, 6S implementation, process development, and performance appraisal.
Successful cases：Changshu Xuezhongfei, Sihong Kangbo, Bosideng men's clothing; Changshu Yugui clothing, Zhangzhou prison.
Whole plant planning and layout, lean production/one piece flow, performance improvement, lean production, and overall product productivity optimization.
Successful cases：Dozens of large and medium-sized manufacturing companies such as Panasonic Group, Hualida Group, Mila Bear Group, Jiangnan Garment, Yunhai Industry, Xiaolongtan Prison, Dezhou Prison, Chengdu Women's Prison, Chongzhou Prison, Meizhou Prison, and Netling Prison.
26 years of experience in the clothing industry, familiar with the production process of clothing production. JIT lean production management experts, internal lean production team construction, SOP standard operation process development, production site improvement, etc.
Successful cases：Linyi Prison, Zibo Prison, Harbin Prison, Luquan Prison, Tai'an Prison, Shenzhen Meichun Clothing, Yichun Group, Shenzhen Zhengfa Garment, Shenzhen Runze Fashion, etc.