Mani Fen: Success is not accidental informationization and synchronization

The tide is constantly changing. As a underwear manufacturer that leads the fashion trend of underwear, the clothing produced by Mani-Fen is doomed to be varied in style and color, and the design cycle is short. However, this may bring a lot of difficulties to management: Because there are too many product types, production plans will change constantly, inventory management will also be very complicated; the change of the material needs of the products will also need to change accordingly, and if the purchased materials are not accurate enough, Wealthy materials are likely to become idle because they are out of date, thus occupying funds... How does Manifen, who is developing rapidly, solve these problems?

10 years of brilliant informatization with growth

Chaonan District, Shantou, Guangdong is a well-known underwear city, not a very wide street. Lin Li's underwear manufacturing company can be seen everywhere. Today, Manifin Group, a well-known lingerie production company that is known for its reputation, was founded here in 1996. After 10 years of rapid, continuous and stable development, Manifin Group has become an international enterprise group specializing in the development, design, promotion, process research, production and processing, and marketing of women's underwear. The marketing system has spread all over the country. It has three major Chinese underwear brands – Ives, Manifin and Lan Zhuoli, who have consistently ranked first in sales in China for three consecutive years. It achieved annual sales of nearly 500 million yuan and annual export volume of 6 million pieces.

Mani-Fen's rapid development, and in Chaonan District, this underwear city with many underwear manufacturers to come to the fore is no accident. If we analyze this enterprise carefully, we will find that in its unique place, surrounded by international brand underwear, Mani-Fen is well aware of its position. Since 1999, Maniever has launched 30 series of products including Longfeng each year, more than 100 models, making the nationality and internationalization counterparts. At the same time, Mani Fen is deeply aware of the need to achieve a further expansion of the company and narrow the gap with the internationally renowned underwear brands. In addition to continuous innovation in product research and development, it is also necessary to rapidly improve the internal management of enterprises to achieve management upgrades in order to face the increasingly fierce market competition at home and abroad.

Therefore, in order to achieve the upgrade of management, Manifen has made informatization construction as a very important task. In 1998, Manifin started to apply a stand-alone financial accounting system to achieve financial information management. From 2000 to 2003, it extended its application to marketing, inventory, and inventory management systems to achieve departmental information management. In 2006, Manifen, who entered a steady development, began to fully launch the UFIDA ERP-U8 apparel industry solution. The scope of application involved raw material procurement, development progress, unloading, loading and unloading, production management, workshop operations, and finished product installation. Box enters all business segments of the sales channel. Based on the mature information technology foundation and the joint efforts of all the staff, Mani-Fen has realized the success of ERP in just two months and created a miracle in the history of Chinese ERP.

MRP operation minimizes sluggish inventory

As a clothing company, leading the fashion trend of underwear is one of the key factors for the success of Manifen. The so-called fashion is the trend of changing trends, the popular cycle is very short, only the fastest time to market to seize the best market entry point.

In order to seize the best market entry point, Mani Fen uses the practice of purchasing while developing. Because the procurement cycle of the main materials is relatively long, after the concept of product is released in each quarter, after Manifen has confirmed the initial board design, it is determined that the main materials will be purchased at the same time. Otherwise, it will take two or three months before the product is designed to be perfect. It has already missed the best time.

However, the material requirements may change during the design process. Under conditions of large-scale production, even small changes in the material may cause the material to be oversized or lacking. In the past management mode, it was difficult for such information to be fed back to other departments to respond accordingly, resulting in excess material being outdated quickly and causing a backlog of inventory; or the lack of materials led to inability to deliver on time and reduce customer satisfaction. As the clothing industry trends change too quickly, Mani Fen more than six months of inventory has been considered sluggish inventory, the handling of sluggish inventory for the Department of Material Control the most troublesome thing.

Now through the MRP calculation in ERP, if material requirements have undergone major changes, the material control department can work with other related departments in a timely manner to take measures to minimize losses. For example, if material surplus is found, the material control department can first check whether the purchase department can cancel the purchase order; if the order cannot be revoked, the business department can consider whether it can increase the sales order to consume excess material; if the material is still depleted If not, record it and deal with the same material requirements later.

Collaborative management responds quickly to the market

As the person in charge of Manifen’s management informatization construction, Wu Chunhui believes that the greatest value brought by the UFIDA U8 application is the establishment of a platform for information and information sharing in all aspects of production management, so that Manifin can quickly respond to the market. At the same time to ensure their own interests, to maximize the satisfaction of customer needs.

In the past, when the salesperson and the customer negotiated, it was difficult to determine whether the offer was reasonable. When he receives a production order, whether the production capacity of the workshop can be satisfied and whether the product can be delivered at the specified time is the most troublesome issue. When he returned the issue to the Department of Material Control, the Department of Material Control also responded quickly and accurately because he could not fully consider the material situation. When the customer needs to understand the production progress of the order, it is difficult for the metering department to provide the production progress of the order and the qualified product at any time.

Nowadays, through the UF U8 application, after receiving a sales order, the sales department can make all related departments move through the system and respond to this order with the fastest speed. When the business department enters a sales order, the technical department's nuclear material group enters the product bill of materials according to the order, and the business department makes a simulated quote accordingly to calculate the cost and profit. At the same time, the Ministry of Controls will also use the calculation of the rough production plan to measure whether the production capacity is allowed to take orders and calculate the production cycle and delivery date of the order through the inventory forecast. If the company's own production capacity or delivery date can not meet the needs of customers, the business department will also conduct outsourcing production management.

It is consistent with the opinion that the customer has reached the price and delivery date. After the business department has reviewed the sales order, the material control department uses the MRP calculation to decompose the detailed type, quantity, arrival period, and production date of the material to be purchased.

Job ticket management get a lot of clues

Like Mani-Fen, an apparel manufacturing company has two outstanding management issues in its production process, like all apparel manufacturing companies:

First, it is difficult to follow the order. Manifin's production processes are mainly divided into four major processes: cutting, sewing, quality inspection, and packaging. As mentioned earlier, Manifen has new production orders almost every day. In this way, there are many processes, fast turnover, and large quantities, which makes it difficult for them to understand the production schedule and produce production statistics in a timely manner.

Second, the wages of workers are difficult to calculate. As a labor-intensive company, Manifin’s production process is a challenge.

In the face of these problems, Manifin easily managed through the secondary development of ticket management in the system. This is also something that Wu Chunhui is very satisfied with.

In Manifin's production project, the transfer of work tickets from cutting to sewing, to FQC (quality inspection), to packaging, and finally to the warehouse, has passed through all aspects of production. Through the collection of records on the bar code, Mani-Fen can inquire about the in-process, completion, and qualification of each product. On the surface, it seems that only the flow of workers' tickets is in the workshop. In fact, this solves many problems Manifin has in the production process:

First of all, we can understand the progress of production through the transfer of work tickets. Through the transfer of work tickets, the production department can also know in real time which link each product in the end, each link is completed on time. If a department’s work ticket is not submitted in time or only submitted to a part of it, it will be able to promptly find out where the delay in production is, and find a solution.

Secondly, analysis of the data provided by the work ticket can help Mani Fen to conduct rational assignments and adjust the rationality of the wages. For example, if a ticket scans out a certain shop floor process; the wages of a certain section are always extremely low or extremely high, the production department begins to consider adjusting the wages, making the working price more reasonable.

Third, the labor costs of each product can be immediately counted. Manifin only needs to calculate the man-hours of a product's ticket in all aspects, and can easily get the labor cost of the product.

In addition, the work ticket slip also avoids the false reporting of the work price. In many garment factories, due to the lack of systematic management, workers falsely report their wages from time to time. For example, it is clear that 1,000 jobs have been completed, and 1,500 may have been reported when labor is reported. But there are so many workers. This kind of false reporting is hard to find. The wages collected by Manifin through the work ticket system are artificially uncontrollable and modifiable, completely avoiding the possibility of false reports.

Feelings of Manifing's successful informationization

In summary, the success of Manifen’s information construction is self-evident. Just as Manifin’s success is not accidental, the success of Manifin’s informatization is inevitable. After visiting Manifin's various business departments, the author found that each manager of Mani-Fen is an informatization expert, and their informatization needs for their own business are very clear. As the person in charge of Mani-Fen’s management informatization, Wu Chunhui is also a management expert who knows each business very well. It is this mutual penetration of business and information that has made Manifen informatization successful.