quality audit service

Sunchine Inspection, a professional one-stop international inspection provider, focus on providing more flexible and humanized inspection serviceto clients from all over the world.

Sunchine Inspection, Thinking for you and doing for you!

China Office

Room 2203, 22/F, Building 03, Zhongtai

International Plaza, 311, Middle Jiangdong

Road, 210019 - Nanjing - R.P.China

Tel: 0086-25-6809 3658

Fax: 0086-25- 8609 3678

E-mail: francois.shi@sunchineconsulting.com

Contact: Mr. Francois SHI

Managing Director in China Office

Mob: 0086-18951633559

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BY RENAUD ANJORAN

When a factory gets sold, the new owner generally brings a new general manager (GM) in.

And what does the GM do? He evaluates the top managers and seeks to replace the under-performers. This is expected in a typical factory turnaround.

He typically finds the replacements among his former team — at his former employer. It allows for quick hires of proven managers and engineers.

However, as Kim Pen from Chinese Manufacturing Consultants tells me, it can backfire violently.

Why?

First, the new GM, and the people he brings in, can get in conflict with the old team. That’s a disaster. And it often happens in China, where the staff is often tied to their managers more than they are to the company.

That risk is even stronger in a small factory of 200 or 300 workers because relationships are more personal than in large structures.

Second, bringing in a new manager kills the harmony that was established among the managers. The whole team gets less stable, and needs to find a new way of working together.

What the GM should do

A new general manager who needs to turn a factory around should follow these steps:

• Try to maintain the harmony in the current managerial team. Do not make big changes immediately.
• Focus on coaching the current managers in the right way, and on instilling a sense of discipline. Some managers that have mediocre performance right now might thrive under better management!
• Avoid rivalries or conflicts between departments. For example, make the factory’s performance (actual vs. target, day by day) obvious to all employees, and set up a common bonus plan. If properly introduced, it pushes all departments to work hand in hand.
• In 3 or 4 months, the current managers will better understand what is expected of them. It will be easy to see which ones can adapt, and which ones should be fired (and there will be no surprise when a firing takes place).

How to drive improvement projects

The tendency is often to hire some support staff — maybe a project manager — to drive continuous improvement.

But using the current managers and supervisors can be much more effective:

• The GM should set priorities for each of them: they should have a few improvement projects under way, in addition to dealing with their day-to-day jobs.
• Every day, the GM can walk around, observe problems, and explain his view to the supervisors & managers of that area.
• Every week, he can have a short review of the progress of the projects. A lot of pressure might be necessary!
• As effective action plans get implemented, managers and supervisors will have less fires to put out… and more time to devote to improvement projects!

Now, what if the GM doesn’t have the capability or the time to drive these projects? Good manufacturing consultants can help. It would generally take this form:

• A senior consultant helps set the priorities;
• More junior consultants come in — maybe once a week — to make status updates and to provide engineering support.

Again, the consultants don’t replace the managers and supervisors. They set priorities for them, they give “homework to do”, and they come back to check what was done.

Unfortunately, a project manager seldom has the experience to set good priorities, and even more seldom has the authority to push managers hard when they are not delivering.

—

If some readers have related experiences, it would be great to read about them!

Article Source: qualityinspection

quality certificate services

Sunchine Inspection, a professional one-stop international inspection provider, focus on providing more flexible and humanized inspection serviceto clients from all over the world.

Sunchine Inspection, Thinking for you and doing for you!

China Office

Room 2203, 22/F, Building 03, Zhongtai

International Plaza, 311, Middle Jiangdong

Road, 210019 - Nanjing - R.P.China

Tel: 0086-25-6809 3658

Fax: 0086-25- 8609 3678

E-mail: francois.shi@sunchineconsulting.com

Contact: Mr. Francois SHI

Managing Director in China Office

Mob: 0086-18951633559

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BY RENAUD ANJORAN

A few months ago, I wrote a list of testing labs that has proven helpful to many importers.

Today I want to give a bit of perspective on the different categories of laboratories. Let’s start with the ones you have probably heard of.

1. The big third-party laboratories

Who hasn’t heard of Bureau Veritas, SGS, Intertek, or TUV Rheinland?

Their consumer testing divisions tend to focus on big retailers and on the importers that sell to these retail chains.

They are the best option in these cases:

• New regulations just came out, and you need to talk to an expert and put a program in place.
• You need to certify products that might cause safety hazards. If someone dies because of your product, you want to be able to show a very famous lab’s logo on a report.

They tend to be focused on their big accounts, and not to be well organized to deal with small clients. Often it is hard to find a human being to talk to, let alone get responses to specific questions!

2. Midsize international labs

Midsize testing labs are often better suited to the needs of SMEs.

They usually have the latest equipment, and most of their technical staff comes from the bigger labs. But their product range is more limited.

Here is what Stefan Droste, from Hohenstein Laboratories, wrote to me:

I like to say, that in a small lab I know ALL the time where which sample is and therefore I am able to push a sample, remember if there was something unusual and so on. If you are a small account in one of the big ones your success rate to achieve that will be zero. All in all, the customer service is more direct if you contact a small company, compared to the big labs. In addition I like the high identification of the staff to the lab, they will simply go the extra mile for you, even if you are a small customer. They will call you if something is odd on the sample plan and so on. This extra level of service will be not as cheap (economy of scale…) though.

3. Local laboratories

In China there are many fully accredited Chinese-owned (sometimes government-owned) laboratories.

Their main advantage is their very low price, even though they might have all the latest equipment.

The downside is their low service level (in terms of providing advice), and sometimes their lack of reliability. I heard several horror stories where the lab would not really do the test, or might not respect the required preparation before the test.

4. Informal labs in client offices

Many importers, when they have a quality office and have reached a certain size, start to buy simple equipment and do the most frequent tests by themselves.

For example: an importer of textile products would purchase a washing machine and a drier, the device to cut & weigh fabrics, and so on.

The turnaround time is much shorter, since they often don’t respect the time for preparing samples as per the relevant standard. And costs are typically lower.

Hopefully, someone in their organization is more or less aware of their lack of accuracy. That’s fine if all they want is avoiding big problems. When a result is in the “grey area”, they should send samples to a third-party lab to get a more precise evaluation.

5. Internal labs of big factories

Most large manufacturers have their own internal laboratory — I have been impressed by the professionalism of a few that I have visited. Many midsize factories also have a lab.

In the best case,you (or an inspector you appoint) go to the factory and get access to such an internal lab, with assistance from one of their technicians. You get to run most of the applicable tests for free, if you have enough time!

Pay attention to the calibration of the testing equipment, though. It would be easy for a supplier to make its products perform better than they should in such a setting…

—

What do you think? Any experiences to share?

Article Source: qualityinspection

quality certification

Sunchine Inspection, a professional one-stop international inspection provider, focus on providing more flexible and humanized inspection serviceto clients from all over the world.

Sunchine Inspection, Thinking for you and doing for you!

China Office

Room 2203, 22/F, Building 03, Zhongtai

International Plaza, 311, Middle Jiangdong

Road, 210019 - Nanjing - R.P.China

Tel: 0086-25-6809 3658

Fax: 0086-25- 8609 3678

E-mail: francois.shi@sunchineconsulting.com

Contact: Mr. Francois SHI

Managing Director in China Office

Mob: 0086-18951633559

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BY RENAUD ANJORAN

Sometimes I visit a buying office with a dozen people, and most of them have “manager” somewhere in their title.

The heads of functions (purchasing, QC, accounting…) are “managers”, even though their teams are quite small. Then there are “project managers”, and a “general manager”.

The truth is, one manager is enough in that case.

The importance of the title in China and in Hong Kong

When I started working in Hong Kong, I noticed that any salesperson was an “executive”, and that many people had “general manager” somewhere near the end of their title.

My assistant at the time told me “this is Hong Kong… titles don’t mean anything”.

Actually they do mean quite a lot to those employees. A grand title looks nice on a resume, so it helps attract lots of candidates for a job opening. (Similarly, it means you are attracting those already thinking of their next job — not necessarily the right crowd).

Pompous titles also give face. And that’s another danger right here… These so-called managers think their job is simply to do emails, attend meetings, and tell their staff what to do. A manager doesn’t do any work by himself, or so they think.

What is a good manager supposed to do?

A good manager achieves more with fewer resources. Doing email, running meetings, and having tea with the boss is not, in itself, real work.

A good manager focuses on these tasks:

• Standardize the work, to free up some of his employees’ time;
• Stabilize internal processes;
• Make management more visual, for better communication and coordination;
• Train the staff, coach the staff, lead by example, maintain discipline;
• Spend time where work is performed (not always in an air-conditioned office), observe processes, notice problems;
• Get to the root cause of problems, and solve them once and for all.

(If you need more details on how to implement these objectives, get yourself a copy of Lean Office and Service Simplified.)

And let’s not forget, a real manager is ready to take a lot of pressure from his boss when something goes wrong. It is part of the job.

How to reward good employees?

Unfortunately, good individual contributors don’t necessarily make for good managers. A good purchaser might not be a good purchasing manager. The job content is not the same (I described the manager’s job content above).

So, how to recognize the achievements of a good individual contributor? Offer her a career path where she remains an individual contributor, but makes more money and gets more respect.

For example, Google has “distinguished engineers”, “Google fellows”, and so on. These titles mean a lot inside the company.

Rand Fishkin proposes two separate tracks for good employees (in the context of a high-tech company):

Naturally, salaries need to progress as well. Giving a rise or a promotion (alternatively?) at least once a year is good practice in China.

Do you agree with this? Do you think it is applicable here?

–

PS: if you want Inspection Servic. Just click here. Thanks!

Article Source: qualityinspection

quality check

Sunchine Inspection, a professional one-stop international inspection provider, focus on providing more flexible and humanized inspection serviceto clients from all over the world.

Sunchine Inspection, Thinking for you and doing for you!

China Office

Room 2203, 22/F, Building 03, Zhongtai

International Plaza, 311, Middle Jiangdong

Road, 210019 - Nanjing - R.P.China

Tel: 0086-25-6809 3658

Fax: 0086-25- 8609 3678

E-mail: francois.shi@sunchineconsulting.com

Contact: Mr. Francois SHI

Managing Director in China Office

Mob: 0086-18951633559

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BY RENAUD ANJORAN

Many importers negotiate a shipment date (ETD) with their Chinese suppliers before orders are issued, and then fail to follow up on the production schedule.

I think they would avoid a lot of bad surprises if they asked for regular updates.

The danger of flying blind

Chinese suppliers know that asking for 3 weeks of delay is usually rejected. The purchaser might respond “if you ship that late, you’ll have to pay air freight”, or “in that case, the letter of credit won’t be valid anymore; the order is canceled”.

So what do savvy exporters do? They don’t reveal the situation clearly and in advance. They wait until 1 or 2 weeks before original ETD, and they announce a one-week delay “because the materials arrived late”. Then another 5 days “because of power shortages”. Then another 5 days “because we don’t have enough workers”. And so on, until production is three weeks behind schedule.

This process can be devastating for an importer who promised a delivery date to his domestic customers, and who has to postpone it again and again.

How to avoid discovering delays at the last minute?

Before issuing an order, you should ask for a few milestones. Here is a list that is probably too long:

• Arrival of all materials/components (and, if relevant, inspection of these inputs)
• Start of bulk production
• Sending of production samples
• 20% of order is finished (and, if relevant, in-process inspection)
• 50% of order is finished
• 100% of order is packed (and, if relevant, final inspection)
• Ex-factory date (at least 2 days after final inspection)
• Shipment date (ETD)

Then, when you reach each milestone, you can ask your supplier whether it was achieved. If not, they should update all remaining dates.

Sending someone in the factory (e.g. your purchaser, an inspector…) is a good solution to check the production status. At the same time, you can verify product quality.

Can you afford to do this?

If you really need to stay on top of production, you should do as described above.

But you need to find the right balance.

If you place orders with many suppliers, you might not have time to follow all these dates. And if your orders are not very large, you might not want to bother your suppliers with so many updates.

In such cases, you can reduce the number of milestones.

For example, you can track these dates: start of production, 20% of order completed, 100% of order packed, and shipment date.

The most important is to keep some visibility over the production schedule.

Maybe some readers can share their experiences?

—

Article Source: qualityinspection

quality check agents

Sunchine Inspection, a professional one-stop international inspection provider, focus on providing more flexible and humanized inspection serviceto clients from all over the world.

Sunchine Inspection, Thinking for you and doing for you!

China Office

Room 2203, 22/F, Building 03, Zhongtai

International Plaza, 311, Middle Jiangdong

Road, 210019 - Nanjing - R.P.China

Tel: 0086-25-6809 3658

Fax: 0086-25- 8609 3678

E-mail: francois.shi@sunchineconsulting.com

Contact: Mr. Francois SHI

Managing Director in China Office

Mob: 0086-18951633559

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BY RENAUD ANJORAN

On Tuesday morning (in 2 days), the Sourcing Forum of the European Chamber of Commerce in China will hold this seminar in Shenzhen:

How we hire, train, and evaluate our internal QC inspectors:

Experience sharing in inspectors management.

Two speakers, from local buying offices, will share their experiences.

After that, I will be moderating a panel discussion with these 2 speakers, and with Hubert from AKA Outspring (who trains inspectors).

We will focus on these general topics:

• What profiles we try to hire as internal inspectors;
• How we train our internal inspectors;
• How we manage our internal inspectors, and what documents guide them in their work;
• How we evaluate and reward our internal inspectors, to keep them in the long run;
• What type of problems we have had with internal inspectors, and what we do to avoid them.

And we will also try to go more in depth:

• Do your inspectors only do inspections? How to manage seasonal productions?
• Do you have a QC department, totally separate from the merchandisers/purchasers?
• Do you send merchandisers/purchasers in inspection from time to time? Regularly? Never?
• Do your inspectors give advice to the factory on the way to correct quality problems? How does this work?
• Where do problems come from? Negligence and laziness? Repeated contact with the same suppliers? Insufficient training? Loose guidelines and imprecise checklist?

I hope to see you there.

Article Source: qualityinspection

CHIC Shanghai _ Fashion Trade Show

CHIC Shanghai _ Fashion Trade Show
China International Clothing & Accessories Fair (CHIC) is jointly organized by the China Garment Association, China International Trade Center Co., Ltd. and China Textile Council of the China Council for the Promotion of International Trade. Founded in 1993, the annual term. 18 years, CHIC（Fashion Trade Show） along with the development of China's garment industry has grown, has grown to Asia's largest and influential professional clothing exhibition. At the time, state leaders Jiang Zemin met in Zhongnanhai with Valentino, Fei Lei, Pierre Cardin and the French women's association chief representative Rutinuo, the Hong Kong Federation of Textile Chen Ruiqiu, Taipei spinning Secretary-General Liu ball industry . Can imagine, the first service Expo specifications and the degree of concern.

IEDA
Since its inception, CHIC(Fashion Trade Show) organizers put the "guide the progress of China's garment industry, promote the development of China's clothing brand" as a show purpose. CHIC's core philosophy is: to create clothing brand promotion, market development, wealth creation of international first-class business platform; shaping the most fashion sense, the most cutting-edge and trend-driven, the most creative and cross-inspired fashion platform; The global clothing brand to share and configure their related resources required for the influential exchange platform.
CHIC(Fashion Trade Show) has always been the forerunner of fashion and healthy lifestyle; CHIC has always been a comprehensive integrator of the brand's sustainable development and market development resources; Fashion Trade Show is always an excellent provider of high-end, professional, humane services and effective solutions . CHIC has become China's garment industry and the world's "benchmark", "barometer."

Evolution
Since 1993, CHIC(Fashion Trade Show) has held 5 consecutive sessions in the China International Trade Center. The arrival of international masters and international brands has opened up the Chinese garment industry, which is still in its infancy of brand development. It has also strengthened the vision of many Chinese garments People self-development, self-revitalization of the beliefs and determination, a number of far-sighted enterprises began to take the pace of brand building.
In 1998, CHIC(Fashion Trade Show) moved to China International Exhibition Center (the old hall). During the past ten years, CHIC organizers organized professional promotion and business activities, which made CHIC's organization and service system more professional and in-depth. During this period, CHIC's professionalism, position in the industry and international influence are established, CHIC to specialization, internationalization direction to achieve a leap-forward development.
2008, CHIC(Fashion Trade Show) fought in Beijing China International Exhibition Center (New Hall), the organizers overview of the overall situation of the future direction of the brand, competitive situation, the operating mode to make accurate judgments, hold high the banner of "innovation" As the breakthrough point, the "breakthrough and innovation, transformation and upgrading." In the next decade, the global economic focus of the transfer and reallocation of global resources is the trend, more powerful Chinese brand, will have more right to speak to establish a new rule. The CHIC as Asia's largest and influential professional clothing exhibition, in promoting the development and expansion of China's clothing brand in the process also completed its own brand-building gorgeous turn. CHIC brand and the depth of cooperation, to seek the perfect combination of market and brand, has become China's clothing brand sustained and stable development of one of the magic.
In 2010, CHIC(Fashion Trade Show) has been brilliant through 18 years, has a series of extraordinary figures: 100,000 square meters of exhibition area, more than 100,000 professional visitors, more than 20 countries and regions exhibitors and more than a thousand exhibition Brand ...... CHIC has been recognized as the industry's clothing brand promotion, market development, innovation show, the trend of publishing, wealth creation, resource sharing and international exchange of the best platform. At the same time, with the exhibition of the rising fashion, a variety of cultural, artistic, creative and other cross-border integration of resources so that each year in March CHIC fashion industry as well as social focus.
In 2011, CHIC launched a new "discovery" tour, attracted from 19 countries and regions, more than 1,000 Chinese and foreign apparel brands participating in the same period successfully held more than 60 games, more than 110,000 domestic and foreign visitors to the scene, Exhibitors and visitors with the perfect platform for CHIC business docking. "China International Clothing & Accessories Fair thriving than expected, is impressive." March 29, the CPC Central Committee Political Bureau, Vice Premier Zhang Dejiang visited the 19th China International Clothing & Accessories Fair evaluation. "Although the new exhibition hall is far away from the urban area, but to showcase the business and the audience is still a lot, which fully shows that the exhibition as an industry link and window in the industry very attractive, businesses and enterprises through the exhibition exchange of information, Communication business, but also the performance of the industry a strong vitality.
2012, CHIC(Fashion Trade Show) ushered in the 20th birthday, its increasingly extensive international influence to promote more clothing brands to participate in CHIC2012 to, from the United States, France, Italy, Germany, Spain, Korea, Japan, Hong Kong, Greece, Turkey, Israel and other 21 countries and regions, nearly 1,000 clothing brands exhibitors. The exhibition site will usher in more than 110,000 professional visitors to the scene. Despite the active participation of domestic and foreign customers, CHIC organizers did not simply expand the exhibition area and brand number, but will focus on improving the quality of exhibitors, select more more strength and development potential of the clothing brand, so that businesses have more exposure to good Brand and business negotiation opportunities. There will also be a series of highlights such as: CHIC20 anniversary PARTY, the China Garment Forum, Jack the eighth annual awards ceremony of China's clothing brand, the Chinese clothing distribution, etc., these activities greatly enriched the CHIC2012 exhibition content , The CHIC2012 into a fusion of fashion, business and academic in a clothing industry event.
In 2013, CHIC(Fashion Trade Show) to "Lian Lian" as the theme, called on enterprises to do steady market with great concentration, good products, new models, innovation, and further enhance endogenous power, "Li Lian" brand core values to adapt to the new Period of changes in market demand and create the Chinese garment industry in the international economic competition in the brand development of new advantages, based on the commanding heights of the industrial value chain. It can be said, CHIC2013 is a re-examine and enhance the process of self, through the depth of the growth of their own endogenous driving force to build new development advantages, once again take a solid step forward.

Exhibition contact (Overseas)
Lv jiang
Telephone: 86-10-65050617
Fax: 86-10-65053260
Zip code: 100004
Email:lvjiang@cwtc.com
Address:  Room 515, China World Office Building 2, No.1 Jianguomenwai Ave., Chaoyang District, Beijing, China

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