Management Innovation Of Textile And Garment Industry To Enhance Industry Competitiveness

< p > < strong > actively improving the modernization level of enterprise management < /strong > < /p >

< p > at present, our country's < a target= "_blank" href= "//www.sjfzxm.com/" > textile < /a > a target= "_blank" href= "target=" > clothing economy is facing many challenges: labor costs continue to rise, international demand is insufficient, and enterprise competition pressure increases.

Under such circumstances, how to help enterprises tide over difficulties is a major task facing the industry.

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< p > for this problem, the China Federation of textile industry has been seeking various ways to take various ways to help enterprises attach importance to management and promote scientific progress in enterprise management.

For example, the China Textile Federation launched the "national textile industry management innovation achievement" award in 2011.

According to the press, this activity is not a general award, but a highlight of the management innovation of excellent enterprises in the industry, setting up benchmarking and learning examples in the industry, promoting more enterprises to improve their management level and enhancing their competitiveness through publicity and promotion.

China Textile Alliance also said that this is conducive to promoting enterprise innovation and development, further summarizing and promoting enterprise management innovation experience, guiding enterprises to deepen reform, comprehensively improving the modernization level of enterprise management, and promoting the construction of Chinese enterprise management science system.

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< p > Wang Tiankai, President of the China Federation of textile industry, points out that although the concepts, methods and means of business management are different, there is one thing in common, that is, in response to the changing external environment, enterprises should consider how to carry out management innovation from various aspects such as strategy, process and so on, so as to achieve sustained operation and sustainable development.

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< p > Wang Tiankai said that in the process of building the textile power in the future, the textile industry should continue to dig, refine and popularize the cases of management innovation, which are mainly based on two reasons: first, the textile industry has entered a new stage of development, and the development mode of investment drive, scale expansion and export oriented must undergo a major pformation.

First of all, we need the advanced management concepts of industrial enterprises, and in the case of investment driven and scale expansion to achieve unsustainable benefits. At the same time, in the process of rising labor costs and factor costs, how to improve the per capita efficiency and total cost leadership is the problem we must face. Total cost leadership is not a single cost lead, but a value chain leading system, which requires us to have innovation driven development concepts and methods, and management innovation is an important support.

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< p > two is the pformation of textile industry from strong to strong. We have put forward four major goals of technology, brand, sustainability and talent, in which management is the foundation.

In terms of science and technology, these two industries have explored the mode of establishing technological innovation alliance around key technologies and products, that is, the technology development system that is "enterprise as the main body, market orientation as the guidance, and integration of production, teaching and research". In this system, the use of talents, the communication and interest coordination of production, learning, research and application, and the synergy of upstream and downstream industry chain all need advanced management methods and means to push forward.

The same is true for brands. The most talked about industry now is probably the innovation of business models, which is the most important part of enterprises. At present, the most difficult part for enterprises is that huge sales costs occupy the profits of enterprises. Therefore, how to establish a business model with the lowest cost, the most effective market recognition and the fastest reaction is very important.

How to integrate the internal management system through information integration and improve the speed and ability of enterprises to respond to the market as a whole is the key to the value added of the future management of enterprises.

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< p > Wang Tiankai put forward two hopes for the management innovation of the industry: first, continue to focus on the major problems and key problems faced by the industry in the process of structural adjustment, pformation and upgrading, and to excavate, refine and popularize advanced practices and experiences from the perspective of management.

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< p > two is to further intensify the promotion of cases of management innovation.

Wang Tiankai believes that the advanced management achievements of textile industry are currently being adopted. First, experts from the textile enterprise management association and colleges and universities collate and collate the results of the industry; two, media are used to publicize and popularize these cases.

"These methods should be feasible, but the overall strength is not enough.

Next, we should also study some methods to increase publicity and promotion efforts. "

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< p > Wang Wei, deputy director of the consumer products division of the Ministry of industry and commerce, believes that in the future, the textile industry should focus on sorting out the difficulties in management under the new situation. First, how to strengthen the integration of resources and foster new overall advantages through management innovation; two, how to accelerate the construction of independent brands through management innovation; three, how to adapt to the future changes in the structure of textile raw materials through management innovation, actively develop new varieties, and increase the added value of products.

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< p > < strong > management innovation to enhance industry competitiveness < /strong > /p >

< p > Wang Wei said that management innovation is an important starting point to maintain and enhance the competitiveness of the textile industry.

Since the outbreak of the financial crisis in 2008, the textile industry has encountered a more severe external environment. At the same time, the uncoordinated, unbalanced and unsustainable problems accumulated in the long-term development of the textile industry are becoming increasingly apparent.

Under such circumstances, the textile industry can overcome difficulties and achieve steady results. In summary, it is the result of speeding up structural adjustment and industrial pformation and upgrading under the dual function of market coercion and state regulation.

One of the important reasons is the management innovation of enterprises.

Facing the rapid changes of the external environment, many enterprises have realized the coordinated development of enterprises by strengthening management innovation and building new business models.

Some are to strengthen enterprise management innovation, cultivate the core competitiveness of enterprises, provide a steady stream of power for the growth of enterprises, promote the long-term and stable development of enterprises, and through management innovation, reduce energy consumption, reduce operating costs, and achieve a green sustainable development.

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< p > professor Guo Wei, Professor Li Xunjun and associate professor Jiang Zhu of Xi'an Polytechnic University agree that since 12th Five-Year, under the guidance of the strategic goal of building a textile power, through the construction of the innovation system, efforts have been made to improve the enterprise's own innovation ability and maintain sustainable competitive advantage, which has increasingly become the consensus of the vast number of enterprises.

Practice has proved that carrying out management innovation has important practical significance for promoting enterprise innovation and development mode, improving management level, speeding up the pformation of economic growth mode and enhancing international competitiveness.

They believe that Anhui Huamao Group Co., Ltd. has long adhered to management innovation and technological innovation, constantly improved the industrial value chain, intensified industrial upgrading, vigorously implemented energy saving and emission reduction, and built a low carbon business mode of the whole industrial chain, effectively promoting the rapid development of the group company.

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< p > in fact, Huamao Group is a well-known enterprise in the textile industry. It is a state-owned holding enterprise with a history of more than 50 years. Now it has developed into 3 industrial parks and the construction of Huamao international textile industrial city. It integrates textile, printing and dyeing, weaving and dyeing, clothing, pawn auction, financial investment and so on. It has 540 thousand spindles, 1054 shuttleless looms and garment production lines.

At present, the company's indicators are at the international advanced level and the leading level in the country, marking the "three no one" level of cotton spinning enterprise technology: the group has no yarn to weight ratio of 100% (the national average level of cotton textile at the end of 12th Five-Year) reaches 85%, the same rate is 100% (the national average reaches 85%), the non rolling ratio is 50% (the national average reaches 65%), and the proportion of combed yarn accounts for more than 75% (the national average reaches 31%).

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So far, Huamao has been profitable for 39 consecutive years and has become the "China's cotton and textile production base". P

The success of Huamao is not only due to its excellent management team with Chairman Zhan Lingzhi as its monitor, but also because of its good business philosophy, core technology and strict management. It also benefits from the long-standing "Huamao development model".

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< p > Zhan Lingzhi, chairman of Huamao Group, believes that enterprise management is the authority game for managers to fear managers, but this game can only be played in a situation of backward economy, abundant labor resources and insufficient market supply.

Today, from the planned economy to a relatively mature market economy, people's concepts and environment have undergone profound changes, and the market has expanded from narrow provinces and domestic to globalization.

Especially in recent years, the rapid expansion of domestic textile production capacity has greatly changed the relationship between the supply and demand of the market. The development of the company has also changed from a business strategy to a strategic management mode, from a single operation to a diversified operation. The new market environment has forced the management of enterprises to pform from authoritative management to respecting employees and motivating employees, taking the joint development and sharing of employees and enterprises as the starting point, and constantly promoting democratic management with the core of self-management, self-restraint, self motivation and self distribution.

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< p > in practice, Huamao Group has implemented the development mode of "three plus one", that is, making the main value chain of textile industry with property rights as the link, creating a capital operation value chain with finance as the platform, building new and high technology application value chain with new fibers and new materials as the starting point, and taking the intangible assets such as brand and technology as resources, and actively exploring the light assets management of enterprises.

Through the integration of capital innovation, technological innovation, management innovation and "two integration", we can achieve the effective integration of technology and economy, technology and management.

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< p > < strong > management innovation to solve the bottleneck of enterprise development < /strong > < /p >

< p > the development road that relies mainly on scale and quantity expansion has been unsustainable. Exploring the road of quality and efficiency has become the consensus of the industry.

Among them, innovation in management is an important means.

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< p > Qingdao Phoenix printing and dyeing Co., Ltd. (hereinafter referred to as "phoenix") is the first enterprise in China to develop and realize mechanized production of batik products, and the leading product "Phoenix brand" true batik printing cloth has an annual output of 200 million meters.

The enterprise has the right of self import and export, and its products are exported to 100% countries, mainly exported to more than 20 countries and regions, such as Africa, Europe and the United States.

In the course of development, the company implemented the "production process reengineering", breaking the bottlenecks encountered in the development of enterprises.

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< p > "phoenix" believes that with the acceleration and deepening of the macro-control policy in the country, the intensification of market competition and the ups and downs of external economic environment, especially in the printing and dyeing industry as the key monitoring and control industry in China, the operational situation faced by enterprises is becoming more and more serious. In particular, the pressure from energy saving, emission reduction, production cost, quality improvement and labor employment has gradually become the factor restricting the sustainable development of enterprises. At the same time, the original equipment needs to be updated, the technology needs to be broken through, and management needs to be improved.

President Dai Shouhua personally chaired the process reengineering plan, adjusted the layout of process equipment, and defined the overall objectives and guiding principles of process reengineering.

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< p > on the basis of summing up many years of wax printing production, combined with the development needs of enterprises and the achievements of energy conservation, Phoenix has made overall planning for the scale of production capacity, process route and equipment configuration.

Since 2012, the company has invested heavily in promoting the implementation of the production process reengineering. It has installed 12 units, upgraded and upgraded 18 facilities, and dismantled and discontinued 10 sets of backward equipment.

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< p > "phoenix" readjusted the equipment layout and process flow of batik section.

Prior to the batik section of the equipment layout block management, that is, the same machine centralized together, mainly divided into wax printing, dyeing, rope back wax, alkali wash, wax removal five processes, the process machine is not connected.

There are some drawbacks in this process layout, for example, the efficiency of wax printing and dyeing process is not equal, the process line is long and the energy consumption is large.

After implementing the process reengineering, we break the traditional way and production organization, have new and finer technological conditions, more precise flow rhythm, more precise supply and demand balance, and achieved good results.

In the process of material conversion, the company changed the decentralized management mode of the independent materials used by the original machines, adopted the management concept of "dye kitchen", realized centralized materials and unified distribution, not only effectively solved the drawbacks of the production of mixed flower plates, but also eliminated the chromatic aberration caused by dispersive materials, and ensured the unity and stability of quality.

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< p > it is understood that since the implementation of the process reengineering for a year, "phoenix" has upgraded its equipment through upgrading equipment, adopting new processes and technologies, and strengthening basic management. The advantages of process reengineering are gradually emerging, and the quality of products has been improved. For example, the proportion of the total amount of fabric defects in the batik section has decreased from 25% to 18%, and the proportion of the printing workshop has been reduced to 50% from the original 60%.

The overall quality of the production increased from about 88% to 91%.

In addition, the operation efficiency of the "phoenix" after the implementation of the process reengineering is significantly improved (the whole production efficiency is increased by 10% compared with that before the pformation), and the cost consumption has been significantly reduced (for example, the steam consumption is reduced from 0.37 kJ to 0.21 kJ), labor employment has been reduced (the total production organization is reduced by 87 workers, the annual labor cost can be reduced by nearly about 3000000 yuan), and the turnover speed of logistics has been accelerated (for example, the batik section has been reduced from more than 300 to less than 100 vehicles, and the stock of intermediate links has been greatly reduced), the production environment has been improved, and the economic efficiency has been greatly improved (in 2012, Phoenix and its subsidiary company achieved a total sales income of 2 billion 20 million yuan, achieving a total profit of 2 billion 20 million yuan, achieving a total profit of 154 million yuan, and its profit increased by 66% compared with 2011).

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