Fujian Style Men'S Clothing Is Right On The Pain Point To Explore The Way Of Transformation

Here in the world Clothing shoes and hats The editor of the website introduces the Fujian style men's clothing to explore the transformation path by stepping on the pain points.

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From fabric innovation to terminal transformation, the transformation of service enterprises is to take a longer road.

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● Dispatched 40 enterprise teams to investigate the highlights of business model innovation of famous brands in Shandong, Zhejiang and Jiangsu Provinces ● Returned from experience to study the cure for chronic diseases such as inventory backlog, brand similarity, lack of workers and talents, and sluggish supply chain

In the period of industrial transformation, we are not afraid to experience pain, but not to step on the pain points. At the beginning of this month, 40 enterprise teams in Quanzhou's textile and clothing industry returned from the investigation in Shandong, Zhejiang and Jiangsu provinces. The business model innovation highlights of local well-known brands reflected various weaknesses of Fujian style men's clothing, and also brought great inspiration for the industry to explore the transformation path by stepping on the pain points.

"Problems such as overstock of inventory, similarity of brands, lack of workers and talents, and slowness of supply chain have plagued Minpai men's clothing, which started as an agency system, in recent years. This has been reflected in the mid reports of listed companies at the previous stage. The overall revenue is still declining, and the whole sector has not yet bottomed out." Industry insiders said that innovation is to make up for weaknesses, and reform must be tailored to the situation, After returning from the investigation, Quanzhou enterprises further clarified the idea of transformation and upgrading, and studied the best way to treat the old disease.

It is reported that the delegation visited 7 enterprises and Zhejiang Merchants Museum, including Red Collar Clothing, Yongyuan Clothing, Alibaba Group, Arca Artka Women's Clothing, Aston Men's Clothing, Home of Hailan, Chenfeng Group, etc., together with Zhang Dai, chairman of Red Collar Group, Zhou Jianping, chairman of Hailan Group Yang Zhiqing, the curator of Zhejiang Merchants Museum, and other industry "celebrities" and experts and scholars have struck a spark of wisdom in the collision of ideas.

　 Pain point 1: similarity

Symptoms: brand "bump", style "bump"

Prescription: fixed production based on sales, big data design

Minpai men's wear used to be a "regional brand" because of its advantages in industrial scale, but in the era of increasingly personalized consumption patterns, similar brand positioning and homogenized product styles have turned the original advantages of "Minpai men's wear" into a weak board, and become increasingly inseparable from the competition of other regional brands. Zhou Shaoxiong, President of Quanzhou Textile and Garment Chamber of Commerce, said in an interview that people's personalities are more publicized and unique, which forces brands to shift from mass consumption to personalized consumption, with innovative, unique and personalized things.

For the garment industry, "personalization" and "customization" are the trends of future development. In this investigation, several enterprises seen by people in the textile and clothing industry in Quanzhou have built a quick response chain through the analysis of data information. The production of personalized and customized clothing is not only standardized, but also fast.

Qingdao red collar clothing and Yongyuan clothing are typical in this regard. Red collar has grasped the trend of personalized, small batch and customized consumption, integrated personalized customization and large-scale industrial production, and promoted the "C2M" model (consumer to factory) with customer orientation and big data as tools. The factory directly sold products to consumers, and built a rapid supply system with the help of resource integration and information process reengineering, Turn every employee into a "robot" that can respond to changes, operate according to different standard instructions, and reduce the price of customized suits that were originally handmade and often cost tens of thousands of yuan to thousands of yuan.

In red collar, every piece of clothing in the production workshop is completely different from color, style to fabric, but each step of manufacturing is standardized and processed batch production. The company focuses on the production and operation of high-end formal clothing series products. At present, it has formed a complete 3D printing mode industry chain. Red collar has used it for 11 years, and has invested 260 million yuan to develop a personalized customization platform - "RCMTM". The key of RCMTM platform is to replace manual printing with big data system.

At present, the red collar system includes more than 20 subsystems, all of which are data driven. Every day, the system will automatically arrange orders, automatically cut, automatically calculate, and integrate the format. A group of customer volume data will complete the whole process of customization and service, without the need for manual conversion, paper transmission, complete connection of data, and real-time sharing transmission. In the red collar workshop, all employees have realized to work with Internet terminals. In this mode, the price of customized suits, which were originally handmade and often cost tens of thousands of yuan, has been reduced to thousands of yuan, and the production cycle has changed from about half a year to seven working days. This mode reduces the cost of operation and promotion, thus reducing the product price by about 50%. Now, if customers anywhere in the world log in to the Red Collar online order system, it only takes 7 days to deliver a customized dress to customers. However, Italy, which has been customized best in the world, needs two months for delivery.

Qingdao Yongyuan Sporting Goods Co., Ltd., in cooperation with the Institute of Software of the Chinese Academy of Sciences, has adopted the Clever Max intelligent clothing production management system (Zhongke Clothing Flow System) developed by the Chinese Academy of Sciences, which has solved a series of problems in the clothing production process, such as excessive labor, labor shortage, low efficiency, and serious waste of resources. Without adding additional personnel, the production efficiency has increased by more than 90%, The efficiency of some styles can reach 100%. Clever Max is a set of software and hardware system tailored to the bottlenecks and difficulties in garment production management. The system supports simultaneous online production of multiple styles. No matter whether the number of this style is 10000 or one, sewing can be flexibly completed on the production line. Due to this feature, the time required for Yongyuan to change the model has been shortened from 1.5 days to 2 hours.

In the opinion of the accompanying mentor Jiang Zuchang, in order to break through the high-tech link in labor-intensive industries, as far as the textile and clothing industry is concerned, only by mastering high-end technology can high added value be formed, and traditional industries can be "old trees sprout new shoots" to form new competitive advantages. During the visit, both the visitors and the interviewees deeply felt that this is an era of dramatic change, which is caused by the arrival of the information and industrial Internet era. People in the industry sighed that traditional labor-intensive enterprises should attach importance to the transformation of information standards, and transform from mechanized, popular and inefficient production management to information-based, intelligent and differentiated integration, otherwise they will miss the development feast of the next decade.

　 Pain point 2: Lack of work

Symptom: no orders, no workers

Prescription: intelligent manufacturing, lean production

At the beginning of this year, when investigating the factory rework after the festival, the reporter found that: due to the overall recovery of the foreign trade market and the increase of orders, the most worried thing for foreign trade enterprises is the lack of labor. Su Wenbin, chairman of Quanzhou Hengtai Hongwei Shoes Co., Ltd., said: "What enterprises lack is not orders, but workers." He said that the foreign trade industry is changing from "no one" to "no one". At present, the company urgently needs to solve the problem of difficult recruitment.

In the past two years, with the development of the mainland economy, some industrial workers have gradually returned to their hometown to open industrial workshops or small processing plants. For Quanzhou footwear and clothing industry, a labor-intensive enterprise, labor shortage is a common phenomenon in the industry, especially the lack of skilled workers at the front line. As for training new people, it takes both time and cost. Zeng Shengli, chairman of Hengli Needle Sewing City, introduced leather shoes to the reporter, "like arc sewing, if workers are required to do it, they must be skilled workers. It is difficult to guarantee the time needed by new people and the qualified rate of finished products."

On the one hand, there is a shortage of workers. On the other hand, enterprises have to face the increasing trend of the annual average labor cost of about 15%. In addition, although Quanzhou's textile and clothing industry chain is complete brand , professional market, clothing design and other aspects are weak, resulting in a complete but not strong industrial chain, various links can not be the most intensive cooperation, and does not maximize the role of the industrial chain ecosystem. In this case, some high-end product orders received by enterprises can only be sent to other places, and there is a lack of local workers and equipment to complete them.

If a worker wants to do his job well, he must first sharpen his tools. During the exchange, the industry heard that Zhou Jianping, chairman of Hailan Group, mentioned the upgrading of equipment many times. In fact, the orders of Fujian brands can not be digested by the local manufacturing capacity. On the one hand, enterprises are short of high-quality orders, and on the other hand, local orders are far away from home, revealing the weakness of local high-end manufacturing links. Zhou Jianping expressed regret: "There are many business owners in Fujian who prefer to buy good cars rather than invest in equipment."

Qingdao Yongyuan Sporting Goods Co., Ltd., which ranks first in outdoor sportswear production and has more than 10000 employees, mainly produces high-end down jackets and outdoor clothes. All kinds of sewing equipment used are the best brands and models in the industry. However, due to the complex process and high quality control requirements, the production efficiency has always been in accordance with the British GSD standards, and a large number of management personnel are required, High operating costs have seriously affected corporate profits. In 2013, the company cooperated with the Software Institute of the Chinese Academy of Sciences and adopted the Clever Max intelligent clothing production management system (Zhongke Clothing Flow System) developed by the Chinese Academy of Sciences, changing the original production mode, quality control system and salary system, thus starting the reform of intelligent clothing manufacturing.

In addition to Clever Max, Yongyuan Garments also adopts the cloud manufacturing platform of Cloud Road Intelligent Manufacturing to further improve the overall production process and management of the enterprise, reduce the waste of resources and time between various links, and reduce the management cost on the basis of improving the overall operating efficiency.

It is understood that the cloud road intelligent manufacturing platform can collect the scattered production unit data to the cloud data center through cloud synchronization technology, and use the unique multi-dimensional enterprise production model to analyze the data, monitor and predict the problems in the production system, such as unbalanced process configuration, unreasonable staffing, slowdowns, etc., and give prompt in a timely manner, This simplifies the work of front-line managers, eliminates the production fluctuations caused by the uneven level of managers, and ensures a stable output.

In one workshop of the company, there are four production lines in the whole workshop. Except for four team leaders, the rest are all assembly line employees. Now, in Yongyuan Company, employees can know their workload and labor remuneration at the terminal at any time. Employees in the same process can see the gap between each other at any time, take the initiative to adjust their working conditions, and give full play to the subjective initiative of employees. Transparency of wage distribution provides data support for more work and more pay. Great humanized intelligent management