Zhang Daili: Ingenuity Creates "Red Collar Conquest", Which Makes The World Admire.

Over the past three years, the heads of over 1 enterprises have gone to Qingdao suburb of Shandong province from all sides to visit a school named

Group

Enterprise.

Everyone is looking for an answer: producing customized personalization on the industrial line with industrial efficiency.

Can it or can not?

Zhang Ruimin of Haier group originally believed in "no". After all, even Haier's single production line could not produce the refrigerator with left open door and right open door at the same time.

The legendary turning point came from an unannounced visit.

The assistant took several suits from Zhang Ruimin and went into the red collar store to make a number of changes.

7 days later, Zhang Ruimin received a revised dress, and the average time of customization was 3 months, which was several times the price of a red collar.

Persistent visitors were surprised to find that red collar not only can produce different garments on one line, but also has no overtime, no inventory and no channel layering.

The IT community clamored for flat and data intelligence that had not been fully realized for decades. It was hidden in a garment factory surrounded by vegetable fields, and many of its operators were just local ordinary workers.

No wonder Guo Guangchang, after visiting the red collar, made a strategic investment, claiming that Fosun could not miss the eve of the advent of the Internet industry.

The creator of all these "amazing" is from a former carpenter, a vendor in the wholesale clothing market, and Zhang Daili, director of the garment factory.

At the beginning of the interview, Zhang said that he had spent 14 years in the pformation from ready-made garment manufacturing to industrial customization, and invested more than 3 billion. No one felt that it was a promising thing on the way, and everyone would kick against both feet. But he did it.

"Then how did you convince everyone to pform?"

Zhang paused for a moment, and his eyes looked straight at reporters. "Persuasion? No, persuasion is useless."

"Only conquest!"

A pformation of dignity

When the red collar was established in 1995, Zhang was 40 years old.

Perhaps because of the meticulous carpenter's experience in the early years, Zhang was a little introverted and stubborn.

The matter of running the market and dealing with people was thrown to Zhang Daixin, an extroverted brother. He himself stayed in the factory and pondering production. Later he even taught himself to dress and print.

However, when the reporter suggested that Zhang Hang Hang a tape measure to take photos, he was somewhat inconsistent, and was forced to cooperate with the principle of "believing professional people doing professional things".

It turned out that many bosses in the clothing industry pretended to be tailors, but based on marketing considerations, they did not actually print volumes.

Zhang Fang, a skilled craftsmanship in the western style, has a higher demand for himself.

It is conceivable that when the younger brother expressed his desire to quit real estate in 2002, it would be painful for this Zhang Dai to understand.

He did not like the "hidden rules" in the market at all.

In order to get through the Shanghai channel, Zhang agent asked for help and pleaded with each other, but he blushed with gifts and did not do anything bad.

A shopping mall manager called to imply that his brother-in-law had a birthday.

Zhang made a good psychological struggle to bring gifts to the banquet. The people who did not go there were very beautiful.

Others face a smile, Zhang agent but his face is black, deep sense of degrading personality, the Shandong man vowed not to play.

At this time, he remembered the experience of going abroad to study in the early years: Mercedes Benz and BMW could produce customized cars, but it was very inefficient for people to move, lift and make people. A Japanese clothing factory could tailor laser and CAD orders, but there were problems in the process.

If the red collar is pformed from the batch production of garment into a customized product, the factory can directly face the consumer (C2M), at least without looking at the color of the channel.

Back to the business, Zhang said that the benefits of customization were not well understood. At that time, the red collar had reached a scale of 3 000, and its output value was in the second line of the country. It was not far from the first-line brand. Should it shrink back to the traditional custom of "one shop, several tailors and one month to do several pieces"?

The chairman is dreaming, at least contrary to common sense!

Zhang recalled that after a mobilization meeting, he went up to the bathroom and left behind. The manager of a front office said he had said that the chairman was neurotic. I didn't believe it. He had been talking all afternoon. It was really insane.

From 2002 to 2012, Zhang was scolded for ten years of "neuropathy", even his daughter and son advised him not to be unrealistic.

But his response turned out to be: "satellites are all in heaven, can't we solve this problem?"

From scratch, slash and burn

Zhang agent knows naturally.

Doing OEM OEM is very thin and difficult to sustain.

When making a brand, though making money at that time, both the designer system and the buyer system, the funds were actually on the stock, and the franchisee exhibited 1 pieces each, and the red collar inventory had to be pressed 25~26.

Besides, the cost of channel and marketing is not bad.

Compared with the fast fashion fashion style and turnover rate, the red collar is somewhat steady and does not have the genes like Zara.

Compared with bulk garment manufacturing, customized inventory is low, and channel dependence is low. Once the industrial efficiency is achieved, the cost will also decrease, allowing consumers to profit.

At that time, Lining, the United States, Bosideng and other front-line clothing enterprises took the brand road, the country expanded the number of franchise stores, and put hundreds of millions of dollars in advertising, for a time, there was no scenery two.

The tenant agent issued an order to enter the mature American market as a starting point and make a customized test. Before Jimo's factory matures, it is not allowed to open up a good domestic market in New York.

Because he recognized a dead end: without good quality, the market expanded quickly and disappeared quickly.

However, how to achieve customized industrial efficiency? In traditional impression, it is more difficult than climbing the sky.

For example, the first step is to require the apprenticeship to undergo more than ten years of training before it can be tailored to the data and standardization.

To this end, Zhang agent specially hired a volume teacher with over 40 years of experience and salary of 5 million yuan per year. The task is to develop a set of simple standards.

However, a few months later, people were asked to report that the teacher did not teach a student and claimed that there was no other way out.

In desperation, Zhang agent had to let people go, but his heart was unwilling.

He will take the volume of the Zhang Zhang agent, let the assistant bring paper and pen, draw a person, calm down to ponder...

Half an hour later, Zhang agent suddenly called for the old teacher to return to him, showing him the results of the paper.

The teacher looked at it for a long time and finally came to the conclusion that this method is feasible.

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In the past, Zhang found several key points in the human body: shoulder ends, shoulder neck points, neck shoulder ends, middle waist horizontal lines...

A set of three points and one dimensional coordinate volume method has been formed.

The volume division requires only 5 minutes and 19 parts to master qualified human data.

A week later, Zhang agent launched a surprise training in the company, even the driver and the security guard should learn. If he was not there, the deputy chief would continue to train until everyone could use it.

The key is that this volume method has been proved to be able to combine with algorithm, and it has been used in red collar so far.

In the interview, Zhang said many times that "no matter what happened", it may be very difficult, but it is not difficult to achieve.

At that time, the German hanging system, which was imported by the red collar and used for pmission function, was more suitable for mass production, with 6 hooks per hook.

Zhang agent insisted on closing to the custom, 6 hanging to 4 hanging.

As a result, the factory seemed to have an earthquake, and complained from the top to the bottom that it would not operate. It changed the equipment and made people lose money. But Zhang insisted on the change. After six months, he didn't complain.

Later, Zhang put forward 4 hang up and 2 changes, and the factory was a burst of noise, but this month adapted to the change.

This change comes from the change of red collar from batch production to personalized customization.

In the absence of information technology, how to pfer customized data to workers in various processes? Zhang Dai ideally produced a "local approach" to write every order of each garment on paper, and each worker would find data on paper before operation.

Because the paper was easy to break, and later changed to the strip, the one hundred or two hundred processes were all written in code.

Because it is handwritten, letters Q and numbers 9, Letters B and number 6 are often not clear. Zhang also popularized computers and printers in factories, and started training for workers from starting and shutting down.

Zhang, however, did not endorse the "local approach". "That was the innovation at that time."

The chairman of the factory

Obviously, after "slash and burn", the red collar will eventually embrace technology.

In the early days, Zhang asked a friend to design a cloth inventory display software for the terminal store, which only showed "yes" or "no" for the salesperson, thus solving the small problem of whether to pick up the bill.

This is probably the first time a red collar has access to the Internet.

In 2003, ERP became popular.

But Zhang did not find a system suitable for the customized business of red collar, but had to set up the Ministry of information, gradually increased from ten to dozens and hundreds of people, and gradually developed the system according to customization development.

In 2008, Ma Zhiwei, an industrial engineering manager, entered the red collar work. He found that Zhang would personally arrange the layout and scheduling of the factory, not only to provide specific requirements, but also to participate in the specific operation of the engineering department and information department.

Ma Zhiwei said, this is very critical.

The chairman taught us to make clothes. We implemented the chairman's request with technology.

In fact, Zhang agent has a fixed working place in the factory. He often takes a notebook to look for people to open a small meeting. When he discusses it, he can change the production line immediately.

On one occasion, the leaders of Jimo came to inspect, Zhang agent unexpectedly went to work in the factory to study a key technology.

The development of a key technology is rFID radio frequency.

When the American guests place orders through the local store, 19 parts of his volume data, plus fabric, color, shoulder type, barge head, chest pocket and more than 100 customized data, will be remitted to the red collar data platform.

In a factory in Shandong, the rFID card maker will input all the data into an electronic magnetic card, one card corresponding to one garment.

In the next process, the workers first read the card, and the code was plated, for example, "black button Eyeliner", "inside the right chest embroidery Tom", "cuffs 8 buttons are blue, red, blue, red, blue and red", and then do the specific operation.

The paper is missing, and the long cloth is missing. The electronic screen with the function of swiping card appears.

The red collar factory has entered a new stage.

But the workers still complain about trouble, slow action, and can't do a few things.

Zhang agent pondering over the pipeline for a long time, tune and tune, once again conquered all.

In the factory, Gao Yuxiu, the monitor of 20 years' working age, showed a piece of "genius like invention" to the business reporter: This is a workstation with the genius of sewing: the rFID display is integrated on the front side of the Brother sewing machine, the workers can lift their cards to read; the hanging system on the left hangs all the clothing and the rFID magnetic card, and the left hand can lift it off; the top of the worker is hanging 7 rows, each row of 15 different colors and textures of the spinning line, and the right hand is lifted to pick up the line.

If it is left-handed, turn the station clockwise to 180 degrees.

The significance of this matter is: according to the current red collar customized business 3 000 / day production calculation, take one line of action, each worker saved 1 seconds, to enlarge the entire production line is equivalent to saving 30 working days.

Moreover, the red collar factory has "eliminated" the edition division.

In the past, a designer could only print 2 pieces of clothing a day, 3 000 clothes needed 1500 edition teachers, and a month's salary would be 1 500 yuan.

According to Zhang's design, the red collar information department can generate user data, such as CAD specification sheets, clothing sheets, etc., and can directly send out the machine version, 1 pieces in 1 minutes.

Zhang invited experts to hold seminars to study the feasibility of machine plate making.

No expert support was present.

But Zhang insisted on importing CAD playing equipment, and developing independent patent machine.

Results the quality of the machine was no worse than that of the printer, and the error rate was zero.

Gradually, no one dared to say that Zhang was neurotic because the industrial customization of red collar really needs to be thrown away.

Red collar can not learn.

Over the past ten years, Zhang has simplified the volume and realized the machine version. Through meticulous scheduling, all the links of customized garment have been organically integrated.

However, this does not mean that he has not taken any detours and turns back.

For example, the Ministry of information has formulated the rules of data system modeling, and the technical personnel of the agent and Engineering Department have solved the problems of volume, edition, process, tailoring and assembly line in the factory.

Anyone who has visited a red collar company will ask a question: is there a set of technical or equipment purchase list for the winding road and turning back road around the opening agent, so that the successor can directly copy it?

Such technology list is in fact, including BOM (bill of material system), MES (Manufacturing Execution System), APS (advanced production scheduling system), OMS (order management system), WMS (warehouse management system), SCM (supply chain management system), ERP (Enterprise Resource Planning).

However, it is clear that people will soon find that these technology lists are not unique and rare.

Wu Xiaobo, a famous financial writer, left a comment after visiting the red collar: to see his recruitment of big data engineers and cloud computing engineers will make people misunderstand that this is a high-tech company, but on the surface, the equipment is normal equipment.

The strange thing is that even if all the equipment and scheduling are duplicated, the order management of "apprenticeship" enterprises will be in disorder, and the efficiency of workers is far less than that of red collar.

What is the core technology of red collar?

In the interview, Zhang and red collar executives mentioned a word: data driven.

It is more like a kind of consciousness, software, invisible and intangible.

Ma Zhiwei, an industrial engineering manager, gives three examples: the red collar data platform can monitor the productivity of workers in each process, and assign them to the most suitable process for workers. After the equipment is damaged, it will automatically repair, repair time, repair times and other data to judge the compatibility of equipment. The data of orders, materials, garments and so on will be linked with each other to ensure the continuous supply of materials and the inventory is almost zero.

The reporter noted that all the data in the red collar production process were automatically collected and generated, including quality checks, which are all digitalized. There are hundreds of requirements on the labels on the shirts, which is totally unattainable by purely manual methods.

That is to say, the red collar factory is made entirely of data intelligence decision making, and the organization is completely intermediate to achieve the best efficiency.

Efficiency is ultimately reflected in time and cost: from orders to garments, red collar only needs 7 working days, while the custom industry is 3~6 months on average. The cost of red collar single garment is only 110% of that of mass production, with only 10% to 40% of the average level of customized industry.

The efficiency is high. The red collar factory does not work overtime at all. There is no need for the custom business to work overtime for excess inventory.

To achieve data driving, there must be enough data first, which is the threshold that is hard to replicate.

From 2002 to 2008, red collar has accumulated more than 2 million customized customized version data. Zhang agent has retained these data with foresight.

In 2008, based on the edition data, Zhang agent set up a customized platform system project team, and integrated production lines, processes and other production links to explore the system construction.

To put it simply, it is to dig more data in factories, establish data links, and guide production line management and decision-making through liaise.

However, the first exploration ended in failure.

Although the red collar technicians have launched various production links, they have underestimated the complexity of data matching, and the data collation is too simple.

In fact, when the red collar data is driven, it is a huge system consisting of 9666 independent and interrelated data.

In 2009, the project group began two tackling problems, and expanded the data collation scale. There are only thousands of sets in the net edition workshop.

However, the failure of management led to failure.

The red collar factory is also too many levels, the size of affairs need to be reported at all levels, thus dragging the data driven consistency, resulting in invalid driving.

The third research of red collar was launched in 2011, and 14 engineering systems and more than 20 production process subsystems were established. Most of them were "personnel" related to staff training, salary, function and level reform.

In 2012, the third success was achieved. The red collar factory seemed to be endowed with life and thought, and the operator could clearly feel the flow of information in all production processes.

Through the second failures and the success of the third tackling problem, Zhang also realized that with the deepening of the pformation of industrial customization, the shackles of traditional organization and personnel structure were more and more obvious.

Transformation eventually falls on people, but this is precisely what the visitors can not learn.

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You must also hurt your bones.

In fact, as early as 2008, red collar suffered a terrible "structural change".

At that time, when the global financial crisis, including red collar, Chinese clothing enterprises suddenly found that their franchisees did not make money.

Xu Fangxiao, a red collar vice president who is in charge of the market and channels, still remembers the difficulties at that time. At that time, there were still more than 300 franchisees in the red collar traditional clothing business, and there were widespread problems of not selling and serious inventory backlog.

To this end, Zhang agent drew a bottom line for Xu Fangxiao: he can only work according to the contract return proportion.

In fact, Zhang has decided to pform the franchisee structure, and only reserved franchisees who are willing to pform their customized businesses.

However, the franchisee knocked against Xu Fangxiao and turned to Xu Fangxiao's superiors for a lot of goods.

Professional managers may think that after all, they are more than a dozen years of dealers, emotionally upset, and to stabilize the channel is also conducive to sales in the coming year.

But such a move to the franchisee has undermined the external conditions for the customized pformation of the red collar industry.

In the interview, Zhang recalled quite a bit of anguished memory.

He said, at present, China's professional managers are still short of structure, shortsighted and blind yearning for money.

Zhang agent fired two professional managers who used to be successors. Instead, he thought of letting his daughter Zhang Yun LAN help the company.

At that time, Zhang Yun LAN returned home from Canada and worked as a white-collar worker in a multinational company in Shanghai. She suddenly received a phone call from her father and said she wanted to see it.

My daughter was surprised that my father never took the initiative to see her after studying abroad for many years.

Although the process of meeting is somewhat deep, the daughter is sensible, considerate of father's difficulties, and agrees to return to the red collar work. The first duty is a customs declarer of the red collar international business department.

Since then, Zhang Yun LAN has gone through the factory again.

Until March 2009, Zhang held a formal handover ceremony for Zhang Yun LAN, who was appointed president of the daughter, who was responsible for marketing and marketing.

The daughter has the same strength as her father. The first year of the presidents cut down the 1/3 franchisee, but it was reckless.

This caused a great stir. The franchisee ran to Zhang Yun Lan's office and quarrelled with her, and even went to Zhang's agent to complain.

That year, red collar performance fell 50%.

At this critical moment, Zhang made the whole company's "crusade against the daughter" all over the bottom, and ignored the "old minister" objection, support daughter introduced Internet marketing talent, cut down all push team.

Zhang is actually supporting her daughter with real gold and silver. As in the past, she has been repeatedly opposed but still sticks to her own direction.

Fortunately, the crisis lasted for only a year and the red collar grew.

What's interesting is that many front-line clothing brands used a more intense franchisee expansion plan to fill market losses.

In the end, they suffered severe "shut shop tides" before and after 2014.

But the red collar grew by 150% in 2014 with its maturing custom business.

When external stability, Zhang agent led internal start knife.

Source point theory

Data driven requires the abolition of the hierarchy in the factory. Zhang agent further understands it as "source point theory", which supplements the theory and practice of red collar to industrial customization pformation.

Zhang explained the source point theory to reporters in three sentences: there is only one source point, that is, consumer demand; no profit can not meet the needs of consumers; there is no need for projects, departments and functions; point to point, end to end, remove the central link, direct consumer demand, and achieve the highest efficiency.

In 2013, Zhang acted first in the customer service department.

The original customer service department is more like the "Complaints Department", which is a garbage dump for customers' mood. The key is that the customer service department has no real power, nor can it mobilize other departments to meet the needs of consumers, and inevitably "kick the ball" and "wrangle".

Zhang agent redefined the customer service department: customer service department is the only entrance to customer demand, others can not participate in, interfere with, must be unconditionally obedient.

Obviously, if this knife goes down, other departments will inevitably be dissatisfied, and the orders of the customer service department can not be carried out.

Zhang immediately pferred the original large customer in the profit center to the customer service department's operation management, making it a real power department.

As a result, other departments dare not follow.

In the red collar factory, Zhang agent placed customer service department on the front line of the production line, and consumers' demand feedback could go straight to the assembly line without delay, and immediate feedback was immediately adjusted.

The source point theory completes a closed loop: from the customer service department, the red collar departments take performance and customer satisfaction as the assessment criteria, and the implementation of data driven is the growth of performance and the repayment of funds.

In 2015, Zhang agent simply cancelled all the departments, organizations and departments of the red collar. Everyone had only his duties and responsibilities.

Zhang said there was no need for the Ministry of finance.

Finance is responsible for managing money, but a department often fails to manage well.

As long as it involves examination and approval, people are needed; people need to be examined and approved, emotionally, leading, bureaucracy, and delay.

The most reasonable way is to assist people in giving things to the process and system, relying on data driven and supervised.

It is reported that red collar organization reform based on the source point, management costs in two years has dropped by 20%.

Jiang Wei, director of red collar business, told a case.

One activity needed to be temporarily adjusted, and he called Zhang Yu Lan, who was not on the scene.

Zhang Yunlan told him: "you don't need to ask the chairman and me. You are the client. You should know what to do.

Zhang Yuan was very disgusted with family businesses, and tried to cultivate professional managers. Later, although he turned to train his daughter and son, he did not see any family business style. The source theory undoubtedly played a key role.

It can be said that industrial customization, data driven and source point theory constitute the real blueprint in the pformation of red collar, but this "red collar" is far from the end of the chapter.

C2M mode attack

In 2015, the revenue of the red collar garment section reached about 3000000000 Yuan.

The key is that most brands in the industry are in negative growth. The income and net profit of the red collar Internet custom business has increased by more than 130% and the profit margin is more than 25%.

To a certain extent, it benefited from Zhang Yun Lan's C2M market development.

The market income of red collar in Europe and the United States once accounted for 90%, but it was mainly OEM custom agent. The domestic business development was slow, and it also had to work for others: that is, the traditional custom clothing store paid ten times or twenty times the price of the red collar, and then sent it to the red collar production. In the process, the red collar didn't show up.

In 2014, Zhang Yun LAN began to open up the domestic market, focusing on the C terminal of C2M, the mobile phone terminal and the magic factory App on the Pad side were online, and consumers could make an appointment with a key to tailor their clothes.

Shops with customized and volume functions are also spreading in cities such as Beijing, Shanghai and Qingdao.

This means that the red collar custom business starts to be truly consumer oriented through O2O.

With industrial efficiency and eliminating middleman, the price of red collar custom made garments is only 10%~30% of the same trade.

The key is that the red collar has not smashed money to buy traffic, but it relies on word of mouth, as well as a round of rounds of propaganda, rapidly rising in the first tier cities, and the domestic market share has increased to 30%.

It is interesting that an internationally renowned venture capital agency followed the red collar for half a year, thinking that it had seized the pain of the C end and proposed full holdings of red collar to Zhang.

Zhang agent rebuffed and refused: "can it work? This is my whole life experience. Besides, you don't understand this matter. Don't give me any trouble.

Zhang took the position of Guo Guangchang for the red collar: the red collar is a large unicorn.

The two people are very fond of each other. In a visit, the red collar and Fosun achieved the same view on the pformation of small and medium-sized manufacturing enterprises, and contributed to the realization of strategic investment.

In 2015, Zhang presented a new business model, SDE, and the appearance of large unicorns gradually emerged.

SDE first is a set of industrial customization pformation solutions.

The red collar set up the cool Intelligent Company to provide the "Internet + industry" solution for the traditional manufacturing enterprises to help them to flexibly and customize the pformation.

In short, red collar can not learn, but red collar can help you learn.

In 2016, Hongling cool intelligent has signed SDE output agreement with 35 enterprises, not only clothing, shoes and hat enterprises, but also electronic products, motorcycles, bicycles, cosmetics and other enterprises.

It can be imagined that when the SDE export enterprise is pformed and shaped, the red collar actually creates a C2M ecosystem, which can provide customized and personalized products and services to consumers on a platform.

In the red collar ecosystem, in addition to C2M, C can actually graft C2C, B2M, M2M and other modes.

Zhang Zeng once told a joke that many people who do the Internet and virtual red collar are "too traditional" and "not at all".

Now the popular saying is that red collar has become the largest number of industrial colleges in the news broadcasting network and the largest number of apprentices in the country.

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What is a red collar?

In the interview, Zhang put forward an interesting topic. What kind of industrial form is red collar?

If Ford's industrial line relies on IE (Industrial Engineering), TOYOTA's industrial pipeline relies on IE+IQ (human), then the industrial line of red collar relies on IE+IT (Internet) +DT (big data) +IQ.

Zhang believes that the red collar has come to the present day, and why it has a reference value for small and medium-sized enterprises, because the red collar has not eliminated people. Today, the red collar still has more than 3 000 workers, and there is no "layoff". But the red collar is driven by data driven, process design, C2M and SDE mode innovation, so that the customization is simpler, the production scale is larger and the cost is lower, so that ordinary people can also wear custom tailored clothes.

Today, China's manufacturing industry inevitably goes to the new and old changes.

In Guangdong, replacing the demographic dividend with machine replacement, but the cost of updating hundreds of millions of dollars and immeasurable risk of layoffs are making it difficult for most enterprises. In Fujian, Zhejiang and other places, the wave of branding instead of OEM OEM is coming and going, but in the face of consumption upgrading and homogenization competition, it still has to deal with fatigue.

The red collar undoubtedly provides a "soft line" for the breakout of China's manufacturing industry: the perfect combination of large-scale, flexible, rapid response and cost control to provide personalized customized products to the market.

Sheng wins in "market demand, factory direct".

Today, the "misunderstanding of red collar is a high-tech enterprise" seems to have been less established.

In 2016, the red collar introduced a brand-new and very bright magic factory mobile bus, which has white light volume function. On the bus, consumers can complete the collection of human data in 2 seconds, directly pmit the red collar data platform, and instantly customize clothes, hats, wigs, shoes, down garments and other personalized products.

It is reported that this expensive mobile bus will expand rapidly, heading for the first and second tier cities, the red collar C2M business mode will achieve the "double shift" advantage of mobile terminals + Mobile buses.

Last year, Zhang said, "red collar is one year," and to the end of next year (2017) will be another new situation, but now it needs to be kept secret.

After a whole afternoon's interview, the chairman of the factory could not wait to go to the factory to show enthusiasm.

On the other side of the door of the chairman's conference room, it was the first CAD volume plate making process in the red collar factory. It was also the place where Zhang agent first conquered.