Annual Output Of 110 Million Shirts!! You Can't Get The Order? Where Is The Problem?

Yida group, the invisible champion of Chinese fabric processing and garment foundry, including many famous brands such as Amazon, Nike, Ralph Lauren, Tommy and Banana Republic.

It produces more than 110 million shirts in one year.

Yang Minde, the current chairman of the group, is from Hongkong.

This is a family business. His father Yang Yuanlong founded the Yida group in 1978. He was a famous silk king in Shanghai during the Republic of China.

The garment factory of Yida has shown the great changes in the traditional industry of textile and clothing to the outside world.

In the factory area, the AGV automatic driving cargo machine can be seen everywhere. The doors and elevators are all intelligent sensors, and the workers standing on the electric balancing car are shuttling on every machine production line.

Yida group has 55 thousand employees worldwide, 22 thousand in Foshan, and more than 30 thousand employees in Foshan at the most.

To a certain extent, this is related to the emergence of machine automation.

The process of production automation has already begun.

The group's revenue reached 1 billion 360 million US dollars in 2018.

Strong power enables it to make intelligent manufacturing and flexible production more independently.

The company now uses the robot with cameras to detect cloth defects.

Now, the front end processes such as needle weaving fabric factory, spinning factory, and flower factory are basically automated, and standardized and modular production has already been achieved.

From cotton, spinning, fabric, shirt to accessories, a garment can go through five parts. The five parts can basically use robots, but the sewing production process can only use skilled workers in traditional sense, because when the sewing machine is sewing, the cloth is soft and breathable, so it is difficult for a robot to sew fast and flexibly like a screw or a metal plate.

Therefore, garment automation is the key to overcome.

The peak of the development and use of robots has been in the past five or six years.

The reason is cost and efficiency.

This is the key to a garment enterprise which is mainly engaged in export foundry.

Cheng Peng, general manager of the Yida knitting fabric factory in Guangdong, Foshan, is a top student of Tsinghua University.

The main object of study is heavy engines.

In 2001, Yang Minde, the chairman of the United States, was dug back to Foshan.

A factory is dumbfounded - good low end!

Because at that time, two workers were required to do manual work even after filling a cloth.

He concluded, "there have been many changes in the past eighteen years.

The biggest external change is the rising cost of manpower and the appreciation of the renminbi.

The wages of workers are about 2.25 times that of 2008 in 2018.

The biggest change of the production side is that the customization demand is more and more obvious, and the order is getting smaller every year.

Europe and the United States are the main markets. The orders are relatively large, and orders have begun to decrease in the past two years.

Us orders accounted for about 45% before 2013, down to 39% in 2018.

Most of the machinery and equipment are purchased abroad, and few domestic brands can be seen.

In fact, many robot production lines are developed by foreign machinery and equipment suppliers and equipment developers, front-line workers, even order customers.

Cheng Peng said, "because we know better about the production process and product demand.

Our innovation is mainly practical innovation, starting from demand.

We rarely have original and basic technology research and development, basically from the existing technology, mature technology, and according to production needs to splice and upgrade.

Basic technology research is a matter of scientific research institutes.

At Yida, this applied innovation can be seen everywhere.

For example, the line production line, a row of more than 2000 needles, originally need skilled workers to wear all kinds of color lines into the needle eye, it takes a lot of time. Now the machine wears, it takes an hour.

Tian Zhuan, deputy general manager of Yida tatting fabric factory, said: "this is not only how much manpower is saved, but also reduces the labor intensity of workers and improves the stability of production.

Because machines don't look at flowers. "

In the warping workshop of Gaoming Yida tattoo fabric factory in Foshan, the automatic yarn packing machine, which is one by one, is lined up into several production lines.

The whole warping workshop adds up to 15 thousand bobbins, which originally need workers to hang up manually. A skilled worker needs to stoop and hang about 3000 times a day. Now they are all manipulators, which are developed by themselves and a robotic company.

Now a robot can only recognize and pick up 1 bobbins at a time, and they will change the new ones very quickly. They can fix 8 to 10 at a time.

Tian Zhuan said, "now that the machine can operate, in fact, the cost is relatively low, and skilled workers need to operate, the cost is high."

These improvements and R & D are mainly initiated internally.

Yida group has an excellent engineering department in Gaoming, Foshan, most of which are returnees, Tsinghua and Fudan, while the rest are from the factory's equipment technicians.

This department, regardless of production, does one thing. According to the pain point of production, it puts forward solutions, and can develop and solve problems by itself, and find out external suppliers.

Many R & D teams are temporarily established, from various departments, technology, equipment, production workers, procurement and so on, the project is completed and disbanded, and then proceed to the next one.

Simple, practical and efficient.

Cheng Peng, general manager of Yida knitted fabric factory, said: "at present, the government can play a relatively small role in technological innovation such as textile enterprises.

The innovation of enterprises is actually the demand of the industry leading enterprises and the invisible champions. The first driving force of innovation is not to reduce costs, but to produce the reliability of production processes and products, and finally to derive the continuous competitiveness of enterprises in the market.