What Is The Difference Between Chinese Dyeing Factories And Italy Dyeing Factories? Foreign Experts Tell You How Far Away From The Top Of Pyramid.

There is no doubt that Italy fabric represents the top of the world fabric "Pyramid", and is the "spokesperson" of high-end, technology and technology, and is highly sought after by international top brands. Today, Chinese textile enterprises are spared no effort to expand their territory, and are eager to expand their own "territory", but few can open up the international high-end market.

Recently, Robert Stiffnino, technical consultant of Foshan Datang textile printing & dyeing Garment Co. Ltd. (Roberto Steffenino) At the Eighth National Printing and dyeing industry management innovation annual meeting, he summed up his experience in textile and dyeing enterprises in Europe and China, and gave his own suggestions for the problems encountered by China's printing and dyeing enterprises.

Question 1: Hardware boom is hard to cover software missing.

Robert believes that although many of China's factories have advanced printing and dyeing equipment and a large proportion of imported products, it can be said that they are not inferior to European enterprises in the "hardware" link. However, Chinese enterprises have a large gap in the "software" links such as the quality of technicians, the degree of automation management, and other textile enterprises in developed countries such as Italy. "Because of the high cost of labor in Europe, Italy's textile enterprises generally use automation equipment to replace manpower, and make meticulous management and control of the production process. "He said.

Robert, for example, said that TVU, Europe's largest yarn dyed enterprise Attaches great importance to staff training, in order to ensure product quality also has its own product testing room, to provide customers with reports. The entire factory automation level is quite high, the progress degree of each process can be found in the program. Its computer color matching system has 80 thousand dyeing prescriptions, which is convenient for testing and dyeing workshop dyeing, thus reducing the management error and cost increase caused by manual operation.

"It is not difficult to find that the management framework of a company that has gone through a century is institutionalized, and this is the key to whether a company can be evergreen. Robert thought that Compared with textile enterprises in Italy, the main management defects of Chinese textile enterprises are in several aspects: The degree of specialization is low, and the spirit of using theory to guide practice is lacking. Too conservative, lacking the spirit of exploring new tools, new things and new tools. Less emphasis is placed on cleaning, maintenance and maintenance of equipment. The workers' working environment, workers' safety in production and health are relatively lack of attention and supervision. The regulations on international textile dyeing and finishing industry are not well understood. Less attention is paid to the collection and control of the standard operating parameters in the production process. Relatively lack of awareness of standardization, standardization and institutionalization of work. Managers are less aware of self enhancement, and not enough to focus on staff training.

In response to these problems, Robert stressed that China's textile enterprises should first streamline their institutions, set posts and responsibilities, formulate clear organizational structure and optimize their human resources. Secondly, we should establish various supervision and restraint mechanisms, check the process transfer, have quality control measures, and check the quality. Finally, it is to improve the professionalism of managers and speed up the development of enterprise informatization.

Question 2: Lack of development leads to weakness

Through years of work summary, Robert found that Chinese enterprises pay more attention to the pretreatment and printing and dyeing links, but the importance of the application and development of post finishing technology is not too high. "Finishing after dyeing and finishing is the most flexible link in the entire textile production chain. Italy enterprises have accumulated several decades of technology for the use of textile auxiliaries in this link. They mainly use various kinds of special equipment for finishing, flexibly apply physical and chemical methods for finishing, and increase the added value of products. In this regard, Chinese enterprises still have many places to learn. "

In addition, Robert believes that the lack of investment in design and technology research and development is also widening the gap between China and European dyeing and printing enterprises. " Italy high-end home textile company Seteria Bianchi SRL It is a company with a total staff of only 80 people. The R & D and technical personnel account for 1/3 of the total number. There are 25000 designs, 1000 new ones every year, providing high-grade fabrics for Fan Sizhe and other famous brands, with a small amount of orders, but the unit value is as high as 100 euro / square meter. "

He pointed out: "Some Chinese printing and dyeing enterprises each year claimed that the number of new products reached three digits, but most of them only changed in terms of process, pattern, color and so on. Even though the" new degree "product was relatively high, they were often followed up and trailing products. The original products with high technical content and strong competitiveness are less. "

Robert said frankly, the gap between product design and consumer market has led to different development ideas between Chinese and Italian enterprises. He said, Most of the products of Italy enterprises are in the high-end market in the field of fashion. The scale of their businesses is generally small, and they can undertake a series of orders with small quantities and time requirements. This is what most Chinese printing and dyeing enterprises do not have.

Question 3: The concept is not compatible, resulting in blocked bars.

Nowadays, many family businesses are troubled by the problem of "cross rod". The printing and dyeing industry is no exception. Many of the two generation of Chinese printing and dyeing family businesses do not want to be engaged in the real economy just like their parents, but instead transform themselves into the virtual economy.

"In Europe, this is also common. Robert said he thought it would be no problem if the two generation of family businesses wanted to switch to another field. "If a family wants to continue wealth, it has to deal with it flexibly. If the new generation thinks that the society has changed, the investment entity economy is no longer the best choice, but the development of the virtual economy, such as finance or the Internet industry, is also a good choice. "

"The older generation needs to communicate with the new generation. Of course, how to make effective and open communication is a difficult problem, especially on some sensitive issues. People always think that the older generation is more intelligent and experienced, so they often command young people. In fact, we should listen more to young people's ideas and trust them. Family businesses should have a transparent communication system, and members can sit down to analyze the current market trend. Robert said that the key to the success of the family business in the future is not that the children in the family must become the leaders of the enterprises, but as the shareholders' status control and control enterprises. "The family can hire professional managers who know the industry to manage the business, and family members can supervise from the side. "He added.

Robert concluded: "At present, the situation of printing and dyeing industry is high and volatile. The focus of attention of enterprises is not only on how to inherit, but also focusing on industry. The so-called "entrepreneurial difficulties, more difficult to keep the industry", want to break the rich three generation of "Curse", today's entrepreneurs should focus on not only the development of their industries, but also increasingly complex business management, and policy direction. "