Textile machinery industry transformation must be adapted to local conditions

In the past two years, in the textile machinery industry, the situation has been sluggish, orders have been insufficient, and transformations and upgrades have been called countless times. Various companies have also devoted themselves to innovation and development. However, many companies are still confused: they have spent a long time and invested The cost has not seen any results, but has brought the plight of poor capital flow. In the end, how can we make transitions to save lives? Recently, during the interview process, the interviewees frequently asked these questions.

There are only closed businesses in the world, and there are no closed industries. Entrepreneurs can ask themselves: Does the company have the ability and means to compete with domestic and foreign counterparts? Do you have higher value-added products with independent core technologies? Do you have the ability to respond quickly to the market and control the market? Is there a long-term mechanism to attract and motivate all kinds of talent? Is there a production and business model established in accordance with international advanced management standards? If the above score is a high score, it means that the company can deal with it calmly in the storm. On the contrary, if it is to survive, it can only be transformed due to time and place.

"Three new" crack the puzzle

The transformation and upgrading of enterprises must be synchronized with innovation and efficiency. Not all companies are pursuing high-end equipment and they should do what they can. For small and medium-sized enterprises, large quantities of products are in stock, and the money that is put out is accumulated in the warehouse and cannot form cash flow. The purpose of the transformation and upgrading is to reverse the loss situation as soon as possible and increase the competitiveness of enterprises in the market. This requires the use of new ideas, new models, new ways to crack.

There are also some companies that have heard examples of the combination of production, education and research. They have followed suit and have signed agreements with universities in the textile industry to prove that their products have R&D concepts. In addition to copying techniques, copying ideas, and copying methods, these enterprises did not have any other innovative achievements. It is this blindly imitated thinking that has pushed itself into a desperate situation.

In order to avoid the intrinsic production thinking of homogenous vicious competition, Shanghai Yifang Machinery Co., Ltd., through market research, started a new model of textile machinery equipment from standard to “private customization”. And put forward three insistences: adhere to the "you have no I have, you have my own" differentiated development strategy; adhere to the innovative design, really put up the actual performance of the single device to meet the needs of users; adhere to the world-class combing equipment shoulder to shoulder, Develop a new generation of high-speed intelligent combers.

Ding Chendong, general manager of Dongjie Special Parts Co., Ltd., said that for a textile machinery component company, the team is the most important determinant in any case, and it is the key to the company’s competitiveness and the company’s driving force for continuous development. The source is also the material basis for the happy life of the company's employees. Because in terms of specific products, more than 60% of products run on labor, and the team operates as a system. Only the stability can ensure the balance of quality. At present, it is a good time to accept the transformation and upgrading. The company can take this opportunity to seek new ideas, develop new ways, and push the brand to major international markets.

How to make a transition is effective

If we want to change the status quo of sluggish situations and lack of orders, we must first resolve the basic issues of how to transform and where to turn. The purpose of the transformation and upgrading is to change the mode of economic development and promote structural adjustment, which is embodied in the implementation of strategy formulation, structural adjustment, optimization of operating structure, and promotion of technological innovation.

Of course, there are also managers of enterprise sales departments who reflect that it is very important for companies to make adjustments in their product structure adjustments, but they cannot ignore the adjustment of other supporting links such as sales channels and product services.

Some industry experts have suggested that the following needs to be taken into account in the transformation of enterprises: First, the transformation and upgrading does not mean that they all develop high-tech and cutting-edge technologies, but need to conduct scientific comprehensive analysis based on their own factors, human resources, and business fundamentals. Give full play to comparative advantage and take the road of transformation and upgrading. The orientation of transformation can be differentiated, branded, specialized, capitalized, technologicalized, refined, and intelligent. The second is to expand and control the high added value chain through transformation. Avoid the low-end, low-profit, processing, agent distribution links, and seek value-added processes such as “re-development, strong design, branding, building logistics, and expanding the market”. The third is that enterprises are the main body of production and management. They must understand how to turn, turn to where, those links need to be changed, how to turn the biggest gains, how to avoid risks, and how to distinguish between transition and transition. Fourth, transformation and upgrading companies should pay attention to the introduction and training of high-end talents, increase investment in scientific and technological research and development, use new technologies and new equipment, create original core technologies, and focus on the need to achieve high-end products and high-grade development.

"Entrepreneurs must have broad minds, clear-headed minds, and do not use their intentions to objectively and truthfully view themselves, their opponents, customers, and markets. If companies lose money in the sales market, they think that they are problems for customers or competitors. The user's factory opens a bad car and complains about the customer's process, raw materials, technology, etc. If the general manager does not investigate and research, he does not want to face his own deficiencies and likes to listen to good things. It is like a poison slowly infringes the enterprise." Ma Chi, general manager of Changchu Combing Machinery Co., Ltd., said, "To truly see the objective reality, we can't take it for granted, and start everything from the reality, respond to the current things in a dynamic and real-time manner, and do a good job at the moment. It is always invincible in the process of transformation and upgrading by constantly learning from the strengths of our competitors and constantly finding satisfaction from customers and markets.”

Success has no pattern to follow

The success criteria of transformation and upgrading should have strong anti-risk capability, achieve the double requirements of production operation efficiency and improvement of operating efficiency, and achieve extensive development of refined operations in the direction of refinement and intensification, and satisfy the product from low added value to high added value. The transformation to achieve a year-on-year increase in employee benefits is conducive to sustainable long-term corporate development.

Chi Yubin, general manager of Jiangsu Lianyungang Yingyou Textile Machinery Co., Ltd., said that in the present state of tepid industry, companies are racking their brains to innovate and seek transformation. They must be clear about their own situation in the transition and clarify the details. To find out the advantages of the enterprise and seek development on this basis, we must not blindly follow it, or we must lose the man and lose the soldiers. At present, the company is gradually shifting from "product-centered" to "user-centered" and has established a fully functional technology development center to track, collect, and study the technological development trends of textile machinery at home and abroad and conduct market research to ensure that Customers provide personalized and differentiated services.

Changzhou Wujin Wuyang Textile Machinery Co., Ltd. regards the continuous development of new products as the driving force and lifeline for the development of the company. The company has not blindly carried out the production, research, and research work before. Instead, it has carried out the development of new products related content with the School of Mechanical Engineering of Donghua University. After several in-depth exchanges and discussions, it was finally in the first half of this year when the time was right to reach a preliminary cooperation intention with the School of Mechanical Engineering of Donghua University in machinery, textiles, and smart technology.

Wu Yongsheng, senior advisor of China Textile Machinery and Equipment Industry Association, summed up and thought about China's textile machinery products and stated that there are a series of problems such as low product technology level, unqualified quality, low reliability level, and high-end products being squeezed by imported products. This is caused by the common faults in the development of the industry, that is, in some enterprises, in order to catch up with the situation and catch up with the tasks, they have lost the opportunity for transformation and upgrading, resulting in a bad cycle of slow technology development and poor return of funds in development. Therefore, he reminded companies that local conditions are the key starting point for companies seeking development. If it is an enterprise product transformation, it can develop high-end and characteristic markets by optimizing the product structure, and promote the development of high-end, characteristic, and cost-effective products to enhance the level of added value; if it is a market transformation, it will adopt both domestic and foreign sales to seek new development space. If sustainable development is transformed, we can build and increase investment in R&D through brand cultivation, master core technologies based on innovation, achieve cost-effective control, and provide cost-effective products to seize the market.