Haijia Machinery finds itself an "opponent"

Haijia Machinery finds itself an "opponent"

Text|Reporter Xie Dandan

Many companies choose Haijia Machinery as the first choice for their product replacement.

There is an unusual "sign" in Wangtai Town, about an hour's drive from Qingdao Jiaozhou Bay Cross-Harbour Tunnel.

The giant textile machine bearing stands in the mouth of the town, showing its special identity to every visitor: the first town of China's textile machinery, the country's largest shuttle looms production base.

Yes! With a sound industrial chain, tens of thousands of textile machinery (hereinafter referred to as "looms") are born here and then sold worldwide. The card and water jet loom produced in this town account for 75% and 90% of the domestic market respectively.

But at the same time, an embarrassing fact is that most of the hundreds of factories in the town are engaged in the production of low-end spare parts, and the assembly plant only accounts for 1/4. There are also many enterprises that belong to small workshops, mainly based on imitation, lacking core technology, and homogenizing and low-price competition. According to industry insiders, there are less than five independent research and development companies in Wangtai Town.

Among them, Haijia Machinery, which was established in 1995, is generally more than RMB 10,000 higher than the surrounding manufacturers, but the order is still flying like a snow flake. As of December 2016, Haijia Machinery's global sales of water jet loom has reached 75,000 units, achieving a global share of 20%. It ranks first in the world for many years and is called the stealth champion in the field of water jet loom.

Why does Haijia Machinery stand out?

Looking at their orders, we know that Haijia water jet loom has become the first choice for many companies to upgrade their products. And Haijia's winning way is to provide cost-effective products and services.

Especially in recent years, Haijia has developed rapidly. All of this benefited from the fact that Hai Jia found a role model opponent for himself - Japan's old water jet loom Tsudakoma. In 2015, Haijia proposed: To compete with Japan's Tsudakoma, to improve product quality and performance, and to surpass Tsuda.

The “catch-up” here has both learning and competition. Haijia learns the standardization of production and craftsmanship in Japan, which is more cost-effective and meets the needs of customers.

Be the leading wolf in the wolves

Although it has been awarded the title of “China's famous textile machinery town”, Wangtai Town's looms are more numerous and cheaper.

Like all companies in Wangtai Town, Haijia started from the production of spare parts in the early days. But the difference is that Chairman Wang Anzhen has a more sense of crisis than other bosses in the town. While many of his peers are still doing business with a patchwork and no technical threshold, he is thinking about another question: how to make the company more sustainable and healthy.

To this end, Haijia has been established for 22 years, and Wang Anzhen has carried out a technical improvement, while carrying out management improvement, and two-pronged approach, Haijia has gradually embarked on a brand road. Since 2012, Wang Anzhen has led Hai Jia to complete the two major tasks of the management team's formation and hardware upgrade. The execution of employees and the overall efficiency of Haijia have been greatly improved. However, the products still have a long way to go from foreign first-line brands.

“This gap is a comprehensive gap, which is reflected in many aspects such as manufacturing process, brand, influence, etc. The most obvious difference is the details of the product. Compared with Japan’s Tsudakoma, Haijia’s products are fine. There are still many shortcomings." Wang Anzhen said that "Chinese and foreign management" analysis.

At that time, the global water jet loom pattern is also changing. After the merger of Nissan and Toyota in Japan, they basically withdrew from the field of water jet loom. South Korea’s Ssangyong is gradually surpassing the rise of Chinese companies, and their orders are declining year by year. In the global market, the pattern of Japan’s Tsudakoma, Taiwan’s Spring, and Qingdao’s Wangtai Town has gradually formed.

And this change in the competitive landscape has given Wang Anzhen more confidence - Haijia must become the leading wolf in the wolves of Wangtai Town!

Wang Anzhen had two considerations at the time: either to introduce a consulting team or to introduce a Japanese talent to help Haijia improve. Under the invitation of Wang Anzhen, Wu Zhiqing, an expert who has been engaged in many years of management in the textile machinery industry in Japan, joined Haijia in 2016.

In this context, Hai Jia quite screamed the slogan “To the standard Tsuda, the world brand of Chinese loom”. Liu Jiaran, the general manager of Haijia, interpreted this slogan as follows: Taking Japan’s Tsudakoma as an example, it will further improve the cost performance of products and be closer to Japanese products in terms of quality. Get more customers with cost-effective advantages and better service.

Learning standardization in Japan

After coming to China, Wu Zhiqing Xiao served as the director of Haijia's production department. He extracted the elite forces from various departments and set up the “standardization promotion group”. Through continuous understanding and observation of Haijia, he found that Haijia's production capacity is much higher than that of Tsudakoma, with obvious advantages in production and high enthusiasm for employees. But the problem is that the quality is unstable and the quality control is far less strict than that of Japanese companies. The crux of the problem lies in the lack of detailed and complete standard workbooks.

Li Yong, chief engineer of Haijia, shares this feeling. "China's product problems are largely due to this, plus most workers are from rural areas and have not undergone professional training." Therefore, many products that are feasible in design often have problems in the implementation process.

In the process of promoting standardization, Wu Zhiqing's biggest challenge comes from the consciousness of employees.

At the beginning, he found that the problems in the production process would be pointed out immediately. Workers' attitudes are usually good and they are handled quickly. However, the next time is still the same. In addition, compared with Japanese, Chinese workers usually only pay attention to their job responsibilities, rarely consider the next process, and do not think about how to make the whole process smoother.

But to improve, you can't! At present, Wuzhi Qingxiao is planning to organize training and learning sessions for grassroots personnel to gradually change the awareness of workers.

Since January 2017, Haijia's factory has added a row of “innovation improvement” activities. Each innovation activity confirmation sheet covers information such as the inventor's photo, innovation index, and improvement effect comparison photos. For example, some employees have proposed to increase the LED lights in the drilling machine and lathe conversion station, which will improve the unsafe work and affect the processing quality. For example, there are employees who have made innovations in the identification of file cabinets. By sorting the file cabinets and corresponding keys in alphabetical order, the search time is saved.

This practice is very common in Japan. But what is different in Haijia is that no matter the size of the innovation, even a cabinet in the office can be displayed as an innovation improvement. The goal is to raise employee awareness and affirm their efforts through small things, thereby encouraging employees to actively participate in the company's various innovations and quality improvements.

Compared with the small problems in the eyes of the workers, Li Yong regards Wu Zhiqing as his own companion. Whenever there is a problem, I will pull him to discuss it. "How is this situation handled in Japan?"

On one occasion, a group of machines ready for export were put up in the yard. When Li Yong passed by, he found that some corners of the machine did not spray paint, because the usual machines were easy to ignore. Li Yong came to Wuzhi Qingxiao, Wu Zhiqing Xiao around the machine, walked round and round, and recorded those places that would not rust if not handled well. Then, he suggested that Li Yong make a shipping standard to the Ministry of Foreign Trade, stipulating which parts must be oiled and rust-proof. Each shipment is checked against this standard.

The biggest inspiration for this kind of thinking for Li Yong is that the Japanese find problems, do not emphasize who is responsible, but solve problems from the process to avoid similar errors in the future.

However, in the eyes of the Japanese, it is relatively simple to make a standardized document. More importantly, these standards should be constantly revised and updated in later practice to make them continuous and perfect.

“Haijia proposed to the standard Tsudakada, in fact, more is to start from management, improve and improve product quality.” Liao Menghu, vice president of the Filament Weaving Association, interpreted Haijia’s development plan.

"Specializing" professional looms

But in fact, Japan's Tsudakoma has been in the textile machinery field for hundreds of years, and Haijia wants to catch up with the price/performance ratio in a short time, and it is not easy. However, Haijia's advantage is: China is the largest market for textile machinery in the world.

Therefore, in the grasp of the Chinese market and the rapid response to customer demand, Haijia can get the first month in the water.

In recent years, with the development of fabric types, the textile industry has put forward higher requirements for production equipment. More and more customers realize that if they want to establish an industry advantage, they must be good at one area. Directly embodied in the equipment, companies are more inclined to buy specialized machines that produce specific fabrics, instead of relying on a piece of equipment from the past to fight the world. After seeing this change, starting from 2016, Haijia proposed: to be a professional water jet loom.

At Haijia, a device that specializes in the production of down jacket linings is very popular. In the past, in order to prevent drilling, there was a layer of liner in the down jacket. And this device can weave double-layer fabrics, customers can directly fill the velvet. And the density of the woven fabric is greatly increased, and even the coating originally required for the down jacket can be omitted.

A company in southern China hopes to produce a very thin and sleek suit lining, so it ordered 60 units of various manufacturers including Haijia for comparison. In response to the special needs of this company, Haijia in-depth research, continuous improvement, and finally launched a model specifically for the production of suit lining HJ-8100. Finally, the test results show that Haijia wins from the quality of the weaving. Later, all the orders of this company were almost filled by Haijia. At the same time, a large proportion of the lining industry orders have been given to Haijia this model. The professional customer needs like this, feedback to Haijia, has become the driving force and source of Haijia's continuous innovation.

There are also many new customers who have high requirements for quality, and purchase Haijia equipment to replace imported equipment.

On one occasion, one customer suggested that there are foreign advanced machines that can achieve six-bar linkage beating on a wide machine. "Can Haijia do it?" However, Haijia did stay at the four-link beating. Li Yong visited the model on the spot, calculated and analyzed according to the public parameters, and then designed it by hand.

After several months of research and development, Haijia finally realized the six-link beating. With the same specifications, Haijia's textile machine can play more than the density of its peers, far exceeding the expectations of the manufacturers.

In the process of developing specialized looms, Haijia constantly accumulates customer demand for professional models. As long as customers with the same type of products are produced, Haijia will recommend some proven configurations to customers. In order to fully integrate customer needs and manufacturing, Wang Anzhen specially sent a fabric-relevant engineer to Suzhou to collect customer needs, sort out a standardized material for fabrics and corresponding configurations, and also established a database of customers and their areas of expertise. .

In Wang Anzhen's view, in the future, textile machinery will certainly win in the profession.

Responsible for the final use of the machine

Haijia also values ​​after-sales service.

The quality of a machine is largely due to the debugging during use. According to Liu Jingran, for example, in the Sheyang area of ​​northern Jiangsu, the water quality is hard, and the standard check valve configuration is not good. The effect of changing to a special double 7th check valve will be much better.

However, compared with the diversity of the market, the non-standard operation of customers is also a major reason for Haijia to pay attention to after-sales service.

Take a Vietnamese customer as an example. He purchased Haijia's equipment. Originally, the fabric should be sizing, but he didn't, because in this case, he could save 5 cents in cost by making 1 meter. In this case, the normal debugging of the machine is not easy to open. After receiving feedback from customers, Haijia sent people to re-adjust the configuration for the situation where the customer did not sizing. If you change another variety next time, the customer's machine will continue to adjust.

Weaving a piece of high-quality fabric requires the cooperation of raw materials, preparation processes, machines and so on. There is a problem with the fabric, and most customers will think it is a problem with the machine. What Haijia has to do is to help customers find problems and solve problems.

Japanese companies are often based on a common perception: all customer operations are regulated. However, in China and other parts of the world, textile companies still have improper operations in the process of using machines, and enterprises cannot control them. Therefore, Haijia must pay for the “non-standard” of the user. Fortunately, this situation is getting less and less.

In the Suzhou office, Haijia has a team of 30 people, almost half of the after-sales service personnel. "Their responsibility is to revolve around the market, what kind of services customers need, and try to satisfy them." Wang Anzhen often hangs on Haier's "sincere forever" slogan and regards it as Haijia's creed.

Please come in overseas customers

In Wangtai Town, there are hundreds of factories that make looms. Everyone says that their machines are the best, and their rhetoric is similar. However, the customer base of the textile industry has a low-end, low-cost impression of the Qingdao loom.

Therefore, Haijia took the initiative to invite customers to conduct field visits. Wang Anzhen hopes to tell customers that Haijia can compete with equipment from Japan and Taiwan.

In the past, Haijia's customers were mostly concentrated in Jiangsu and Zhejiang. In recent years, with Haijia boldly “going out to sea”, India has gradually developed into the largest overseas market. The marketing method of “inviting customers to visit” has also been extended to India. Wang Anzhen said: "We must invite customers in. Only let them witness the scene and understand the production process of Haijia equipment will be trusted to us, and trust is the prerequisite for all cooperation."

At the beginning of May 2017, a group of dark-skinned Indians appeared in Haijia's factory. Many of them have been here for the second time, but more people are hearing about Haijia's equipment and want to find out. Someone took a pen to record, and someone drilled it under the machine to observe it carefully. The chief engineer Li Yong was surrounded by a group of people and asked this question.

In fact, two years ago, India’s companies that bought Chinese looms were still rare. The reason is that Haijia's machines are generally more expensive than their peers. How to let Indian customers accept this difference? Inviting customers to come in is undoubtedly the best marketing method.

"With the passage of time, in the case that the quality of products between Haijia and Japan is getting closer and closer, the price/performance ratio will more and more influence the choice of customers." Wang Anzhen said with joy.

Editor in charge: Julie

Management review

It is undeniable that China is currently a textile power, not a textile power. Haijiasheng is in overall cost performance. At the same time, the development of personalized products undoubtedly bypasses the low-margin dilemma of conventional products. After more than ten years of rapid development, the chemical fiber filament weaving industry has entered a new normal of slow growth. Supply-side structural reform is a top priority, and industrial development will shift from quantitative expansion to qualitative improvement. Strengthening product development and technological innovation is undoubtedly a new driving force for the development of the industry.

Commentator: Liao Menghu, Vice President of Filament Weaving Association

Enter [Sina Finance and Economics Unit] Discussion

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