On August 11, the 5th Shenghong National Printing and Dyeing Industry Management Innovation Annual Conference, sponsored by China Printing and Dyeing Industry Association and co-organized by Shenghong Group Co., Ltd., was held in Shengze Town, Wujiang District, Suzhou City. The original text of the speech by Sun Ruizhe, vice chairman of the China National Textile and Apparel Council, at the annual meeting of management innovation is as follows: We are in an era of change. Yesterday’s successful experience may be the rope that binds tomorrow. It may be an expired boat ticket. We can't engrave a boat for a sword;  The usual method in the past may be a bamboo basket for drawing water from a well. We can't ask for a fish.　　 The current situation requires us to be creative and never rigid.　　1. Management innovation is the only way to improve the quality and efficiency of the industry.  In recent years, China's textile industry has entered a new normal of development characterized by "speed change, structural optimization, and power conversion". The growth rate of the main indicators of the industry tended to be flat, and the development of the whole industry showed an L-shaped growth trend.　　 In the first half of this year, the industrial added value of the textile industry under national regulations increased by 6.5% year-on-year, a year-on-year slowdown of 0.3%, which was 0.2% lower than the national GDP growth rate and 0.5% higher than the national industrial added value. From January to June, the main business income of the textile industry under national regulations was 3346.24 billion yuan, an increase of 4.64% year-on-year, and the total profit realized was 169.04 billion yuan, an increase of 6.31% year-on-year. Costs and expenses continued to increase. Main business costs increased by 4.72% year-on-year, sales expenses increased by 4.27% year-on-year, management expenses increased by 5.09% year-on-year, and financial expenses decreased by 0.93. Although interest expenses fell by 7.18%, interest expenses were included in the three expenses. The proportion is only 14.56%, and the increase in overall costs is worthy of attention.　　 From January to June 2016, the fixed asset investment of projects over 5 million yuan in the printing and dyeing industry was 16.082 billion yuan, a year-on-year increase of 5.58%. The main business income of regulated enterprises was 175.525 billion yuan, a year-on-year increase of 2.19%; the total profit realized was 8.078 billion yuan, an increase of 10.37% over the same period in 2015, which to a certain extent reflects the effects of industrial upgrading, technological progress and management innovation in the printing and dyeing industry . The growth rate tends to be flat, and the industry maintains an L-shaped development trend. This is a direct result of sluggish domestic and foreign market demand, intensified competition among industry companies, increased resource and environmental constraints, and rising production factor costs. However, the deeper reason lies in the industry’s previous high growth process. The formation and accumulation of supply-side, structural, and systemic issues. To solve these development problems and realize transformation and upgrading, the industry needs to accelerate technological innovation and equipment upgrades to enhance the industry's hard power, and more urgently, it is necessary to deepen management innovation and explore management systems and management concepts that meet the needs of the industry and the times. , Management methods. 2. Management innovation is to adapt to the actual requirements of environmental changes. The economic logic of management innovation is to achieve a more adequate and efficient allocation and utilization of economic resources, production factors, and knowledge capabilities through the optimization and adjustment of production relations, thereby liberating and developing reality productive forces. To effectively adjust production relations, it is necessary not only to fully consider the enterprise's own conditions and endowments, but also to adapt to the objective changes of the environment in which it is located. The current environmental changes in the textile industry mainly reflect five aspects:  Black swan incident has become the norm. From Brexit to Turkey’s coup, from Trump’s sudden emergence in the US election, to the rapid rise of cotton prices in the previous period, black swan incidents have occurred frequently. .　　 There are three reasons why the "black swan", which has a small probability, is centralized and normalized.　　 One is disruptive innovation. Worldwide, the collective technological revolution characterized by intelligence, greenness, and ubiquity is booming and profoundly adjusting the division of labor, reshaping the competitive landscape, and changing the balance of power. In the wave of technological innovation, the uncertainty of the industry has increased significantly, a large number of new forces have risen rapidly, and quite a few star companies have suddenly fallen.　　 The second is policy adjustment. After the financial crisis, the world economy as a whole has remained sluggish, and various contradictions concealed by high growth in the past have been concentrated. This is particularly evident in some emerging economies with a single structure. Economic uncertainty increases policy variables. Many current political events abroad are related to the economic downturn to varying degrees. The continuous adjustment of policies and the increasingly fierce political game between countries have increased the uncertainty of the development of the industry.　　 The third is market involvement. The in-depth development of the market economy has made the relationship between enterprises and the market more and more close. Emergencies that occur in any region of the world not only affect product procurement, production, transportation, and sales in the location of the incident, but also spread to other regions through business activities, capital financing, and information interconnection.　　 The black swan incident has become the norm, and business results are increasingly affected by external uncontrollable and unknowable factors, which puts forward higher requirements for the robustness of business management.　　Increased complexity of trade relations From the perspective of trade relations, worldwide, regional trade agreements are showing an increasing trend year by year. There were 76 regional trade agreements that entered into force from 2010 to June 2016 alone. Since the reciprocity clauses in regional trade agreements are mainly aimed at countries within the agreement, while promoting economic growth of the countries within the agreement, it has fragmented cross-regional economic and trade cooperation to a certain extent, resulting in fragmentation of the global trading system. There is a large amount of intra-regional trade between my country and Asian countries, and at the same time, there are other strategic agreements that have come into effect in more other countries. An industry transaction may involve more than one free trade agreement. The overlap of free trade agreements has further increased the technical difficulty for companies to master and apply relevant rules.　　 From the perspective of cost structure, affected by factors such as technological revolution, capital costs, raw material prices, energy prices, policy environment and other factors, the global textile manufacturing comprehensive cost gap is gradually narrowing. The global textile manufacturing cost tends to be flat, which makes the industry's supply decentralized. In this case, how to carry out regional layout, optimize the allocation of resources on a global scale, and organize the global supply chain, enterprises need more strategic considerations.　　Consumer demand presents new characteristics New changes are taking place on the demand side of the current industry.　　 One is to pay equal attention to the product and the experience. While paying attention to price and quality, consumers begin to pay attention to consumer experience and cultural expression, and the market's demand for service, customization, and entertainment has become a trend. According to a survey conducted by independent consulting firm Gartner, 89% of companies believe that customer experience will become their core competitiveness in 2016. "China Luxury Report" pointed out that in 2015, customized business accounted for 20% of the luxury goods industry.　　 The second is the sinking of urban markets to urban markets. With the general increase in residents' income, the continuous deepening of the urbanization process, and the rapid rise of middle and high-income groups, the industry's market potential is increasing, and it is beginning to sink into cities and towns. Bain Consulting predicts that from 2015 to 2020, the compound annual growth rate of China's online retail market will be 22%, of which the growth rate of first-tier cities will be 15%, second-tier cities will be 21%, and third-tier cities and below will be 26%. The share of third-tier and lower cities and towns will account for about 50%.　　 The third is the coexistence of the 28th and the long tail economy. Consumer demand is dominated by past imitation and wave consumption, and is developing in the direction of diversification, differentiation and individualization. The acceleration of the informatization process, especially the prosperity of e-commerce, has made the long-tail effect of the clothing industry with fashion genes more obvious. Studies have shown that in the online sales of Chinese clothing, the share of big brands is less than 10%, while the share of long-tail brands is around 50%.　　 Market demand is the vane of business management. Changes in demand require corresponding adjustments in business management.　　Information economy accelerates its integration into the industry. In the production and manufacturing process, the trend of intelligent manufacturing and machine substitution is obvious. Since 2013, my country has become the largest industrial robot application market. In 2015, its sales volume was 75,000 units, a year-on-year increase of 36.6%, accounting for about 30% of the world. The density of robots increased from 11 units per 10,000 people 5 years ago to 36 units per 10,000 people . According to a survey conducted by the China Internet Network Information Center (CNNIC), in 2015, 19.9% ​​and 11.0% of manufacturing enterprises have adopted or plan to adopt automated manufacturing and industrial robots.　　In the decision analysis link, artificial intelligence with data mining and algorithms as the core began to be applied and penetrated into all stages of the textile industry chain such as design, research and development, production, operation, management, and service. Management information systems represented by ERP, CRM, and PLM have begun to be widely used in industry enterprises, effectively supporting their daily operation and management.　　In the field of marketing services, in 2015, the total value of textile and apparel e-commerce transactions was 3.7 trillion yuan, a year-on-year increase of 25%. Among them, the B2B transaction volume was 2.85 trillion yuan, a year-on-year increase of 27.8%. The huge network scale provides a huge market space and innovation platform for the development of the textile and apparel industry. D2C, C2B, sharing economy, internet celebrity economy and other industries new models, new formats, and new attempts continue to emerge.　　Sharing economy has become a trend The sharing economy is rising rapidly all over the world, and open sharing has become a trend. According to the statistics of Crowd Companies, the global share economy investment in 2015 was 14.206 billion U.S. dollars. According to a research conducted by the National Information Center, China's sharing economy market was estimated at 1,956 billion yuan in 2015, and the average annual growth rate in the next five years will reach about 40%.　　 The textile and apparel industry has made many attempts in the sharing economy, mainly in three areas. The first is capacity sharing, which focuses on integrating the industry’s idle capacity and realizing the sharing of resources and capabilities such as machinery, equipment, and scientific research facilities. Representative companies include Amoy factories and Antarctic e-commerce; the second is product sharing, which uses clothing leasing and recycling of textiles and garments. As the main content, representative companies include LE TOTE, magic wardrobe, etc.; the third is creativity sharing, with crowdsourcing in the fields of design creativity and product development as the main content, representing companies such as Threadless. Industry development and sharing economy helps to make full use of existing resources and resolve excess capacity; it helps to focus on the development of its own advantages and promotes the division of labor in the industry; it helps to gather and integrate resource ideas and enhance innovation capabilities; it helps to reduce redundant construction and promote green Environmental friendly. However, open sharing, especially the sharing of creative design, also brings challenges to the protection of property rights, especially the protection of intellectual property rights.　　 "Deepness will be strong, shallowness will reveal." Management innovation needs to change with time and follow the trend. Adapt to industry changes and meet development requirements. The four major development trends of current industry management innovation. People-oriented management innovation. People-oriented, that is, respecting the dominant status of employees, taking human resources as the company's first resource for management and maintenance, emphasizing people's hearts and backs, emphasizing the return of talents, and everyone participates in business decision-making Everyone does their best for enterprise development, and everyone enjoys the results of labor, which stimulates the initiative and creativity of employees and realizes the common growth of the enterprise and employees. Data-driven management innovation Data-driven is to rely on big data, cloud computing, Internet of Things and other information technologies, with the help of information systems and smart devices to carry out data management and data mining, support enterprise production and decision-making, optimize business processes and execution, and promote knowledge Produce and accumulate, and then realize the enterprise's efficient decision-making, rapid development, flexible manufacturing and precision marketing. Responsibility-oriented management innovation Responsibility-oriented is to deeply explore the connotation of social responsibility, integrate the fulfillment of social responsibility into the development strategy of the enterprise, into the production and promotion process of products and services, and into the value chain and industrial chain. While serving the interests of shareholders and employees, the enterprise also seeks the well-being of external stakeholders. Building an ecological management innovation to build an ecology is to break the closed loop of the industry through the integration of "intelligence" (intelligent manufacturing), financing "capital" (capital market), and "creation" (cultural creativity), to break the closed loop of the industry, and stimulate the superposition, aggregation and integration effects of innovation. Multiplying effect to achieve cross-border integration and synergy.　　3. Management innovation is an important way to resolve industry problems. The printing and dyeing industry, as an important part of the textile industry, is an important link in the textile production chain to complete product deep processing, increase product added value, and improve quality, function and value. The current industry development and business operations are facing some practical problems. It is mainly manifested as the gradual weakening of comprehensive cost advantages and weak corporate innovation capabilities; continuous improvement of pollutant emission standards and increasing pressure on environmental protection; insufficient informationization and excessive dependence on labor and experience in production and operation; insufficient corporate development strategy positioning Clear and refined management is not deep enough; safety production issues and chemical ecological safety issues are becoming more prominent.　　 Pain point and difficulty are breakthrough points. Through management innovation, finding a practical point is the key to the key. We can start from four aspects:  1. If you want to do well, first sharpen your tools  improve the talent system. Cultivate and attract leading talents in technological innovation, senior management and high-skilled talents in accordance with the law of innovation, so as to make the best use of their talents, and use them to make a difference.　　 Improve infrastructure. Speed ​​up the application of ERP, PLM, SCM, CRM and other management information systems. Accelerate the use of digital, networked, and intelligent equipment in each link of printing and dyeing, and promote the transformation from single equipment intelligence to overall factory intelligence.　　 Complete process supporting. While introducing information technology, companies need to implement business process reengineering so that online and offline can be coordinated, functions and businesses can be matched, and labor and systems can be adapted.　　2. Focus on the big picture and proceed in detail. Enterprises should make overall strategic plans based on the external environment and their actual conditions to coordinate the current and long-term, strength and rhythm, major and minor contradictions, and guide the business practice. At the same time, enterprises can improve the integrity and synergy of management by establishing a comprehensive management system, introducing IS09001 quality management system, CSC9000T social responsibility management system, and new product development management system, and realize the transition from "rule of man" to "rule of law".　　 Those who do not sweep a house are not enough to sweep the world. Companies need to implement strategies in practice, deepen refined management, optimize specific processes, and build corporate management capabilities for collaborative R&D, distributed production, refined processing, and flexible manufacturing, and complete the leap from quantitative change to qualitative change.　　3. Have both ability and political integrity, both internal and external.  First of all, we must strengthen knowledge management. The information and knowledge generated in operations are created, recorded, shared, integrated, inspected, updated and other processes are used to make tacit knowledge explicit and unique intellectual property rights to build knowledge competitiveness.　　Secondly, we must strengthen cultural management. Use culture to influence innovation, strengthen the construction of corporate culture, play the role of corporate culture’s value orientation, spiritual incentives, and consensus cohesion, cultivate entrepreneurship and craftsmanship, and enhance corporate soft power.　　 Third, we must strengthen responsibility management. Continuously expand the breadth and depth of fulfillment of social responsibilities, expand the scope of corporate responsibilities from factories to the whole society, and expand the objects of responsibilities from specific parties such as workers and governments to unspecified parties such as consumers and communities. Incorporate the concept of sustainable development and environmental protection into business management, and create an industry green supply chain system covering green standards, green design, green production, green management, green logistics, and green marketing. Promote the application of emission reduction and energy saving technologies to improve the efficiency of resource and energy utilization.

4. Like walking on thin ice, safety first  strengthen safety management. Printing and dyeing production has the characteristics of thermal processing and chemical processing, and safety production has always been an issue that cannot be ignored by printing and dyeing enterprises. At the same time, there are many kinds of chemicals such as dyes and auxiliaries used in printing and dyeing, and the impact of chemicals on ecological safety has also become an important source of business risks. In the operation and management of enterprises, safety management must always be placed in the first important position, establish a sound enterprise safety production responsibility system, and standardize operating behavior.　　 Improve management flexibility. To deal with emergencies caused by policy adjustments, market fluctuations, climate abnormalities, and technological subversion, companies must strengthen management flexibility and organizational resilience. One is to maintain proper redundancy. We have been pursuing asset light and pursuing zero inventory. But in fact, a proper proportion of raw material inventory can effectively balance the abnormal fluctuations in the market, and the cotton problem is a good case. The second is to avoid single operation. Abundant product categories and business formats are an important way to diversify corporate market risks. Third, we must maintain market sensitivity. Use information technology to maintain the flexibility of production and operation, and respond accurately and timely to market changes. The forthcoming "Thirteenth Five-Year Development Plan for the Textile Industry" proposes: "The textile industry is a traditional pillar industry in my country, an important civilian production industry and an industry that creates new international advantages. It is the integration of technology and fashion, clothing consumption and industrial use. The industry plays an important role in beautifying people’s lives, driving related industries, stimulating domestic demand growth, building ecological civilization, enhancing cultural self-confidence, and promoting social harmony.” This positioning is an affirmation of our career and a requirement for our work. Here, I would like to share with you a new book by psychology master Daniel Gorman-"Focus". He gave advice to business leaders: "For leaders who pursue performance, three types of concentration are required: internal focus, It can make them listen to the voice of intuition and values, and make more wise decisions; focus on others and make their relationship with others more harmonious; external focus can allow them to fly freely in the vast world. If the leader does not pay attention to the heart, then Will follow the trend, do not pay attention to others will lead to retreat, and do not pay attention to the large system in which you will stick to the rules." The book "Focus" mentioned: As early as 1977, Nobel Prize winner Herbert Simon The situation today has been foreseen. He warned about the coming information society at that time: “Information consumption is people’s concentration. Therefore, the more information, the less attention people will be.”  Therefore, as long as we are willing to do what others don’t want to do, we are in the trend. Have more concentration; dare to do things that others can't think of, have more ingenuity in change; specialize in doing what you are good at, and have more confidence in innovation; be diligent in doing what society needs to do, in development Take more responsibility; our business will last forever, and our industry will be more beautiful.