In a textile industry grappling with volatile raw material prices, short order cycles, and rising labor costs, a high-end yarn manufacturer's internal cultural activities reveal an alternative source of competitiveness. Kansai Knitting Group recently organized all party members to watch the revolutionary film 'The Four Crossings' and conducted themed party-building events, while earning honors such as the 'Jiangbei District Advanced Grassroots Party Organization.' Superficially, these are standard corporate party-building practices, but at a deeper level, they point to how textile companies can address employee loyalty and innovation motivation through non-financial means.
Red Culture as a Management Tool
The film chosen by Kansai Knitting Group, 'The Four Crossings,' focuses on the Red Army's Four Crossings of the Chishui River during the Long March, with a core narrative of 'achieving breakthroughs through flexible decision-making under extreme resource constraints.' This closely mirrors the current situation of textile export firms—fragmented orders, exchange rate volatility, and intensified competition from Southeast Asia. By translating this historical experience into management language, the company is effectively establishing a team psychological contract for 'adversity response.'
Group Party Committee Secretary Yin Xiaofeng shared insights during the event, emphasizing 'staying grounded and tackling challenges.' This top-down value transmission helps reduce communication costs and maintain technical team stability in an industry with high turnover rates (industry data shows annual turnover for frontline workers often exceeds 30%). For cashmere yarn production, which relies on craft accumulation, this stability directly impacts product quality consistency.
The Transmission Effect of Honor Systems on the Supply Chain
Kansai Knitting Group's Party branch receiving the 'Jiangbei District Advanced Grassroots Party Organization' title, and its secretary being named 'Ningbo Outstanding Party Worker,' can translate into enhanced creditworthiness with suppliers and customers. In textile trade, particularly high-end custom markets, buyers increasingly scrutinize supply chain social responsibility and compliance records. Companies with government recognition gain implicit advantages when undergoing international brand factory audits or applying for green finance support.
Additionally, the group uses 'political birthday' activities to reinforce employee belonging—issuing exclusive greeting cards to employees whose party membership anniversary falls in July. Such ceremonial gestures are rare in manufacturing but can effectively boost retention of core employees. Public research indicates that a 10% increase in employee emotional commitment can improve production efficiency by about 6%. For high-end manufacturers like Kansai, the craft experience of skilled workers is an irreplicable asset.
Industry Insights: Cultural Empowerment and Cost Control
Kansai Knitting Group's practice is not isolated. In recent years, textile clusters like Shengze and Keqiao have seen more companies introducing party-building or traditional cultural elements as management supplements. The underlying logic: when pure salary competition hits a ceiling (textile industry average profit margin is only 3%-5%), spiritual incentives become a differentiation tool.
However, this model requires two prerequisites: a certain scale and cultural foundation within the company, and activity design must align with production realities to avoid formalism. Kansai's theme—'Carry Forward the Four Crossings Spirit, Forever Maintain the Forging-Ahead Aspiration'—directly echoes the industry's current 'tight-belt' survival state. For small and medium textile factories, replicating the full party-building process may be unrealistic, but they can adopt the approach of 'using historical narratives to unite teams,' such as organizing regular craft heritage story sessions or customer success case sharing.