While most textile companies still rely on KPIs and bonuses to motivate staff, one high-end cashmere yarn manufacturer in Ningbo, Zhejiang, is using red education as its core team-building tool. Kaisani Group recently organized all Party members to watch the historical film 'Four Crossings' and launched internal 'Political Birthday' activities, aiming to internalize the revolutionary spirit of 'facing difficulties and winning by surprise' into the company's cultural DNA for overcoming challenges.
This move is not merely a political gesture. Amid industry-wide order fluctuations and rising costs, maintaining stable execution and innovation willingness among frontline teams has become a tougher management challenge than technological upgrades. Kaisani's choice is to upgrade Party-building from a 'mandatory task' to a 'management tool.'
The Management Logic Behind Party Activities
From public information, Kaisani's Party-building includes three replicable modules: collective film viewing, micro-Party lessons, and political birthdays. The film 'Four Crossings' focuses on the Red Army's four crossings of the Chishui River during the Long March, emphasizing flexible maneuvering to achieve strategic breakthroughs under extreme disadvantage. This logic closely mirrors the challenges textile companies face today—supply chain restructuring, foreign trade barriers—requiring similar 'overcoming strength with weakness' tactical wisdom.
Group Party Secretary Yin Xiaofeng specifically stressed combining the 'Four Crossings spirit' with 'being dedicated, overcoming difficulties, and innovating.' This effectively translates abstract revolutionary spirit into daily behavioral standards: not complaining when customers change orders, not retreating when encountering technical bottlenecks, and daring to try new approaches in process improvement.
Honor System and Organizational Warmth
Kaisani's Party branch won the 'Advanced Grassroots Party Organization' award in Jiangbei District, and Secretary Yin Xiaofeng was named 'Outstanding Party Worker' in Ningbo. This dual honor sets a benchmark within the industry, proving that textile enterprises can establish an honor incentive system deeply tied to business goals within a non-public economic framework.
More noteworthy is the 'Political Birthday' segment. The branch's organizational committee member presented exclusive greeting cards to those whose Party membership anniversary falls in July. This ritualistic operation essentially uses organizational warmth to counter the high turnover rate prevalent in manufacturing. When employees feel 'remembered' and 'cared for' by the organization, their sense of belonging often surpasses short-term incentives from salary increases.
Practical Insights for the Textile Industry
Kaisani's case demonstrates that Party-building does not have to be 'two separate skins' from business operations. Instead, it can be a significant lever for corporate culture building. For other textile firms—especially those undergoing digital transformation, overseas factory construction, or brand upgrades—three directions are worth emulating:
- Transform historical decision-making cases from revolutionary history into internal 'adversity management' courses to help management develop mental models for dealing with uncertainty.
- Use Party groups or Party branch structures to establish cross-departmental 'task force' mechanisms dedicated to tackling urgent, difficult, dangerous, and heavy tasks like order delivery or technical breakthroughs.
- Expand 'Political Birthday' rituals into an emotional care system covering all employees to reduce frontline worker turnover.