Company and Projects | Nien Hsing Textiles

One of the epidemic prevention defender in Taiwan：Nien Hsing Textile

DC — Fri, 07 Aug 2020 06:35:38 +0000

To cooperate with epidemic prevention, Nien Hsing Textile started to produce pandemic prevention product.
Thank you to all of Taiwan's epidemic prevention workers for letting Taiwanese live without fear.

The post One of the epidemic prevention defender in Taiwan：Nien Hsing Textile first appeared on Nien Hsing Textiles.

Small to Big Part 1: The Why of NH Change

DC — Fri, 05 Jul 2019 09:23:28 +0000

In 2017, Nien Hsing began implementing a number of impactful changes at both corporate and regions. In this article, we look at the factors driving this climate of change and the improvements to come.

Consistency of Change

The first thing you hear when talking about change is the age-old saying “people don’t like change.” Ironically, we have no problem ordering food to our houses via mobile apps or Uber Eats, paying with a QR code for a coffee, or charging our electric car just like we would a laptop. And while pondering these few examples, you already accept the inevitability that these technologies may be obsolete in just a few years, replaced with more efficient and cost-effective alternatives.

And that very concept there is the basis why “people don’t like change”: replacing old and obsolete methods with more efficient and cost-effective processes—the fear that we as employees may become an antiquated resource and replaceable.

Forcing the Hand

The last two decades have seen giants fall. Kodak is now associated with an era of vintage photography. Blackberry that had ushered in the era of the smartphone isn’t around at the pinnacle of its own creation’s success; and Blockbuster shops can mostly now only be seen in movies shot in the early 2000s. The very names that had defined their industries are now relegated to the dust shelves of history.

Thinking that anyone can continue doing business the same way they did just 10 years ago is a surefire way to join the likes of these giants in the near future on those dusty shelves.

So what are we facing?

Complex Landscape
With the world become smaller and more connected, the effects of actions permeate quicker into industries than before. An event in France today alters investment decisions by companies across the world tonight. The election of heads of states now directly affects business’ partnerships.

Understanding the complexity of this landscape has become enormous, and professional help is needed to navigate these rocky waters to facilitate better investment and operational decisions.

Supply Chain Accountability
Manufacturers were used to flying under the radar, with the focus exclusively on brands. Today, consumers want to know who stitched the label on the pocket. Where was this zipper made? How are you disposing of trash? Does your cotton supplier make use of child labour?

These new requirements and awareness levels necessitate the hiring of specialists and technicians, upgrading processes, and exploring and deploying cleaner production technologies.

4th Industrial Revolution
Numerous processes are transitioning into automation and others require higher levels of sophistication in the execution. Reliance on a labour-focused workforce is transitioning to operator-focused: competent staff driving the new technologies.

Social Media Sensationalism
Up to ten years ago, sensationalism was restricted to the world of journalism. Reporters for newspapers and television stations had the exclusive rights to sensation creation. This exclusivity has been greatly disrupted in the last decade by increased internet speeds, cost-effective equipment, and platforms like YouTube and Facebook.

Today, everyone can be a broadcaster. With this comes the challenge of being heard over the magnitude of voices online. One way to stand out is to chase out niche cases and blow them to gigantic proportions online in an effort to get more likes and subscribers. The consequences naturally are devastating for the subject in the crossfire as sensation takes precedence over facts.

The Nien Hsing Status Quo

Having invested the last two years analyzing these challenges and bumping our heads a few times along the way, we are now at the eve of momentous change—both short-, mid- and long term.

It’s important that this is not to be feared, because though change my result in old methods and technologies being phased out and replaced with more effective ones, our employees remain at the heart and core of who we are as Nien Hsing.

Overcoming the Fear: Information & Awareness

As the transformations roll out in the years to come, our commitment is to ensure that our employees are informed of the direction we are moving towards and how these advancements benefit employees, customers and company.

Every change is an improvement to a current process aimed at ensuring Nien Hsing remain relevant in a complex industrial landscape, ensure supply chain sustainability, drive the new industrial terrain, and become an active social media influencer.

This very website is the first of those steps to increase visibility in our actions and ensure confidence to stakeholders, employees and customers. We have also stepped up our presence on Facebook and are constantly exploring new ways to reach out to inform, educate and raise awareness.

What’s Next…?

There is a lot coming…a lot. From our mission statement, vision, company core values, projects, new strategic office, and training—the buzz is huge!

Subscribe to Facebook for updates and visit the website weekly as news rolls out just about daily. Internally we are updating our communication channels and reporting lines establishing quick access to information platforms and training opportunities.

The post Small to Big Part 1: The Why of NH Change first appeared on Nien Hsing Textiles.

With Deloitte & Transformation

DC — Thu, 28 Mar 2019 09:46:20 +0000

by the Relations & Sustainability Team

Partnering with Deloitte on Organizational Transformation Diagnosis

In recent years, Nien Hsing Textile has undergone many changes all the way from corporate to factory level. Facing an ever-changing future, new technologies and exploring new opportunities, we have partnered with Deloitte Taiwan and Deloitte South Africa on an Organizational Transformation Diagnosis Project.

The importance of this partnership is underscored by the chairman, Richard Chen, “Partnering with Deloitte—a well-known international company and a recognized leader in organizational management—gives us the opportunity to let an objective third-party look into Nien Hsing, providing new ideas, suggestions for improved structures and the identification of relevant goals. For us as a company with over 35 years’ experience in the industry, we are optimistic about our transformation and the future.”

Organizational Transformation Diagnosis Project

Exactly what is an Organizational Transformation Diagnosis Project? I spoke to Andy Tsai, our General Manager on the plan for this project, and why Deloitte.

“We often fall into the traditional business model of thinking, unable to escape from a traditional mindset vortex. We face new customers, new market trends and competition.

“The expertise from Deloitte will help us resolve differences in terms of upper and lower management organizational and personnel structure. This will facilitate a better understanding and rapport between the various channels, helping the future development of the company’s vision and business strategy.

“The Organizational Transformation Diagnosis Project is helping us to identify these weaknesses on which we can improve or eliminate; thereby promoting unity and cooperation between departments.

“Choosing to partner with Deloitte on this was an easy decision as we have a long history with them and confident in their expertise. They are pioneers in the services they offer. We believe they can bring us the professional advice we need.”

The Focus

Chris Chang, project lead and Nien Hsing Sales Director, shared the focus of the project. “As a company we are known for good jeans and good fabrics, and that we excel at production. That doesn’t mean we are perfect, and improving our non-productional and supporting processes will allow us to grow with the changes. When we approached Deloitte, we had looked at various options, and in the end decided for the most effective transformational impact to focus on aspects of organizational structure, strategy and vision, and human resources transformation.”

Project Timeline

The project kicked off in January this year with interviews and assessment of systems at corporate level. Members of the board, the chairman, general manager and other key operational managers were interviewed, after which interviews were conducted at factory level, including facility managers and workers.

“The strategy at corporate level must be closely connected and integrated with all other levels within the organization, ensuring effective communication from headquarters to factory, from factory management to workers, and between factories and trade unions,” Celine Shen, Administrative Manager in Taipei, added to the importance of including the regional management in the process.

With the last interviews wrapped up in February, the project entered the review and follow-up interview stage during March, leading to the finalization of the report beginning May. Key focus areas include strategic-, organizational- and human resources management.

Check back again in May for an update to this exciting venture!

The post With Deloitte & Transformation first appeared on Nien Hsing Textiles.