Characteristics of weaving factories in Hong Kong (1): comparison between Cantonese factory and Shanghaines...
Chi Woo Wha’s knowledge of other weaving factories. Elite Textile Co. had already closed down; Beautex Industrial Co. was a big factory. A Cantonese-run operation of a larger scale which produced mainly canvas, denim and striped fabrics, Sam Kwong Weaving Factory had ceased operation. Chi Woo Wha was more familiar with the Shanghainese factories. The Hong Kong Weaving Mills Association was formed by Cantonese manufacturers, whereas textiles associations (such as the Hong Kong Cotton Spinners Association and the Federation of Hong Kong Cotton Weavers) were formed by the Shanghainese textiles companies. Denim was first produced by Cantonese factories. As the yarn used to make this fabric had to be dyed before weaving and the condition of workshop environment and equipment were poor, the production of denim caused serious pollution problems. In those days, plants producing denim were mostly run by Chaozhou manufacturers. However the profit involved in producing denim was attractive. In the past, few Shanghainese involved in making denim, but nowadays many Shanghainese factories also produce this kind of fabric. Central Textiles’ weaving factory had committed to denim production for four years. In the period between 1950 and 2004, Central Textiles’ weaving factory had only made white grey fabrics, khaki and canvas.
Characteristics of weaving factories in Hong Kong (2): production process, products and enterprising
Chi Woo Wha’s memory of other weaving factories, included Grand Textile Co., Nam Hwa Textiles Ltd., Prosperity Textile Ltd., Chun Sing Weaving Factory and Chung Nam Weaving Factory. Chung Nam was situated in Kwun Tong and was affiliated to Oriental Textiles Ltd., but ceased business a few years ago. Towel factories in those days were classified as a separate trade from weaving. Most towel factories were of smaller scale than weaving factories and used a different type of looms for production. Some weaving factories specified themselves in using electric machines as they were more advanced than the hand-driven looms commonly used in the past. Chi Woo Wha was not aware of the operations at Yau Tat Kow Kee Weaving and Dyeing Fty.
The situation at different factories.Liberty Weaving Factory had connection with Chou Wen Hsien. Chou Wen Hsien (the owner of the Winner Weaving Company) and Tong Ping Yuen (the owner of South Sea Textile Manufacturing Company) had made contribution to the development of Hong Kong’s weaving industry. Winner Weaving moved to Malaysia before 1997 but it ceased operation later on. Today in Hong Kong, Winner is running a garment factory but not weaving factory any more. The Lee Wah Weaving Factory produced denim in the early days while East Asia Textiles, Ltd. had a very old weaving factory which was no longer in operation. Mou Fung Ltd. was one floor above Central Textiles’ weaving factory and only produced denim. It is still running about 100 looms at a newly built plant in Zhuhai. Mou Fung has been operating for about 30 years and is probably the most famous local denim manufacturer in Hong Kong nowadays. Since China adopted the open door policy, many Hong Kong factories rapidly relocated to the mainland in order to reduce their operational costs. Some totally ceased all production in Hong Kong after setting up their mainland facilities. Chip Tak Weaving Factory no longer produced denim in Hong Kong , as it is now undertaking all its production in China. In the past, Chip Tak was better known than Mou Fung. Today, many textile companies no longer weave fabrics but just take orders and sub-contract production to other weaving factories. In the past, there was also a Shun Shing Weaving, Co. which also wove denim at the premise in Wing Hong Street near Castle Peak Road, Lai Chi Kok. This factory is already closed down. When Hong Kong’s textile industry was thriving, several officers from the South Sea Textile Manufacturing Company left the company and pooled capitals together to set up joint ventures of their own. While they had mastered textiles knowledge and technology, these formerly factory officers were not proficient in running a business. Tse Pui Weaving Factory mainly produced woven fabrics. Companies making knitted fabrics were generally called knitting factories.
Ups and downs of Hong Kong weaving factory in post-war period
Looking back to the rise and fall of Hong Kong’s textile industry. Around 10 years ago, local textile factories began closing down at a rapid rate. When he joined the industry in 1952, Chi Woo Wha observed that there was a rapid rise of textile operations. The 1970s to 1980s were booming times for denim. To remain competitive, many manufacturers had to invest heavily in renewing their facilities. Some weaving factories who could not afford to invest in machinery were closed down. In the 1980s and 1990s, the weaving factories with better capability continued to operate and upgrade their equipment, while the less competitive ones were eliminated. In the 2000s, the weaving factories failed to catch up with the changing situations had to be closed down. Nowadays, only a few weaving factories remained in operation.
Between the 1980s and 1990s, the most successful weaving businesses in Hong Kong included Central Textiles, East Asia Textiles, Chip Tak Weaving Factory, Prosperity Textile Ltd. and Mou Fung Ltd. In these decades, Central Textiles, Mou Fung and Island Textile Industries were considered to be the big textile manufacturers. Smaller operations used to run on just 20 to 30 looms. On the one hand some factories like Mou Fung continue to prosper in business turnover; on the other hand, other factories can no longer survive. The key to survival is the method of attracting orders and effective operations. In the past, weaving factories focused only in production because there were great demands for fabrics. However, in the later decades, the market demanded higher quality fabrics and the business owner had to keep themselves up with social activities. Many weaving factories nowadays are no longer running any looms in Hong Kong, but they continue to take part in the trade associations. For example, the textile companies maintain contacts with each other by having their factory managers joined the spinner association’s monthly meetings or meal gatherings. In the past, there was little competition among the companies and the factory managers were open to exchange information among each other. Nowadays, competition is keen and the managers are reluctant to exchange knowledge and skills. There are meetings and conferences where textiles professionals met to share knowledge and skills. Cheng Chi Ping (Managing Director of Central Textiles) represented the company in the Hong Kong Cotton Spinners Association (“HKCSA”). While most HKCSA members operate spinning and weaving factories, many Federation of Hong Kong Cotton Weavers (“FHKCW”) members operate weaving factories only. Nowadays, Central Textiles’ weaving factory actively looks for buyer customers to increase its business scale. Its sales department has a network covering Japan, Germany, China and the U.S.A. In doing so, its sale representatives approach potential buyers with the company’s product samples and price quotations. If a customer finds the type of fabric has a good market prospect, it will places orders to the factory. The company also co-operates with fashion brands such as Texwood, Levi’s and UNIQLO. In the past four years, it mainly produced denim in Hong Kong, from dyeing to yarn pulping and weaving.
Why Hoe Hin products have enjoyed sustained success
Gan Fock Wai has always believed that Hoe Hin’s long history has been one of its greatest strengths. Simplicity is another reason why the company’s products have a long life and sales remain good. Hoe Hin’s best-sellers include Hoe Hin White Flower Ointment, Hoe Hin Strain Relief, Fook Zai 239 and – most profitably of all – traditional Hoe Hin Pak Fah Yeow White Flower Embrocation (Pak Fah Yeow). Fewer product types ensure simpler, more streamlined management and operational procedures that offer Hoe Hin many benefits. In terms of production, the company’s warehouse does not need to maintain a vast inventory and there is no need to store different types of packaging and raw materials. When procuring raw materials, it is also easy to understand price movements. The process of buying packaging materials is equally straightforward. As production processes are also simple, manpower control is easy. In marketing, focusing on developing a product whose characteristics are well known and widely accepted greatly simplifies marketing strategy. It is also much easier to grasp market pricing. Gan Fock Wai has always been a firm believer that the many meritorious deeds Hoe Hin has done in the past helped to ensure its products enjoyed a long life. When his father Gan Geok Eng was managing Hoe Hin, the company had already actively participated in charitable activities that made many positive contributions to the community. Having learned from his father, Gan Fock Wai also took a keen interest in public welfare activities. To this day, Hoe Hin has sponsored deserving local welfare organisations with company products for many years.
Gan Fock Wai stressed that to achieve sustainable development, it was essential that Hoe Hin not only contributed to society, but also happily shouldered its social responsibility. As a result, he insisted that staff adopted eco-friendly practices in key operational areas such as production and sales. To this end, Hoe Hin did not participate in Hong Kong Product Expo for many years, considering that the booths there were made from materials which could not be recycled, resulting in creating a lot of garbage and waste. That said, Hoe Hin continued to participate in the Lunar New Year Fair since the design of its booths there was both simple and recyclable. Charity sales were also conducted from these Lunar New Year Fair, with all funds raised being donated to voluntary organisations such as the Senior Citizen Home Safety Association and the Society for Abandoned Animals. To achieve the goal of environmental protection, Hoe Hin needed to find consensus within the company. For example, Gan Fock Wai once proposed simplifying Hoe Hin’s product packaging in order to reduce waste. In doing so, he was faced with concerns that this might not be welcomed by consumers. When it came to marketing, Gan Fock Wai opposed the marketing department’s idea of running advertisements on paper pads in fast food restaurants considering such pads a waste of precious limited resources. He also suggested turning off Hoe Hin’s branded neon signs earlier in the evening to save energy. Here again, the company’s marketing department had different views from his.
Upholding the development of plastic processing industry
Tins’ Chemical and low-end manufacturers (1). When KP Tin first ran his factory in Hong Kong, he produced only plastic films but no more resin products. The cost of opening and operating the factory mainly came from his savings. Although he had the support from raw material vendors and banks, he relied mainly on his own finance. In 1962, Tins' Chemical Industrial Co Ltd (the former company of which was Thian’s Plastic Factory, referred to as Tins’) erected an industrial building at Lai Chi Kok Road, Cheung Sha Wan and rented it to the processing factories that purchased Tins’ films. Warehouses for plastics were on the lower floors while workshops for material preparation and silk printing were on the upper floors. With all the supporting facilities combined transport and storage costs for low-end manufacturers were reduced, and thus facilitating the development of low-end industries as well as their competition against their Taiwan counterparts.
Hong Kong Government’s industrial and commercial representatives promoted for Tins’ overseas. At the same time, Tins’ ran a showroom at Bonham Strand East, displaying the products and contacts of low-end manufacturers. On a cheap price, Tins’ provided middle-man services to help the processing factories promote their businesses. Prior to the set-up of the Tins’ plant, local plastic processing factories imported films from Japan and Taiwan. The plastics produced locally by the Tins’ benefited the local plastic processing industry. The films KP Tin produced in Hong Kong had been greatly improved from the ones made in Indonesia. Tins’ films were slightly better than the Taiwan products and slightly poorer than the Japanese ones. Local manufacturers were not demanding over plastics (except for gas-filled dolls). What really mattered was the processing procedures themselves.
Tins’ Chemical and low-end manufacturers (2). When KP Tin first came to Hong Kong, the local plastic industry was not well developed given the dear land prices and undeveloped foreign trade. Overseas representatives of the Commerce and Industry Department invited foreign businessmen to Hong Kong and referred local manufacturers to the foreign businessmen for the purchase of raw materials. In 1962, KP Tin bought a site at Lai Chi Kok Road and turned it to an industrial building. It was leased to processing manufacturers on a low price. It came with a workshop for material preparation, which plastics were tailored for the manufacturers before they were outsourced to the households in the resettlement estates for the next procedures. Transportation in Tuen Mun was inconvenient in those days. KP Tin bought land and built an industrial building in Cheung Sha Wan and brought the processing manufacturers together for better cooperation among themselves. Finished products processed from Tins’ films included toys, gas-filled dolls, big water-filled bed, school bags, pencils and stationeries. The artificial leather made by Tins’ at a rather late stage. It could be used for making raincoats, coats, travelling bags, handbags, etc. With the continuous introductions of new raw materials by vendors, and with the new technology acquired from KP Tin’s trips abroad, Tins’ plastics underwent some breakthroughs and had wider applications gradually. The raw materials used by Tins’ included PVC powder, stabilizers and others, which came from countries like Japan and Germany.
His Principles of career success: "Doing things that others don’t", "Excelling in things that others do" a...
"Doing things that others don’t", "Excelling in things that others do" and "Exploring new things at which others excel". Leung Wai Ho continued to stress the importance of integrity and earnestness in doing things to this day. When developing a new product, he had three principles: "Doing things that others don’t", "Excelling in things that others do" and "Exploring new things at which others excel".
"Doing things that others don’t". The first principle is perhaps best illustrated by two examples. In the 1970s, Leung Wai Ho went to the US for product promotion, bypassing local intermediary trading firms and co-operating with a Silicon Valley company to produce electronic watches. Dailywin also constantly developed new watch making materials such as using glass to make watch dial plates in the early 1980s. The advantages of his policy were superior clarity and durability. The company later switched to sapphire which were 20 times more expensive than glass but never wore out. In 2003, Dailywin became the first company in the world to use plastic glass to make watch cases and watch bands. It also made cases from hard-wearing kitchen countertop material Corian. In the 1980s, cowboy chains were used as watch bands.
"Excelling in things that others do". Leung Wai Ho insisted on maintaining integrity with customers and putting quality first. He ultimately believed that the quality and reputation of Hong Kong and foreign-made goods were better than those of mainland equivalents. While quality was related to technology and machinery, Leung Wai Ho required his employees to achieve “zero returns” by being excellent “goalkeepers”.
"Exploring new things at which others excel". Dailywin stopped producing electronic watches and using textureless zinc alloy materials in the 1980s. In 2003, Leung Wai Ho sold Dailywin’s chain of Time Zones retail stores and instead turned to investing in the production of computer software. He paved the way for his move to the electronics industry with a number of Chinese Americans in developing large-scale project management software such as “8th Manage”. That same year, Leung Wai Ho also transferred Dailywin’s listing status to Wai Yuen Tong Medicine Holdings Limited and served as a non-executive director of the new venture. In doing so, he freed up more time for his DGAEFI activities and community affairs and so was able to get better acquainted with mainland officials.
Lacking academic qualification urged David So and his partners to found their business, Technological break...
In 1972, David opened a business with Tsang Ming Pui and Tam Kam Ho – his colleagues in Ampex Co. They set up Elec Computer Component Limited. Tsang had studied in Tong Nam Radio Institute earlier and later became Manager of the Testing Department in Ampex Co. Being good at personnel management and budgeting, Tsang was promoted to Supervisor of the System Design Department before he left. Tam came to Hong Kong in 1963. He was David’s colleague at Guangzhou Nitrogen Fertilizer Plant for several years and later entered Ampex Co. to work in the Testing Department through the recommendation of David. When they started their own business, Tam was in charge of production.
As David, Tsang and Tam did not have a university degree, their prospect of promotion in either a USA or a British company would be restricted. Therefore they decided to leave Ampex Co. to set up their own business and look for other opportunities in their career. At that time, the three of them saw that there was no production of circuit board in South-East Asia, so they determined to open a factory for the production of double-side plate perforated and printed circuit board for the markets in Hong Kong and South-East Asia. From 1969 to 1972, they did their own researches by devoting all the time after work in doing experiments until 11 every night. David thought that in the 1970s, production of any electronic parts was good in Hong Kong.
In the 1960s, Ampex Co. mainly manufactured computer memory. The three of them had only limited knowledge in circuit board. They began with reading books on basic equipment, doing primitive experiments with simple tools such as nail heads, films and Xi Hu brand perforation machines, as well as learning technologies of electroplating and perforation. Only after mastering the key technologies did they set up a factory for production. David considered it important to have a long-term plan for research and development. In doing research and development for new products, they should try their best to surpass the present technologies instead of focusing on customer satisfaction so that they could cater to new technologies in future.
During 1979 to 1980, David was thinking about developing telecommunication products. Dr Taller (editor’s note: translated version) of The Hong Kong Polytechnic Institute advised David that their company’s technologies should exceed their counterparts by three grades. At that time, before exporting to USA, Hong Kong telephones should obtain certification by the Federation Communication Commission (FCC) and pass the Electro-Magnetic Interference (EMI) test. In order to ensure that their products could pass the test without delay, David and his staff conducted vibration tests in an open area in Sha Tau Kok first. During those days, one could not find any space with more than 700 feet in length in the urban area. Therefore, David had to do the tests in the open space in the remote region. Moreover, the facilities for testing in neither The Hong Kong Polytechnic Institute nor The University of Hong Kong were fully developed. David and his staff had no choice but to risk being questioned by the police for doing the tests in the wilderness. David was satisfied with the research and development work in the early days and thought that hands-on experience could compensate for his inadequate academic qualification.
Background of chemical engineering. His career in China Dyeing Works. Qualification and career prospect of ...
Chan Kin Keung's qualifications. Chan King Keung was born in Hong Kong. He studied chemical engineering in Taiwan. He also picked up some dyeing knowledge as dyeing and printing were among subjects he had studied. At that time Hong Kong Polytechnics had already had a textile department. But nowadays the syllabus put more emphasis on merchandising instead of the technical craft. Vocational Training Council and Clothing Industry Training Authority also provided textile courses for the training of elementary workers in quality control. Most of them would want to work in mainland China after graduation.
Technical background of dyeing factory workers in the earlier days. At that time not many university graduates were willing to work in a dyeing factory. Those with a secondary school education could start work at China Dyeing Works as apprentices.They were provided with living quarters and possibility of promotion.Those apprentices were now supervisors who were major workforce of production department. Undergraduates from Hong Kong Polytechnics studying textile and merchandising would work at China Dyeing Works.Although they would become supervisors in various departments, they would not stay on for too long. Most of them would seek other opportunities such as testing and merchandising jobs.Working in a dyeing factory was not an attractive prospect for them because it was very hot in a dyeing factory. Long working hours was also required. China Dyeing Works was like the Shaolin Temple of the industry. People who come here to earn a good foundation and afterward it would be easier for them to look for other jobs outside.
When Chan Kin Keung joined China Dyeing Works, his seniors were from Hong Kong Polytechnics and universities in Taiwan. There were no graduates from The University of Hong Kong. When he started working there, both the plant manager and canteen supervisor were from Shanghai. In the earlier days most of the supervisors of the plant were from Shanghai. It took them no time to be assimilated to the Hong Kong society.
Since time had changed, local dyeing industry has shaken off the influence from older generation of Shanghainese. It was not difficult to find information on dyes as there was a saying that the six major dyes manufacturers would come to the dock to look for business. Larger dyes manufacturers such as ICI, Hoechst, Ciba, Bayer, BASF and Sandoz would introduce paints to their customers with samples as well as provide technical support. Since getting hold of paints was easy, so the industry grew fast. When one company could grasp a special usage of a certain paint, this would become a selling point and the company could monopolize the market.
Application of Chemical knowledge in the dyeing business. Chan Kin Keung has been applying his chemical knowledge into dyeing work. He knew that different paints need to be mixed with different chemical ingredients before they can be used. He believed that there was not that much knowledge of chemistry that can be applied to dyeing. But knowing some bio-chemistry would definitely help. He said dyeing knowledge can be picked up from books, and then apply it at work. Through trial and errors one can improve his/her skill.
Chan did not choose to study at the Hong Kong Polytechnics because at that time the Polytechnic was a vocational institute, not a university. He chose to study in Taiwan and applied Cheng Kung University because it has a good engineering faculty.
China Dyeing Works' research and development. When Chan Kin Keung joined the business, China Dyeing Works had no research and development department. When the company established its factory in Tsuen Wan, there was a lab where research would be done. For instance, printing quality was examined. If results were satisfactory, the fabric sample would be taken to the production line.Chan said he did not know very well of the research being done at the company when he first joined it, but he was sure that the plant manager and supervisors constantly had new ideas.He recalled that in 1972 when he joined the company, there were a few employees who had degrees in chemistry, including graduates from colleges inTaiwan and Hong Kong Baptist College.
The reason why Chan Kin Keung decided to join China Dyeing Works. When Chan joined China Dyeing Works, the company was already running at a substantial scale. It had developed a trainee programme, and Chan wanted to put his textbook knowledge into practice. So he wrote a letter to the company looking for a job, and after an interview he was accepted. He took great interest of his work all along. In 1979 to the end of 1986, he was sent to West Africa to work amongst the management team to oversee production. From 1987 to 1992, he left the company and migrated to Australia. During that time he was working at a printing factory there. In 1992, China Dyeing Works was planning to move to a new factory, and asked Chan to rejoin the company.
For Hong Kong students who would like to study in Taiwan, they should sit a joint examination for admission to tertiary institutions. Chan was graduated from Pui Ying Secondary School (at Babington Road). His grades at school were good and he was nominated to National Cheng Kung University(NCKU) in Taiwan.He was accepted without taking the joint examination. During the first year he was awarded a scholarship. NCKU was located in Tainan where the living cost was very low.
Chan Kin Keung's career development at China Dyeing Works. When Chan first joined China Dyeing Works, he was placed at the printing department. He was responsible for the preparation of printing paste. After three months, he was promoted to supervisor of the printing department, responsible for printing technique and production. At that time the factory was running with two 8-hour shifts. Living quarters were provided to the workers. In 1975, Chan was promoted to assistant manager of the printing department. And in early 1979, he was sent to work in Nigeria, West Africa. At that time, the company had 10 factories in Nigeria. Chan was responsible for the management of UNTL plant's printing department which focused on wax printing production. In 1986, he migrated to Australia. In 1992, Chan came back to Hong Kong. He then worked as assistant plant manager at the company's factory in Tsuen Wan. He was responsible for production which covered technical issues, prioritizing orders and machine repairs, etc. Later on he also took up sales mission, including visits to clients, price negotiation, getting orders and arranging production schedule, etc. In 2006 he was promoted to Assistant General Manager. The Managing Director was at the Central office. The company established close relationship with its clients. An agent and sales representatives were employed in London and New York respectively.
When Chan joined the company in 1972, the owner, Cha Chi Ming was working at the Central office in the Swire Building. At that time, the office was in Central while the factory was in Tsuen Wan. Cha was an entrepreneur and he regarded himself as a textile industrialist. He was very keen in finding new technologies. He established two foundations in the mainland. Qiu Shi Science and Technologies Foundation concentrated on technologies. Sang Ma Trust emphasized on the advancement of textile technology and it had a great impact on China's textile industry.
Unforgettable experience during the first year of work: Making up this deficiency of professional knowledge...
Having graduated from university, Wong applied for a job in electronics factories. He was accepted by the Hong Kong branches of both Motorola and Ampex Ferrotec. As Ampex manufactured core memory and Wong was enthusiastic in computers, he decided to work in Ampex as an engineer. At that time, the technology of magnetic core was used for manufacturing core memory, and Wong had not studied anything related to digital circuit when he was in university. Students of Engineering Department of The University of Hong Kong were required to study a 3-year programme which aimed at providing them with fundamental knowledge. In the subject of Electronics, they mainly studied the technologies of speakers and transistor, not including new technologies such as digital circuit. In order to make up this deficiency, Wong borrowed books on Boolean Algebra from the library of The University of Hong Kong. He stressed that one had to learn continuously as not all the knowledge acquired in school would be useful in his work. In reminiscence, Wong thought that he was destined to be involved in electronics industry as transistor was launched when he was born, and integrated circuit had just been introduced when he graduated from university. He talked about the unforgettable experience during the first year of work. On the Eve of the Chinese New Year, he worked overnight with his boss in Ampex, testing equipment for the US headquarters so the results could be sent to USA on New Year Day. To Wong, working overtime was a responsibility. He advised the youths not to mind doing extra work but to follow the example set by people of the last generation.
Training programme of apprentices at South Sea Textiles
Conditions of the dormitories at South Sea Textiles. Hui joined South Sea Textiles in 1969. The first year he was taking classes at the staff quarter. The company required the apprentices to live at the quarter and they could go home once a week. The were 20 in the class and they were all male. There were a small canteen, a classroom and an activity room on the ground floor of the staff quarter. Upper floors were living quarters. The staff quarter was only for men, and six men would occupy one room. There were six beds, six closets and six desks in one room. Other than the staff quarter, there were also male and female living quarters for workers.
Education background of the apprentices of South Sea Textiles. The apprentices were all secondary school graduates. They were around the same age with only two to three years apart. South Sea Textiles was the largest factory in Hong Kong at that time. The company also ran South Sea English Secondary School. The school took part-time workers as students, and provided free education from Form One to Five. Part-time workers would study at the school in the morning, and work in the factory for four hours each day. Free accommodation was provided. Among those who joined as apprentices with Hui at the same year, three of them studied at South Sea English Secondary School. They either started from Form One, or transferred to the school at Form Four or Five. They had worked at the factory for two to three years. The three apprentices all finished their secondary school, with five passes at the HKCEE, and then they joined as apprentices. Some twenty years later, Hui met a fellow apprentice in Shatin. He learned that this fellow apprentice studied at South Sea English Secondary School because he wanted to go to school but his family was poor. The school provided education and free accommodation even though the students were required to work at the same time.
Instructors of the training programme for apprentices, and programme schedule Those who joined as apprentices a few years before Hui were trained at the Hong Kong Polytechnics in Hung Hom. Entrance requirement was also five passes at the HKCEE. The year when Hui joined, because of limited resources, the apprentices were trained by South Sea Textiles instead, with senior staff as instructors. The study period each day was long. Classes lasted from 9am to 6pm. They had to get up at seven, and gather at the open ground at eight for morning exercise, led by the quarter supervisor (i.e. Head of Human Resources). They had 30 to 45 minutes for breakfast. Classes started at nine, and there were three lessonss on both morning and afternoon.
Training programme for apprentices, and brief introduction on the production process. The apprentice's training programme was mainly about knowledge of production and human resources management. The latter was taught by the factory director. When Hui first joined South Sea Textiles, the factory director was a Shanghainese. He resigned later because he committed an error. His post was taken by Cheung Yim Man, who had a background in human resources. (Editor's Note: Cheung was one of the founding members of Hong Kong Management Association. He studied management in Japan.)
An introduction to the production process. Textiles was a labor intensive industry. It took over ten steps to produce fabric from cotton. Most of the spinners in Hong Kong had their production processes separated. South Sea Textiles was the only one that had a vertical set up of production. It had the biggest scale of production, with over 2,000 workers working in three shifts a day.
Work distribution for apprentices. There were two major parts in South Sea Textiles' production system. One was maintenance, which was responsible for the upkeep and maintenance of the machines. The other one was operation, which was responsible for production and management of workers. The 20 apprentices were mostly sent to operation, and the other quarter sent to maintenance. It took at least five to six years to understand the machines. They had to pick up the knowledge from books and working with the machines.
Textbooks used for the training programme of apprentices. At the training programme offered by the Hong Kong Polytechnics, all textbooks were in English. When Hui was studying as an apprentice, his textbooks were in Chinese, most of which were textbooks or reference books published in Taiwan, and some were prepared by the instructors. When designing the course, the factory concerned more on practical aspect. Apprentices were only required to learn basic knowledge of machines. Sometimes textbooks were not totally applicable.
The level where South Sea Textiles was among Hong Kong's textile manufacturers, and the company's standard on making fabrics. At that time, Hong Kong's spinning industry was ahead of the world, and South Sea Textiles was a leader in the business in Hong Kong. The US Army,the largest client of the company, had placed long-term orders of army uniforms to South Sea Textiles. South Sea Textiles was meticulous about the production process, which fulfilled the requirements of the US Army. The inspection unit had female workers inspecting every piece of fabric to make sure the number of defects would not exceed the requirements. If they did, the area of the fabric would be cut off. There was also a quality control department to take care of the testing of elasticity.
South Sea Textiles encouraged employees to learn management skills. South Sea Textiles encouraged their apprentices to take the Hong Kong Management Association's examination. One of Hui's fellow apprentices passed the examination, which was equivalent to Hong Kong government's recognized university degree. He later joined the Hong Kong Correctional Services. Human resources management was called modern management theory those days.
Learning experience at South Sea Textiles. In their second year of training, 20 apprentices were split into equal halves and were sent to either spinning or weaving section of the operation department of the factory. Hui was sent to the weaving section, and had to work in different procedures including sizing, drafting, warping, coping and weaving. He also had to work at maintenance and supervise workers. At each department he had to stay for one to two months. The practice period was originally designed for one year. But since there was a shortage of workers, after six months of practice, Hui was already assigned to supervise workers.
