Southern Mills Improves Weaving Efficiency



mitchell_637S

outhern Mills’ Plant Ellis dramatically improved its weaving efficiency, significantly
reduced warp stops and improved fabric quality with the addition of an LTG Weave Direct system.

“The Weave Direct system has proven out,” said Steve Mitchell, vice president, manufacturing,
Southern Mills. “We have seen a 20-percent reduction in warp stops and a 5-percent increase in
efficiency throughout the weave room since we installed it. Quality has also improved.”

The 20-percent decrease in warp stops is an average. For some styles, the improvement was
even greater. The improved efficiency makes a significant contribution to the plant’s bottom line.

Weaving machine vendors and industry analysts estimate that a one- percent improvement in
weaving efficiency is worth about $1,000 per loom per year. Southern Mills management agreed that
this is a valid figure but declined to name a dollar amount for the productivity gain.

Figures for the plant, which has a unique product mix — 22 different fibers and blends not
counting yarns purchased outside the company — would probably be very different from those of a
more conventional weaving operation. The plant’s fiber mix includes aramids, cottons, nylons and
polyesters. Yarn counts vary from Ne 4 to Ne 40.

The plant was built in 1961 to be a gray operation. Throughout the plant’s history, six major
changes or additions have been made. In its current incarnation the plant is a vertical operation
going from fiber through fabric. Major end-uses for the plant’s fabrics include the laundry and
technical fabrics market segments.


Additional Benefits

In addition to productivity gains and
quality improvements, the Weave Direct system has reduced the plant’s need for conditioned air,
decreased possible fiber-to-fiber contamination and opened up the weave room’s overhead space.

The LTG system required much less infrastructure, allowing for a smaller air washer and
smaller ductwork. For example, the Weave Direct system requires 272,000 cubic feet of air per
minute (CFM), compared to 400,000 CFM for a conventional system.

Cross-fiber contamination was a major cause of defects prior to the installation of the LTG
system. There were more than 40 separations in the weave room during ATI’s visit.

“Contamination was something that we talked about early on,” said Lee Lipscomb, plant
manager, Plant Ellis. “One of our objectives was to minimize flow across the room and with it the
possibility of contamination.”

The additional overhead space has made it easier to change out patterns using the plant’s
quick style change system. Maintaining clearance for quick style changes was a particular concern
since the weave room runs many styles and changes styles regularly. It is not unusual for the plant
to have 45 or more styles running at any given time and to have 15 to 20 style changes every week.

“One of the main things that I like about the LTG system is the improved aesthetics of the
weave room,” Mitchell said. “The way that they retrofitted the system for our plant really opened
the weave room up. The Weave Direct diffuser is not in the way. You can see across the room, and it
still performs and does a great job.”

Conditions under the old system could be very uncomfortable. “The old system made conditions
in the room hard to control,” said Wayne Gammon, weaving manager at Plant Ellis. “Outside
conditions had a big impact.”


Evaluating Needs


loom_636When
Southern Mills began to look for a new humidification system that would meet its needs. The process
involved looking at several systems and visiting a number of facilities to gauge the effectiveness
of various technical approaches to the problem.

“We saw that we had to have an improved HVAC system in weaving,” Mitchell said. “We had the
old Humiduct system and old chillers that needed to be replaced. At the same time, we wanted to
improve weaving performance.”

Part of this search included a trip to Europe to see LTG’s Weave Direct system at plants in
Germany and France. Mitchell was impressed with what he saw there.

The weave room that Mitchell visited in France had been built in two phases. One half was
constructed using a conventional air conditioning system. When the room later doubled in size, an
LTG Weave Direct system was chosen to support the new looms. The plant was equipped with Sulzer
weaving machines. Interestingly enough, it had 24 new Sulzer looms with Weave Direct and the same
number of older Sulzer machines serviced by a conventional air conditioning system.

Mitchell quickly noticed that the newer looms had the same weaver assignment even though
they were running 20-percent faster. On comparable styles, the new looms has an efficiency that was
five- to six-percent higher than the older machines. The new Sulzers also had about a third fewer
stops.

“It was a perfect example of looking at a conventional system versus the Weave Direct
system,” Mitchell said. “I saw that they were able to improve efficiency. I was really impressed.
Faster machines, which typically have more loom stops, had the same loom assignment as the looms
under the conventional system weaving the same fabrics.”


Installation Phase

The installation of the Weave Direct
system went very well. The plant replaced its old Humiduct system and upgraded its air washers and
chillers. It was a complex project involving four or five different contractors.

“LTG’s work on this site was as good as I have experienced in any project that I have done,”
said Barry Flippo, plant engineer, Plant Ellis, Southern Mills. “It was a major installation. We
were running production concurrently with the installation. They did an excellent job of working
with us.”

“The biggest and most challenging aspect of this project was the size of the duct running
through the room,” Flippo said. “At some points, I went back to LTG and just demanded that we work
around some things that we had in the room. They were good to make those changes.”


Weaving And Humidity

Conventional conditioning systems
have always had to compromise due to space and cost considerations. With a conventional weave room
conditioning system, the control sensors which regulate the amount of moisture being delivered to
the room are mounted on columns in the isles between looms. This location is intended to provide an
average room condition.

Normally the humidity is set between 65- to 80-percent relative humidity. Potential problems
such as condensation on walls or structural members and employee comfort levels seldom allow higher
set points for conventional systems. To provide this average condition throughout the entire volume
of the room requires large quantities of humidified air.

“As an example approximately 50-percent more air is required to maintain an average
condition of 75-percent relative humidity versus 65-percent relative humidity,” said Steve Plane,
president, LTG Air Engineering Inc.

“This requires much larger air washers, fans, ductwork and filtration components, as well as
higher operating costs.”

The air in the immediate area of the warp is also warmer than in the isles due to the motors
and the weaving process itself. Therefore the relative humidity in this area is much lower than at
the sensor. On average this difference is usually 10- to 15-percent. In fact, it is not unusual to
record a 50- to 60-percent relative humidity at the warp, which is significantly below optimum
conditions.

In 1992, LTG introduced a series of systems designed to address this situation.

The LTG Weave Direct system is designed to place the high humidity required at the process,
not in the large volume of the weave room. By delivering the air directly to the warp, from either
above or below, the 10- to 15-percent relative humidity difference can be reversed, providing, for
example, 75-percent relative humidity at the warp and 60-percent relative humidity in the room.

This approach has proven to provide significant improvements in weaving efficiency and
product quality due to the higher relative humidity at the process. The lower relative humidity in
the isles also provides workers with an improved comfort level.


January 2000

People

Avondale Mills Inc., Graniteville
S.C., has announced that Ken Windsor was appointed as director, human resources, Eastern
Operations. Windsor will be responsible for all human resources functions at the company’s plants
in Graniteville and Augusta, Ga.

Derrick Lee was appointed as manager, corporate safety. Lee will coordinate OSHA compliance
for all Avondale facilities.

The company also announced that Marvin S. (Bo) Bonner has been promoted to executive vice
president, manufacturing, Western Operations.

Marcus K. Tapley has been promoted to executive vice president, manufacturing, Western
Operations.

Timothy W. Stansell has been promoted to vice president, manufacturing services.

Kellwood Co., New York City, has announced that Hal J. Upbin was elected chairman of the
board. He is also company president and CEO.

The company also announced that Caren Belair has been named president of Kellwood’s Fritzi
California Inc. She will be responsible for overseeing sales, merchandising and design activities
for the company.

Boo Thayer Gemes has joined the company’s Robert Scott/David Brooks division as vice
president of sales and merchandising, responsible for major private label accounts.

Laura N. Vazques has joined the company’s Goodman Group East as executive vice president for
merchandising and design. She will direct the product development process, overseeing merchandising
and design activities for Northern Isles, Portrats by Northern Isle and the division’s private
label products.



January 2000

NAFTA By Design


A
TI recently had the opportunity to see first hand the benefits of NAFTA at Qualytel de
Puebla SA de CV, an apparel manufacturing plant in Puebla.

knittingmachine_632According
to company officials, they consider themselves a NAFTA company, rather than a Mexican company. This
is a fully integrated operation that starts with the fiber and sends out the finished product to
customers.

The company makes private label T-shirts, pants and sweatshirts, exporting 100 percent of its
products. Qualytel produces between 800,000 and 1 million products each month, and reports annual
sales at approximately $50 million.

In order to maintain the high level of quality at the plant, it is frequently visited by U.S.
customs inspectors. The company consistently maintains a clean, safe work environment.

Qualytel began in 1979 as TAURO, a yarn spinning operation. In 1989 came the incorporation of
Qualytel. Today, Qualytel is comprised of 2 fabric plants that house knitting and dyeing and
finishing; and 3 garment areas that house cutting, screen printing, packing and shipping. The total
space of Qualytel’s fabric and garment areas is 211,600 square feet. The company added its own
97,900-square-foot sewing facilities in 1994.

In 1997, Qualytel opened ExporMex in Laredo, Texas, for its U.S. distribution needs.

Qualytel employs 1,080 people,
working a continuous four-shift system. According to Vincenzo Petrozzino, vice president of
technical services, the company is going to a shift system where each shift works a 12-hour day,
four days a week. A manager is on duty at all times.


From The Start

Qualytel manufactures 70 percent of
its own yarn. The remaining 30 percent is imported from Parkdale Mills Inc., Gastonia, N.C.;
Avondale Mills Inc., Sylacauga, Ala.; and Mayo Yarns Inc., Mayodan, N.C.

For its yarn, Qualytel imports cotton from Memphis, Tenn. The bales are opened in the
company’s spinning facility, 30 miles away from the main manufacturing plant. Schlafhorst equipment
is used in the opening area. The yarn in spun on machines from Marzoli and Rieter.


On The Floor


dyehouse_630The
first stop on the tour was the company’s offices. Here is where the company goes through
pre-production and design. All of the design specs are sent from customers, which include Tommy
Hilfiger, The Limited, The Gap and Old Navy. Customer service is also handled through the offices.

Walking into Qualytel’s large knitting area was quite impressive. Vice President of Textiles
David Stuart pointed out the 14 circular knitting machines by Mayer, Vanguard and Orizio Paolo
running down both sides of the large, open room, all of them fully operational.

Directly through the knitting room is the dyeing and finishing facility. The company offers
a seven-day turn around for colormatching using Datacolor International equipment.

Part of Qualytel’s state-of-the-art facility includes a complete Scholl dyehouse. They do
some roll printing in this part of the plant as well, printing fabrics for turtlenecks and other
knit shirts. Plans are also in the works for the company to add a garment dyeing facility within
the next year.

The company treats all of the water used in the dyehouse before it is released back into the
environment.


The Cutting Room Floor


spreadingmachine_633Across
the parking lot is Qualytel’s cutting area. Lectra Systems dominates this area. Its equipment is
used in pattern making, digitizing, marker making, automatic cutting and spreading.

Bierrebi machines are used for die cutting.

After the apparel pieces are cut, they are shipped to Qualytel’s sewing facility. The
finished products are then returned to the main manufacturing area for screen printing. Sometimes
the pieces are screen printed before they are sewn together.

The company has four screen printing machines, all by MHM. They burn their own screens,
based on design patterns sent to them by their customers, ranging from a small Tommy Hilfiger red,
white and blue logo on the back of a T-shirt to “Old Navy” spelled out in big bold letters across
the front of a shirt.


To The Finish

After the printed products are dry,
they either go to be sewn or go to be inspected. Qualytel does a hands-on inspection of all
products that it ships out.

Products that pass inspection go to be packaged for shipping. Each product is packaged
exactly by the customer’s specifications, including the position of price tags and size stickers.

Products are then shipped out to ExporMex, where they are picked up by customers and taken
to their retail distribution centers.


Q1+1 2000 Plan


inspection_631To
prepare for the next millennium, Qualytel has developed a plan they call Q1+1 2000. The objectives
of this plan is to support consolidation and growth throughout the company with focus on quick
response and quality.

According to the company, Qualytel has many strengths including a high-quality product and
the right niche market. They also have a sound textile tradition and state-of-the-art machinery.
Being a NAFTA company is also an advantage, because it gives them access to commercial channels in
the NAFTA marketplace.

The company hopes to be three times as big as they are now in five years time, and will
approach European and Mexican markets.

Qualytel currently trains workers for advancement in the company. They have on-the-floor
training in a variety of jobs, including a program where a worker “shadows” a manager.

According to Javier Elenes, executive general director: “Education is an investment towards
quality.



January 2000

OMNOVA Solutions Opens European Office

OMNOVA Solutions’ Performance
Chemicals business has announced that it has established a European office.

The office, located in Hemel Hempstead, England, will focus on supporting the needs of
OMNOVA’s European customers and the European subsidiaries of its North American customers.

“We have developed key partnerships in Europe as part of a global strategy to expand our
ability to provide highly tailored products and technologies to markets such as paper, nonwoven,
floor care, coatings, construction, tire cord and adhesives,“ said Frank Nataro, Performance
Chemicals’ director of European operations.

“Our European office gives us an opportunity to work more closely with these partners to
grow the business and ensure consistent OMNOVA quality and service around the world.”
(See “Dyeing, Printing & Finishing News,”
ATI November, October and September 1999.)



January 2000

People

WestPoint Stevens Inc., West Point,
Ga., has announced that David C. Meek has joined the company as executive vice president and chief
financial officer.

The company also announced that John P. Cafaro was promoted to vice president,
International.



January 2000

China And The WTO


O
ne issue that never surfaced in all of the “battles in Seattle” over the World Trade
Organization (WTO) was China’s upcoming entry into the WTO.

China is one of the few major textile and apparel producers that are not members of the
WTO.

China plays a unique role — it is the world’s largest textile producer, with some 24 billion
square yards of output in 1998.

In 1998, China shipped $7.9 billion of textiles and apparel to the United States, while our
textile and apparel exports to China were only $72 million. On top of that, add the annual $5
billion of illegal textile and apparel transshipments from China that enter this country each year.

China also closes its market to nearly all other textile and apparel producing countries and
has a positive trade balance in these products of some $32 billion.



Principles And Rules

China’s entry into the WTO presents
major problems in conforming to WTO principles and rules. The WTO’s fundamental objective is to
embrace world trade by lowering tariffs and non-tariff barriers. Clearly, China must do that in
order to join the WTO. However, because China is not a market economy, nor is it likely to be one
in the foreseeable future, it may lower its barriers, but little or no trade might occur. Why is
this?

Such an outcome is possible because China could continue to operate as a centrally directed
non-market economy with state-owned companies and state-directed importers. No barriers, but still
no trade — unless China had a shortage of some particular item. Airplanes, yes; textiles,
no.



WTO Membership


WTO membership has the potential to
open China’s market and could also require China to conduct its trade regime under new rules and
disciplines. If this were to happen, a truly open Chinese market would benefit the United States in
several ways.

First, the U.S. textile industry could sell to the Chinese market — especially home
furnishings and industrial fabrics. Second, an open Chinese market means that other countries,
especially developing countries, would ship to China and take some pressure off our own market as
one of the most open for imports. That is why the American Textile Manufacturers Institute’s (ATMI)
Board of Directors made real, effective access into the Chinese market a major precondition for
China’s joining the WTO. Another ATMI objective is to get China to eliminate its dumping and
subsidized exports.

ATMI is also seeking a 10-year phaseout of U.S. textile and apparel quotas that is identical
to the phaseout period other WTO members faced beginning in 1995.

All of these issues were addressed in the negotiations between the United States and China
concerning China’s WTO membership, negotiations that concluded in mid-November with results quite
different from ATMI’s objectives.



What Happened?


First, China rejected the concept of
a 10-year quota phaseout. The United States agreed to a five-year phaseout with the possibility of
quotas for another four years, provided China could be shown to be disrupting our market or
threatening to do so.

Second, because the agreement treats China as a non-market economy, the United States will
be unable to use U.S. trade laws to attack any of China’s illegal export subsidies.

Based on a difficult-to-follow logic, the United States has concluded that non-market
economies subsidize everything; therefore, U.S. laws are useless because it is impossible to single
out the effect of any particular export subsidy that might be the subject of a complaint.

Third, China did agree to reduce its tariffs significantly by 2005 and to eliminate its
non-tariff barriers as well. However, it remains to be seen whether this will lead to real market
access into the centrally directed economy of China.

Moreover, by the time China completes its tariff cuts, it will have obtained quota-free
access to the U.S. market. The United States will have traded off potential access to China’s
market for real, unrestricted access to our own market by China.

Finally, nothing in the U.S. agreement with China deals with the critical labor and
environmental issues raised in Seattle that the WTO has clearly not addressed.



Economic Impact


To learn the economic impact of
China’s entry into the WTO on the U.S. textile industry, ATMI commissioned a study by Nathan
Associates, a well-known economic consulting firm in Arlington, Va.

The study found that once China gains quota-free access to the U.S. market, its share of
apparel imports will grow rapidly from its current 9 percent to more than 30 percent. This means
that China not only will take away production from other countries that supply the United States,
but also will displace U.S. production of textiles and apparel.

The study concluded that more than 150,000 U.S. textile, apparel and supplier jobs will be
lost — and these losses will occur on top of the damage caused by the phaseout of quotas with the
other 43 WTO members now subject to restraints.

ATMI is making its case to Congress. While the agreement itself does not have to be approved
by Congress, in order for the agreement to be implemented, Congress must grant China unconditional
“normal trade relations” status. This means that the United States must treat China exactly the
same as it does our traditional trading partners.

ATMI’s message to Congress is to oppose granting normal trade relationship status to China
because the agreement is terribly flawed and will put at risk many thousands of U.S. jobs and
significant production.

Congress needs to ask one fundamental question:

Has China earned its way into WTO membership by truly reforming its trade regime or has it
bullied its way in with no real commitment to play by the rules?
 



Adjusting To The Challenge


Whether or not China enters the WTO
at this time, ATMI’s member ship will have to deal with the fact that all textile and apparel
quotas disappear as of 2005. We are facing this challenge and finding ways to adjust.

First, we will have five years to more fully develop our markets of our NAFTA partners and
the Caribbean region, provided the Senate CBI bill can be enacted quickly.

The combination of a high-tech, capital-intensive textile industry in the United States,
linked with a labor-intensive apparel industry south of the border in Mexico and the Caribbean, can
effectively compete

with imports from Asia.

Secondly, we need to take a look at Europe. The European textile industry has survived a
flood of imports, and it can serve as a model of us in some areas.

The textile industry represented by the 15 countries of the European Union (EU) can be
compared to the United States in Table 1.



The European Textile Industry


Finally, even though the European
textile industry has higher wages and a greater social burden than we do in the United States,
their textile industry is larger than ours and they enjoy a positive balance of textile trade. How
have they accomplished this?

The European textile industry concentrates on specialty and higher value added products.
They source many commodity fabrics from abroad.

The industry works hard to develop its export markets.

Europeans have teamed up with their own south-of-the-border countries for apparel production
using their own fabrics, similar to the “809” program in the Senate CBI bill.

They reinforce a preference with their own consumers for European brands and European
products.

We can learn a great deal from our European cousins. We need to work together to meet the
Asian threat and to continue our growth and prosperity into the new century.




January 2000

1999 Ends With A Boom


U.S. Economy Closes Out The 20th Century With Robust Growth;
Inflation Well Under Control

The latest economic reports show that growth of the U.S. economy in its final stretch for the
20th century was robust, with booming retail sales, falling unemployment and still low inflation.

The jobless rate held steady at 4.1 percent in November, close to the lowest rate in more
than three decades. The economy added jobs at a fast clip, while workers put in more hours per week
in November despite some weakness in manufacturing. Nonfarm payrolls grew by 234,000 jobs in
November, on top of a 263,000 gain in October. The November gain was in line with the average of
the last 12 months. Construction employment rose by 55,000 jobs. Manufacturing job losses of only
2,000 nearly vanished in November after dropping by 36,000 a month during the first half of 1999.

Despite tight labor markets, inflation is still well under control. The Producer Price Index
for finished goods rose 0.2 percent in November as energy prices jumped 1.4 percent. The core
index, however, which excludes food and energy prices was unchanged in November.

The Consumer Price Index inched up 0.1 percent in November as energy prices remained flat in
November.

The core inflation rose 0.2 percent for the second month in a row. From a year ago, overall
consumer prices have moved up 2.6 percent, due to a 10.6-percent surge in energy prices, but the
core inflation rate rose only 2.1 percent, which is better than 2.4 percent in 1998.

busfin_graph_824


Industrial Output Grows; Housing Starts Still Strong Factor In U.S. Economy

Industrial output grew 0.3 percent in November after rising 0.8 percent in October. Warm weather
cut into electricity and natural gas demand forcing utilities’ output down. Factory output rose 0.5
percent.

The operating rate held steady at 81 percent of capacity in November, which is well below the
levels that typically result in an upward pressure on inflation.

Construction on new homes weakened in November reflecting the effects of higher mortgage
rates. Builders started work on 1.60 million units, off 2.3 percent from 1.637 million in October.

Single-family units came down 3.6 percent, while multi-family units rose 3.7 percent. By
region, housing activity was mixed.

Starts shot up 14.8 percent in the West to 417,000 units and rose 2.1 percent to 147,000
units in the Northeast.

Conversely, starts fell 6.8 percent in the Midwest to 356,000 units and took a 9.9-percent
dive in the South to 417,000 units.

Business sales advanced 0.5 percent in October and business inventories rose 0.2 percent in
October. The inventory-to-sales ratio, however, was left virtually unchanged at 1.33.


Textile Shipments Rise, Consumers Get The Holiday Buying
Spirit

Results for textiles and apparel were disappointing. Textile output eased 1.1 percent following
a strong gain of 2.8 percent in October. The operating rate for textiles fell to 85.8 percent from
86.7 percent in October, according to revised data back to 1992. The industry’s output in 1999 was
0.6-percent higher than previously reported by the Federal Reserve.

Shipments by textile manufacturers were strong rising 1.8 percent in October after slipping
0.2 percent the previous month. With inventories down 0.4 percent in October, the
inventory-to-sales ratio dipped to 1.52 from 1.56 in September.

Industry payrolls slid 0.2 percent in November, after falling 0.5 percent the previous month.
The jobless rate for textile mill workers, not adjusted for seasonal variation, jumped to 5.8
percent from 3.2 percent in October.

Consumers were in a full holiday buying mood in November. Retail sales surged 0.9 percent.
Apparel and accessory stores did well with sales gains of 0.8 percent in November. Producer prices
of textiles and apparel were unchanged in November. Prices rose 0.1 percent for gray fabrics and
were flat for processed yarns and threads. Prices fell 0.2 percent for finished fabrics, and 0.1
percent for synthetic fibers and for carpets.

busfin_chart_823



January 2000

Air Products Announces Intent To Build Facility In Brazil

Air Products Polymers L.P., Lehigh
Valley, Pa., the joint venture between Air Products and Chemicals Inc. and Wacker-Chemie GmbH,
Germany, has announced its intent to build a vinyl acetate-ethylene (VAE) emulsions facility in
Brazil in 2001.

According to the company, the plant, which is slated to be completed by 2003, will provide
innovative and cost-effective emulsions to South America’s expanding adhesives markets.

“This strategic investment demonstrates our commitment to provide the best product
technology to customers in South America,” said Frederick W. Fisher, chemical group vice president
and general manager, Latin America.

“Because of our intention to price imported products more competitively, the regional
adhesives industry will be able to immediately start using state-of-the-art emulsions technology
that, until now, has only been broadly cost competitive in the United States, Europe and Asia.”

The plant is the second major chemical investment by Air Products in the region. The company
previously acquired Quimica Da Bahia, Brazil, which serves the Latin American amines markets.

Two products from the AIRFLEX product line, the AIRFLEX 300 and the AIRFLEX 400, will be
manufactured at the new facility.

Air Products also has plants in Germany, Mexico and Korea along with six plants in the
United States.



January 2000

Eastern ColorandChemical Introduces New Scour

Eastern Color & Chemical Co.,
Providence, R.I., has introduced, Eccoscour WA-305, a new multi-purpose scour for wool, polyester,
nylon, cotton and blended fabrics.

Eccoscour WA-305 is a biodegradable, non-ionic scour based on natural ester and alcohol that
removes trimer, oils, grease and waxes from fabrics without the use of petroleum or chlorinated
solvents.

This scour is stable in normal storage, but will not tolerate freeze and thaw cycles.



January 2000

Tradition And Innovation



hillside_638T

he mention of Scottish textiles summons up images of traditional tartans and thick
hunting tweeds, superb quality, sturdy and a bit stodgy. Although the rustic tweeds and colorful
checks are still there, the Scottish textile industry is creating a new identity. Modern facilities
with new spinning, weaving and knitting equipment, products designed for today and new marketing
strategies have brought about a demand for Scottish fabrics from designers around the world who are
looking for unique fabrics, quality and performance.

Some of the companies that first began producing cloth in the 17th and 18th centuries still
exist. Today they have combined a legacy of tradition with innovation. They have identified their
customers and niche markets.

From the Lowlands in the south, to the Highlands and islands of the outer Hebrides, textile
production is scattered throughout the country. In the Borders, a region south of Edinburgh, the
major export is textiles, accounting for 45 percent, or about $18 million annually. This represents
more than a third of the total national share. Over 70 percent of all exports are to European Union
countries, with Asia and the Americas coming in at around 10 percent each.

Historically, domestic Scottish wool was the main component of Scottish yarns and fabrics.
Realizing the limitations of heavy woolens for year-round wear, the industry has diversified.
Fabrics are lighter and softer. Yarns may contain a variety of wools grown in the far reaches of
the globe, or are spun with other fibers. Quality and service are constant.


Historic Spinning

yarn_642Laidlaw
& Fairgrieve has been producing yarn for 135 years on a site where the first Borders spinning
plant was built in 1793. They were the first commercial spinners of Shetland yarns. Today they
offer a contemporary range of product. Along with traditional Shetland there is extra-fine lambs
wool, merino, machine washable wool, printed wool and blends with cotton, linen, mohair and camel
hair.

Recently Laidlaw & Fairgrieve announced restructuring. They have formed a new alliance with
Ferney Spinning on the Island of Mauritius, and will form another with a European spinner.

“This will make us more competitive in world markets,” said Colin Plumbe, managing director.

Laidlaw & Fairgrieve anticipates an annual capacity of 3 million kilos. They export yarns
to 36 countries, maintain offices in Tokyo, Hong Kong and New York and sell to 175 accounts in the
United States.

Customer service and research and development are of prime concern at Laidlaw &
Fairgrieve. Color is a key factor. There are 700 shades on their current color card. Stock service
provides delivery of sample yarns anywhere in the world, with no minimum requirements. Color and
yarn requests are tracked, 50 percent are updated each year.

Shetland is the base for stock service colors because it is, according to Plumbe, the least
expensive natural fiber. Realizing the importance of softness, there are finer micron Shetland
yarns, lambs wool, ultra-light merino, and blends with Lycra® readily available. Novelty yarns such
as marls, melanges, Donegals, slubs or blends can be ordered with a small minimum. The same is true
for custom yarns developed to a customers specifications. Product development work shows customers
what they can do with specific yarns through knitting and finishing. New fabrics and patterns are
created and each is washed, felted, brushed and pressed.

“We encourage our customers to think of us as their partners,” Plumbe said. “In addition to
color development and product development, we offer design support and technical support. We will
assist a customer through the entire manufacturing process.”

Quality is another factor. At Laidlaw & Fairgrieve there are stringent checks at every
stage to ensure the right color, strength, evenness and consistency of the yarn. Laidlaw &
Fairgrieve buys washed wool and top. Tests are made through each production stage of combing,
dying, blending and spinning.

“We are careful where we buy wool, and visit every grower,” Plumbe said. “We test every bale
of wool that comes in for fiber length and contaminants. Ideally wool should contain 16 percent by
weight of water. Lower than 12 percent and it’s too brittle; over 18 percent there is risk of rot
and mildew.”


Gardiner Wool Spinning

Located by the Tweed River in the
Borders, Gardiner Yarns (Yarn Sales Corp.) started as a weaver and finisher in 1867. They got into
spinning in 1975. Today their mill in Selkirk produces only wool spun yarns. Sales are divided
equally between weaving and knitting, with single-ply yarns of 12 to 4 metric count going to
weaving, and the same yarn two-ply going to knitting.

Exports account for 65 percent of sales, with most of that going to the European Community.
Asia is their second largest market, the United States comes in third.

Also specializing in stock service, Gardiner will deliver any of 72 colors in Shetland,
lambs wool or merino to customers around the globe in generally under three weeks. The minimum is
one kilo, which is enough yarn to make three sweaters.

Current best sellers are a 100-percent wool yarn called Highland Tweed, which is thick and
chunky, and Melrose, a three-ply yarn of wool/silk.


Diversity At Calzeat

Jacquard weaver Calzeat & Co.
(sold in New York through Textile Import Corp.) produces a variety of fabrics for womenswear,
menswear and the home. In addition to the Calzeat line, they produce and sell textiles under four
other names, all purchased since their inception 25 years ago.

The Calzeat line specializes in jacquards and dobbies. Patterns are subtle, misted,
heathered and sophisticated. There are ultra-soft double-faced fabrics, textured tweeds, ripple
effects, pressed velvet finishes and chenilles. Fabrics are woven of 100-percent wool or blends
with mohair, silk or linen.

“Linen is becoming a year-round fiber,” said Robin Galbraith, managing director. “We are
blending it with wool for lighter weight fabrics.”

The Claridge line produces fancy wovens for high fashion. The look is very Chanel. For fall
there are all-over textured looks in combinations of wool with silk, mohair or angora, sometimes
highlighted with fancy yarns. Weights range from 300 grams to 450 grams The number one export
market for this line is Japan.

Calzeat’s Peter MacArthur label is noted for traditional and off-beat semi-plains and
tartans woven with fine merino or lambs wool and frequently blended with cashmere, mohair or
angora. Finishes are brushed, sueded, milled and clean. The newest fabrics are ultra-light
including feather-weight gauze.

Dickson Fabrics, another Calzeat label, is a sporty line specializing in traditional checks,
classic weaves, rustic Shetlands and worsted flannels. It sells to bridge level casual and
sportswear firms.

Calzeat’s Thistle Mills accounts for about 15 percent of their total sales. It produces
fabrics for the home, primarily upholstery, household accessories, rugs and throw blankets. There
are fire retardant damasks and rich plaids.


Royal Tartans At Lochcarron



ringspinning_639Spinner,
weaver and knitter, Lochcarron (sold in the United States through Rutytex) has been in business for
more than 50 years, but the family connection with weaving goes back five generations. In 1932, the
current sales director’s great-great grandfather was commissioned to weave a special tweed for King
George V.

Currently on display in their Galashiels sales office is the Diana Tartan, created for the
late Princess of Wales. Mel Gibson wore a tartan kilt supplied by Lochcarron in the film
Braveheart. Another new tartan is called McLlennium.

Since its modest beginnings with crofters weaving on handlooms in Loch Carron, a small
village in north west Scotland, the company has changed dramatically. The Loch Carron factory is
still in operation but the main site is in Galashiels.

According to David Ogilvie, managing director, business is equally divided between
traditional kilt and uniform fabrics and a fashion line. Customers for the traditional line include
the Royal Canadian Mounted Police and tartans for 12 different schools in Japan. The fashion line
caters to the high end of the market.

“A very few of the top designers do not use Lochcarron for the quality and design service we
offer,” Ogilvie said.

“We are best known for our tartans that are available in all weights from a light
“springweight” through to upholstery strength fabric. We have over 1,200 patterns in stock for
overnight sampling. Our other fabrics include traditional tweeds, some with added interest of
mohair overchecks, stripes for blazers and upholstery, and cashmere velour overcoating.” Ogilvie
continued.

A recent investment of £1 million ($1.75 million) in the most up-to-date rapid
high-technology looms enables Lochcarron to cope with demanding high volumes. Old equipment is
still used to weave kilts to assure the perfect edge.

Although Lochcarron uses only natural fibers, they are beginning to work with Lycra. Another
new development is worsted denim tartan.


Robert Noble


Robert Noble has been weaving fabrics
in Scotland since 1666. Their archives include tartans woven for Scottish regiments dating back to
the 1880s. The boardroom, built in 1884, has been newly decorated using fabrics similar to designs
they created for the English Houses of Parliament.

In 1980 Robert Noble branched into upholstery fabrics. Based on the success of this venture,
they purchased Replin Fabrics, specialists in contract weaving. Today one third of their sales are
to apparel industries, the remainder goes to upholstery for home, office and industry.

Replin is a major supplier of fabrics for transportation. Airlines, ships, busses and trains
are furnished with wool/Nomex blends. Seats on the Orient Express are upholstered in Replin’s
electronic jacquard designs. American Airlines, TWA, United and Delta use these fabrics, which pass
the most stringent flammability tests, for crew seats and wall coverings.

“With our modern equipment we offer speed, variety and tough fabrics,” said Roland Brett,
managing director. Recent new machinery has been installed at a cost of about about $8 million.

“One reason for wool upholstery for pilots seats is that it breathes better than other
fibers,” Brett continued. “And there is only seven percent duty on wool upholstery fabrics into the
United States, versus 30 percent for apparel fabrics.”

The majority of Robert Noble’s fabrics are CAD designed and woven on jacquard looms.
“Hand-drawn designs take about eight weeks to complete,” said Brett. “We can do the same work in
eight hours with our CAD equipment.”

Robert Noble weaves woolen and worsted fabrics for menswear and womenswear. Hickey Freeman
and Jones New York are among their customers.

Most of their fabrics contain natural fibers. For summer designer Gill Cable mentioned that
silk/linen blends sold exceptionally well. Wool twisted around silk and linen and woven into plaids
and herringbones is being shown for fall.


Hunters Of Brora

In the Highlands of Scotland the
hour-and-a-half drive north east from Inverness to Brora winds along narrow coastal roads. The
scenery reflects the dichotomy of Scottish textiles. Heather-filled moors, misted hillsides and
grazing sheep provide a romantic backdrop to North Sea oil rigs.

The newly built vertical mill Hunters of Brora occupies is on 17 acres adjacent to the beach
and beside hills and moors. Officially opened in April 1999 by HRH The Prince of Wales, the factory
is fully equipped with state-of-the-art spinning, weaving and finishing equipment.

Established in 1901, Hunters set out to manufacture, from raw material to the finished
article, using wool from the Highlands and Islands of Scotland, in particular from Shetland.

“We are currently exporting at around 60 percent, mainly to the United States, Hong Kong,
France, Italy, Germany, Japan and Korea at the mid- to high-end of the market for both menswear and
womenswear,” said Brian Hinnigan, sales director. “The Hunters’ color signature, which has been the
hallmark of production since the company was established, is well known throughout the world,
alongside high quality and service.”

Robert Beattie, managing director, said: “The new facility allows us to manufacture a
greater variety of products, particularly finer and softer yarns and fabrics in real Shetland from
the Shetland Isles, Australian lambs wool and New Zealand merino. Hunters now has the capability to
blend wools with many other natural fibers such as silk, mohair, alpaca, angora, cotton and linen.”

Some of Hunters’ yarns contain as many as 18 colors. 180 colors are in stock. Knitting yarns
are offered in rich melanges, marls and nubs suitable for 2.5 gauge to 8 gauge knitting machines.

One new yarn is a merino/opossum blend called Kapua, which in Maori means dreamy clouds.
According to Hinnigan, opossum is finer than cashmere and just as expensive. It has a lot of
natural elasticity. Currently Reed and Taylor is running trials on worsted fabrics.

The Hunters’ collection for fall is softer and lighter, with fabric weight ranging from 300
grams to 650 grams There are rustic weaves in lambs wool, Donegals, wool/mohair boucles,
100-percent merinos in misted herringbone patterns, wool/cashmere blends and lightweight tweeds
woven with high-twist yarns.

For spring and summer, Hunters’ Senior Designer Anne Robertson said: “We are getting away
from the woolen mill label. We are developing a total new look using linen, silk and cotton.

The new facility allows room for expansion. New jacquard looms will soon be in place.


Light And Soft


tweed_641Since
the 18th century, crofters on the islands of the Outer Hebrides have been hand weaving Harris
Tweeds, using wool from local sheep. This cloth first gained popularity in the 1840s when Lady
Dunmore, wife of the Laird of the islands, introduced it to the British aristocracy. Hunting,
shooting and fishing in the Highlands had become popular pastimes for the privileged, and created a
demand for a special cloth that could cope with the rigors of cold weather and rugged
terrain.

Authentic Harris Tweed must be made from 100-percent pure virgin wool, dyed, spun and finished
in the Outer Hebrides and hand woven by the islanders at their own homes. The Harris Tweed
Authority certifies all finished fabric with its stamp of authenticity, the Orb Mark.

The KM Harris Tweed Group produces 95 percent of all Harris Tweed. It is a marketing company
established in 1996 to promote Harris Tweed, and is composed of three companies: Kenneth Macleod
Ltd., Kenneth Mackenzie Ltd. and The Harris Tweed Trading Company Ltd. In the United States,
Textile Import Corp. is the agent for The Harris Tweed Trading Co.; St. Andrews handles Kenneth
Macleod.

Although each company has the same ownership, each retains its individuality, with separate
mills, production, design and sales teams. Another producer of note is Donald Macleod, who formed
his company in 1982.

In the mid 1980s, 3 million meters of Harris Tweed was exported from Scotland to the United
States, and 1 million meters was sent to Canada. By 1991 that number was down to 130 meters to the
United States, a loss of 96 percent. Last year 100 meters was shipped to Canada.

According to Derick Murray, managing director, The KM Harris Tweed Group, the strength of the
British pound, high U.S. duty on wool and the Asian crisis all contributed to the decrease in
sales. The fabric itself was another factor.

In the 1920s Lord Leverhulme owned the islands. He brought in Hattersley looms which weave a
75 cm single-width cloth. Carpet quality wools from local Black Face and Cheviot sheep turned out
tough rustic fabrics weighing in at 500 grams/sq. meter.

Realizing that they were not addressing the demands of fashion designers and consumers, who
have little interest in fabrics that are impervious to wind, rain or thistles, Harris Tweed
producers have changed the width, weight and touch of the cloth. The old Hattersley looms are being
replaced by Griffith looms, which produce double width cloth of 150 cm. Today there are 130
Griffith looms and 150 Hattersley looms in use.

Harris Tweed is still 100-percent pure raw new wool. Finer and lighter grades from outside of
Scotland are being combined with local wool. After the wool is scoured, carded, dyed, blended and
spun, warp yarns are put onto beams and delivered, along with bags of filling yarns, to crofters.

Crofters are freelance weavers who live on the islands, some in remote areas where Gaelic is
still the mother tongue and the heritage of weavings has been handed down through generations. They
are paid by the piece. A single piece is 85 meters long, a double piece is 65 to 70 meters. Once a
fabric is woven, it goes back to the mill to be scoured, milled, cropped, pressed and inspected.
Fresh water from local lochs is used, giving the fabrics extra softness.

Ultra-light weights as low as 260 grams/sq. meter, soft handles, excellent drape and
innovative styling have brought about renewed interest in Harris Tweed. It is turning up in major
collections around the world.


Luxury And Quality


sheep_640Over
the past 15 years, cashmere specialist Johnstons of Elgin has experienced dramatic expansion. Their
business has quadrupled. If predictions for the future are somewhat guarded it is because the price
of cashmere has increased 60 percent, and duties to the United States are 30 percent.

Since its inception in 1797, the company has been owned and run by just two families, the
Johnstons and the Harrisons. In 1851 they pioneered in the weaving of vicuna and cashmere in
Scotland. Today luxury fibers remain the foundation of Johnstons of Elgin’s products and success.

In the middle of the l9th century Johnstons of Elgin originated a range of designs which
have become known as Estate Tweeds. To some extent Estate Tweeds might be said to be distant
cousins of Clan Tartans. Both tweeds and tartans identify groups of people. A tartan identifies
members of the same family, no matter where they live. Estate Tweeds identify people who live and
work in the same area, whether they are related or not.

Today the major portion of Johnstons’ woven fabric business is in 100-percent cashmere
jacket-weight fabrics for both menswear and womenswear. Priced at between £40 to £65 per meter ($68
to $110.50), they are selling 75,000 meters of cloth annually. Eighty percent goes to export, with
Italy their biggest market. In the United States, Windsor Textile Corp. is their agent.

In the 1960s Johnstons expanded into knitwear. In addition to fabric, they produce a line of
accessories. For the past decade they have invested around one million pounds annually in new
machinery. In addition to cashmere and vicuna, alpaca, guanaco camelhair, mohair, angora,
chinchilla and mink are other luxury fibers Johnstons weaves or knits into a variety of fabrics.
Lambs wool, merino and blends with silk are also available.

“The average cashmere goat yields about four and a half ounces of underfleece a year, which
must be combed or plucked by hand every spring,” explained John Gillespie, divisional design
director. “It takes the hair from one goat to make a scarf, two to make a woman’s sweater.”

When the fleece arrives in Elgin it is matted, greasy and full of coarse hairs. It is
dehaired to separate the fine cashmere from the coarse guard hair. There is a 40- to 50-percent
fiber loss in the dehairing process.

Cashmere grows in four colors: white, grey, camel and brown. White is the most expensive.
Some cashmere is processed in its natural state, some is dyed. White is used for dyeing light
colors; brown for navy and darks.

Jacket- and coat-weight fabrics range in weight from 240 to 600 grams/m. There are sheers of
l80 grams/m and double-faced coatings of up to 600 grams/m.


Ballantyne

The name Ballantyne is synonymous
with cashmere products of the highest quality. “In fact our cashmeres get softer with age,” said
Ann Ryley, sales director, Ballantyne Cashmere Company Ltd. She attributes this in part to the fact
that Ballantyne cashmere is washed in the soft pure waters of the River Leithen, the same magic
ingredient of Scotch whiskey.

Founded in the 1920s, Ballantyne today is part of Dawson International PLC, a company that
has been dealing in cashmere since 1870. Raw cashmere is purchased and processed by Dawson. The
fiber is dyed and spun by Todd & Duncan, another company in the Dawson group. Dyed yarn is
shipped to Ballantyne, where it is styled and made into apparel.

On its journey through the factory each garment goes through approximately 40 production
processes before it reaches the exacting standards demanded by Ballantyne. A lot of the work is
done by hand. It is checked thoroughly every step of the way.

Designs are submitted with suggested colorways, and prototype garments are made. Colors are
selected from dyed yarns. Ballantyne holds 160 colors in stock at any one time. Each garment
consists of a minimum of nine separate pieces, each of which must be knitted from the same dye lot
to ensure uniformity of color and hand.

Ballantyne has the largest hand intarsia operation in the world. Patterns can range from
simple geometrics to intricate florals, abstracts, portraits and animals. A simple intarsia design
can take three hours to knit. A more complex pattern can take up to 25 hours. The most intricate
intarsia ever produced took two weeks to make. Anything up to 25 colors can be incorporated into an
intarsia design.

Eighty percent of Ballantyne’s production is exported to over 50 countries. Japan and Italy
are their two major markets, followed by the United States and France. Showrooms are in Italy,
Japan and the United States, as well as a network of agents worldwide, with shops in London, Paris,
New York, Chicago and Tokyo.


January 2000

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