The History of Weaving Mills in Europe

Posted by michal1disuja on August 31st, 2015

Heinrich Karl-Georg Kettelhack, who was a yarnsupplier, was affected by these changes as well. He made use of this opportunity to become a trader in the putting out system he then found his own business on the 3^rd of September 1874. His nephew, Heinrich Eduard was in total support of him. He accomplished a lot in a very short time that he even started his own industrial production after a few years.

He manufactured a mechanical weaving mill in Rheine in 1882. In a few decades, the companydeveloped quite alot, positively. He soon secured his own yarn dying mill and made finished products so that he was able to distribute colored fabrics a wide range of people.

Due to the unreliable accessibility of yarns during the Korea-crisis it became profitable to create his own spinning department and, therefore, be independent. After a few years,massive corporate design for the fullspread of production range was established and it was named HEIKE.

The HEIKE bedlinen for private customers;-once the exact business of the company didn’t fit into the product responsibilities any longer. The high social position had shifted from woven to knitted fitted sheets. That’s why production wasn’t possible in an own plant. As a repercussion, kettlehack had to part ways with his business field and sold it to a new trade company in 2007.

This work relief made things easier for them to concentrate on the demanding field of corporate textiles and highly exclusive hotel and hospital bed linen. The line became expanded and the design was more acceptable.

In many places, fabrics made of exquisite rotor spun yarn are accepted because of their particular characteristics. Nonetheless, with the trend of lightweight and delicate fabrics and the demand for gentle fabrics, fabric made from rotor-spun soon stops selling in the markets. That was why he then started to buy raw fabric made of finely combed yarn and added it to his own production of spun yarn.

The economic and financial crisis 2008/09 led to a drop in revenue to about 30%, it became apparent that great demands are placed on the manageability of a company that produces a very high technical complexity. The unsteadiness of workload, initiated by economic influences and the fast growing market changes are in contradiction to the wants of one of the manufacturers of the conventional textile industry which is targeted at productiveness and efficiency.

But then, the question of which strategic action to take was faced on Kettelhack. The other options were on the hand to proceed with the production oriented path that has been very rewarding in the past. It was tested to see if the method that has been effective in the past could be our approach for the

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