Royal Copenhagen Makes Moves into Thailand

“I’ve never regretted the decision to move to Royal Copenhagen. It’s been really satisfying. Being so old, the company is such a big part of Danish culture. In Denmark, everybody knows Royal Copenhagen or knows somebody who has been working for them.”


Rooted in Tradition


Founded in 1775, Royal Copenhagen is one of Denmark’s most respected brands. Originally owned by the Danish Royal Family, its hand-made, hand-painted porcelain is now known around the world for its quality design and craftsmanship. It is especially popular on the Danish and Japanese markets.


Mogens Hansen, Managing Director of Royal Copenhagen (Thailand)
Mogens Hansen, Managing Director of Royal Copenhagen (Thailand)

A Man in Charge


Mogens Hansen worked for eight years in the Danish army. In 2007, he sought out something different, applying for a job as Planning & Warehouse Manager at Royal Copenhagen in Denmark. In 2010, he was asked to move to Thailand and support the Managing Director, Soren Nielsen, in expanding and developing the company’s new production plant in Saraburi. He is now the Managing Director for Royal Copenhagen (Thailand).
“Working in Thailand is challenging in many ways but also rewarding as we’re part of building something. Out here, we have a chance to restructure Royal Copenhagen to take it to new heights,” Mr Hansen says.


Reasons for Change


Royal Copenhagen relocated to Thailand because of the country’s superior porcelain craftsmanship. In Thailand’s vibrant porcelain industry, it is easy to recruit skilled workers. The province of Saraburi was chosen as the site for Royal Copenhagen’s new factory. It is the hub for porcelain manufacturing within Thailand, producing some of the highest quality items in the country.


Expansion in Thailand


To tap into local expertise, Royal Copenhagen decided to form a joint venture with the Thai-owned Patra Porcelain. Under this arrangement, Patra supplies the raw materials and does some basic casting onsite.
In 2003, Royal Copenhagen tested the waters in Thailand, establishing a small painting department at Patra. In a rented room, two Danish instructors taught ten Thai students sourced from a Bangkok art college. This test run was a success. In 2004, land was purchased from Patra and a small painting factory was built. This focused on hand-painted porcelain and was a trial for large-scale painting. The company has expanded since then, growing from 60 to 330 employees. From 2004 to 2012, the size of the factory has increased from 800 m2 to 10,000 m2. The facilities have all been built from the ground up, being adapted to Royal Copenhagen’s specific production needs.
Although more Thai painters have been hired, production pace has been slowed down. Additional time is now spent on each item, improving the quality of the design. Production output has improved as well. This past year, the factory produced 1.8 million pieces of porcelain, an increase from last year’s production of 1.5 million pieces. There is still room for growth in the future as the factory has a maximum production capacity of 4 million pieces per annum.


Retaining Its Danish Roots


Royal Copenhagen will always remain in Denmark. The luxury brand, Flora Danica, is still designed and painted locally. Its design centre is also situated there, ensuring that the style and shape still retains its heritage. As of 2012, the company has around 200 employees in Denmark.
Four years ago, Royal Copenhagen had a catalogue of 3,000 products. After the global financial crisis of 2009, a decision was made to refocus the business. Now, Royal Copenhagen stocks about 750 items. This downsizing aimed at strengthening the company’s key porcelain brands


Promising Premium Products


In the move to Thailand, Royal Copenhagen’s main concern was the need to sustain the same level of quality.
In order to do this, exactly the same materials are used. Additionally, each item has to go through a rigorous approval process before being produced. The designs are first formed in Denmark and sent to Thailand. An undecorated, unglazed product is created and sent to Denmark for appraisal. After this, a glazed sample is created with no decorations. This too must be approved. Finally, a complete sample with full decorations is sent for approval. Only after passing this stage can full production commence.
All important equipment is imported. The paintbrushes are from Denmark, the kilns are from Germany and the production rails are from Italy. Other components such as heat pumps and filter systems are from Thailand.
“When we moved, especially since it’s such a well-known brand, we had to make sure that there was no difference between Thai and Danish-made goods. The challenge was to get at least the same level of quality or preferably better. Despite the move, the main message that we would like to send is that Royal Copenhagen products are still designed and developed in Denmark. They have still kept their roots,” Mr Hansen adds.


Casting & Painting


When each piece of porcelain is cast, it is called “biscuit ware”. This unpainted version is named because it looks edible and has the same density as a biscuit. The company’s most difficult items are cast at Royal Copenhagen. The rest are cast at Patra.
Each piece is then stencilled to give the basic paint outline before being sent to the painters. The general design is the same, but painters have the ability to vary small details, giving each plate or cup a unique appearance. Once a painter starts an item, they finish it, ensuring that all paintwork is consistent.
Royal Copenhagen’s painters work on all types of products and patterns. This improves flexibility, allowing production to continue even if one of the company’s 150 painters falls ill.
Once painting is complete, each piece is sent to be glazed. Glazing teams consist of four people: one to dip the porcelain, one to remove the glaze, one to clean the products and one to carry the goods. These roles are alternated so each worker is kept stimulated.


Firing in the Kilns


After this, the porcelain is sent to the kilns. These can take 7,000 pieces per day and reach a maximum temperature of 1,350°C at their midpoint. The temperature increases and then decreases, allowing the porcelain to be heated and cooled at a slow pace. This process takes 9 hours to complete. Royal Copenhagen also has UPS and backup generators in case of a power outage. This protects the kilns and goods as a sudden loss of power can drop the temperatures and destroy the glaze.


Grading & Shipping


Final products are sorted into three categories. 75% are A-grade items which are of the high quality the company is looking for. These get shipped off to be sold as premium goods. 7.5% are B-grade products with very minor defects. These are sent to outlet shops in Denmark and Japan. The remaining 17.5% fails to pass the inspection process and gets scrapped.
This grading is done by selector teams, which consist of three people. One worker grinds the base so it is smooth. A second examines each product, sorting them into the different grades. This individual has to look out for minor flaws. Some of these can be repaired by the third worker who removes these defects and sends the goods back to the kilns. Most then return as A-grade, premium products.
Royal Copenhagen’s Saraburi factory ships all of its goods to Denmark, Japan, Taiwan and South Korea.


Catering to the Collectors


Some Royal Copenhagen painters have their own following, especially in Japan. Painters put their initials on the base of each piece they finish. Some customers only want goods hand-painted by a certain individual and will wait until a new piece is created.
Royal Copenhagen also appeals to collectors as the decade of production can be identified by looking at the back stamp. These change every five years so each item is traceable back to its origins.


The Right Recruits


In their initial test, potential painters have 60 minutes to copy a floral drawing. If accepted, there is a three month probation period to see if new employees have the skills required.
New glazers and selectors go through peer training under instruction by Danish employees.
“We have employees from the factory in Denmark training our selectors as well. If you look at lower quality porcelain, you will see errors in the embossment, iron spots, etc. We cannot have any of that because we are expected to deliver premium quality,” Mr Hansen states.
For employees on the floor, there is also room to work up within the company.
“All our foremen and supervisors are promoted from the floor. This is one of my key principles. We should recruit internally, especially on these levels, because knowledge gained in the company should preferably stay within the company.”


Training Techniques


One method of knowledge transfer is to send Thai paint instructors to study in Denmark. At the factory in Saraburi, hands-on training is completed under the same instructor for the entire training period. After a peer review evaluation, painters can then apply their skills. Painters typically take two or three years to become truly proficient at their jobs.


Cultural Management


In order to minimise misunderstanding between cultures, Danish workers are given Thai culture classes in Denmark.
The right managers are also needed to avoid culture clashes. Managers with confidence in themselves who also understand the Thai and western cultures are vital in maintaining an efficient, productive workplace. Managers have either worked overseas or been recruited from international companies within Thailand. This ensures that constant communication between the headquarters in Denmark and the factory in Saraburi is maintained with as little cultural conflict as possible.


Building Unity


Teambuilding events are also held to give employees the opportunity to mingle. This is necessary as painters, glazers and selectors work in different sections along the production line.
“The culture in Denmark through 200 years has always been that the painters were something special. That is something we try not to build up here because there is as much craftsmanship in our glazing department as there is with our painters. It’s more important that everyone is thought of equally,” Mr Hansen explains.
This inter-company bonding has brought about positive results. During the 2011 Thai floods, workers were still dedicated to their jobs.
“Even though many of our employee’s houses were flooded, they still showed up for work. It was very admirable. They were really loyal to the company,” Mr Hansen said.


Further Development


With the relocation finished, Royal Copenhagen’s plans will now focus on sales and marketing. According to Mr Hansen, there is the need to regain foothold in former markets, such as Sweden and Norway, which were lost in the company’s downsizing activities.
New initiatives such as the ‘Mix and Match’ product line are also being made to further expand the brand’s potential around the globe.

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8 Comments on “Royal Copenhagen Makes Moves into Thailand”

  1. 😏 one of the obvious , sorry , drawbacks incurred in the move to Asia is the quality… the once translucent-thin Jule plates are now nearly as thick as roadside diner ware

  2. I have only just found out that I have been duped buying what I believed was an old established European porcelain, I buy Xmas items as decorations, I will no longer look at them with pleasure at Christmas and will now have to eliminate those far Eastern products I can identify, and I will not buy any further items from this manufacturer.
    The country of manufacture should be on the product not on the packaging which I am informed is removed by some retailers who rely on the brands former integrity.

  3. I was going to buy a full set for my wife, until I discovered this. No way am I dropping around US$12,000 (what I was planning to spend for service for 8 of Blue Fluted Full Lace) on product made in Thailand. How many skilled Danish craftsmen lost their jobs? How much more money does the company and its management make, since their costs went down, but their prices did not? I can’t be the only one… Unbelievable.

  4. I am in utter disbelief, I just spend all this money to boxes that say made in Thailand. I thought I was getting made in Denmark!!

  5. The charm has gone from the Royal Copenhagen figures. The new colours are, in my opinion, simple wrong. Copenhagen is re-known for its very distinctive muted blues and hazy colours. The new items coming out from Thailand and Japan are harsh and garish. How sad! I feel that perhaps the name of the company should change now that the china is no longer being made in Copenhagen.

  6. I collect only RC made in Denmark.
    I refuse to buy any Dishes made in Asia because of the misrepresentation of the brand and the exploitation of the workers.

  7. And what has happened, for the most part, to the many Danish Artisans at the factory ?
    The raw material is not Danish nor is the artist.
    You may have never regretted what you’ve done to the company and people who worked there but many who do the wrong also have no regrets.

  8. I am shocked that Royal Copenhagen is now produced in Thailand with this pathetic excuse that the Thai workers have better craftsmanship. I am sorry, but I just think you moved there because there you can pay less for producing your porcelains and not submit workers to the Danish work’s regulations. In other words, you can make use of exploitation of people.

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