刘铠：高定“翻车”的真正症结在于标准与项目管理（下）原创

2025年11月18日，在苏州举办的“未来栖居”主题活动上，诺雅那高端定制苏州经销商刘铠再次围绕“高定为何频繁翻车”这一话题发表看法。

On November 18, 2025, at the “Future Living” event in Suzhou, Liu Kai, Suzhou dealer for Nuoyana High-End Customization, once again shared his views on why high-end customization projects so often “fail”.

他认为，从全球视角来看，中国在室内设计、施工配套和材料供应链上的整体实力，已经处于世界前列甚至可以称得上“世界之最”。

From a global perspective, he believes that China’s overall strength in interior design, construction support, and material supply chains is already at the forefront worldwide and may even be considered “second to none”.

大量高端住宅、会所、商业空间的落地案例，也证明了中国团队在复杂空间项目上的综合能力。

The successful completion of numerous high-end residences, clubs, and commercial spaces has already demonstrated the comprehensive capabilities of Chinese teams in managing complex spatial projects.

“如果单看设计和材料，我觉得我们一点都不比任何国家差。”刘铠在会上表示。

“If we look only at design and materials, I don’t think we are inferior to any country,” Liu said at the event.

“但为什么在高定领域，依然有这么多翻车现场？问题往往不在设计本身，而在于缺乏被普遍遵守的标准。”

“So why do we still see so many failures in high-end customization? The problem often does not lie in design itself, but in the lack of widely observed standards.”

在他看来，高定项目出现质量落差和体验落差，深层原因是项目现场的执行标准参差不齐，而这些标准并不会自动生成，需要被明确提出并长期坚持。

In his view, the deeper reason behind quality gaps and disappointing experiences in high-end projects is the uneven level of execution standards on-site—standards that do not arise automatically but must be clearly defined and upheld over time.

谈到高定行业里的标杆，他特别提到诺雅那工厂的管理细节。

When talking about benchmarks in the high-end customization industry, he specifically highlighted the management details at the NORYA factory.

“去过诺雅那工厂的朋友都知道，从室外到车间，从通道到角落，你几乎找不到一点垃圾。”他说，“那是一种被执行到极致的标准。”

“Anyone who has visited the Nuoyana factory knows that from the exterior to the workshops, from the aisles to the corners, you can hardly find a single piece of trash,” he said. “That is a standard pushed to the extreme.”

而一旦回到许多项目工地，这样的标准往往戛然而止：工具随意摆放、现场卫生堪忧、细节处理缺乏统一要求，这些都会在不知不觉中拉低项目的整体水平。

Yet once you return to many project sites, such standards often vanish: tools are placed haphazardly, site cleanliness is poor, and details lack consistent requirements—all of which quietly drag down the overall quality of the project.

刘铠分享了他亲历的一个细节，对比尤为鲜明。

Liu shared a telling anecdote from his own experience that illustrated this contrast.

“有一次，我在一个现场看到木工在又脏又乱的工地上抽烟干活，第二天他换了一身干净衣服，出现在一个高标准工地里，做事完全是另一种状态。”他说。

On one occasion, I saw a carpenter working and smoking on a very messy, dirty site; the next day, the same person appeared on a high-standard site in clean clothes, working in a completely different manner,” he recalled.

在他看来，这并不是同一个人态度的突然变化，而是“标准制定方不同”导致的结果——要求不一样，工人的行为就会被重塑。

In his view, this was not a sudden change in the worker’s personal attitude, but the result of “different standard-setters”—once expectations change, workers’ behavior is reshaped accordingly.

“很多时候，不是这个木工不行，而是没人告诉他，这里必须做到什么样的标准。”刘铠补充道。

Often, it’s not that the carpenter is incapable; it’s that no one has told him what standard must be met here,” Liu added.

因此，他将目光聚焦到项目管理角色上。

Therefore, he turned the spotlight on the role of project management.

在他看来，高定项目不是单一设计师或单一供应商就能完成的作品，而是一项需要多方协同的系统工程。

In his view, a high-end customization project is not a work that can be completed by a single designer or supplier; it is a system project requiring multi-party collaboration.

“真正能把标准落地的人，既不是单纯的设计师，也不是单一的材料商，而是掌握节奏和细节的项目管理团队。”他说。

“The people who can truly implement standards are not just designers or a single material supplier, but the project management team that controls the rhythm and the details,” he said.

 通过项目管理，把设计、施工、材料商和品牌方有效串联起来，并在现场对工具摆放、卫生管理、工序衔接等细节给出清晰要求，标准才有机会在每一个工地被真正执行。

Only when project management effectively connects designers, contractors, suppliers, and the brand, and sets clear requirements on details such as tool placement, site cleanliness, and workflow coordination, do standards have a real chance to be implemented on every site.

 谈及更长远的视角，刘铠认为，一个国家整体的审美水准与工地文明程度，终究需要一两代人甚至更长时间去提升。

From a longer-term perspective, Liu believes that a country’s overall aesthetic taste and site civility will ultimately take one or two generations—or even longer—to improve.

 “这既是行业文化的问题，也是社会整体标准的问题，需要时间慢慢沉淀。”他说。

“This is not only an industry culture issue but also a broader social standards issue, which will take time to mature,” he said.

 但在此之前，通过更专业的项目管理，把当下能做到的标准先立起来、先坚持下去，是高定行业可以立刻着手的“现实路径”。

But before that happens, adopting more professional project management to establish and maintain the standards that are achievable today is a “realistic path” the high-end sector can take immediately.

 “哪怕从现在开始，只是把工地的基本标准拉高一点点，翻车的概率都会显著下降。”他强调。

“Even if we start now by raising basic site standards just a little, the probability of failure will drop significantly,” he stressed.

在“未来栖居”活动上，刘铠多次提到，高端定制要想真正摆脱“翻车”的阴影，既需要在设计阶段前置协同，也需要在实施阶段用标准和项目管理为结果兜底。

At the “Future Living” event, Liu repeatedly emphasized that if high-end customization is to truly move beyond the shadow of “failure”, collaboration must be brought forward into the design stage, and standards plus project management must underpin the implementation stage.

“只有把看不见的标准做实、把项目管理做细，高定才有资格谈所谓的高品质。”刘铠总结道。

“Only when invisible standards are made concrete and project management is refined do we have the right to talk about so-called high quality in high-end customization,” Liu concluded.