Li Dakai, chairman and general manager of Shaanxi Fast Automotive Transmission Group Co., Ltd. (herein referred to as “Shaanxi Fast Groupâ€), which was listed as a typical example of a state-owned enterprise in 2009, faced a media reporter, although he maintained his customary status. The rationality, but its enduring passion for entrepreneurship is still difficult to hide.
Li Dakai, who had just answered an important project from Beijing, showed no signs of fatigue: “Because of our pressure, the group led by Cui Zong and I, who were formed from 1996 to the present, can be said to have never dared to relax. We have pressure. These pressures come from our employees and come from the increasingly fiercely competitive market. This pressure is very great. We must maintain a high degree of passion to respond at any time."
Cui, the Party Secretary and Deputy General Manager of Shaanxi Fast Group, Cui Weike. Li Dakai and Cui Weike, who had been fighting together for 40 years in Fast, are no longer young. However, Shaanxi Fast Automotive Drive Group Co., Ltd. has carried this once-in-a-year young and passionate leadership team. Responsibility and commitment.
At the end of the day, the Fast Group, which came out of Shanjiagou, Baoji, Shaanxi Province, has become the "small locomotive of China's auto parts companies." China's first heavy-duty transmission series products come out, and China's first will gear products. Into the international OEM supporting field, China's first heavy-duty transmission volume exports, China's gear industry in various economic indicators year after year, China's market share ranked first, heavy-duty transmission production and sales ranked first in the world ... ...
The director of the Information Department of the Bureau of Publicity of the State-owned Assets Supervision and Administration Commission of the State Council, Su Guifeng, commented that there are many factors that have contributed to the success of Shaanxi Fast Group. They can “become an industry leader with a bankruptcy companyâ€. For more than a decade, it should be said that “a strong richer company The leadership team with a strong strategic vision is very important, and the institutional innovation and cultural innovation of enterprises provide multiple foundation stones for the independent innovation of enterprises.
At present, a national-level enterprise R&D center with an investment of 600 million yuan, the Shaanxi Fast Automotive Transmission Engineering Research Institute is under construction, and the AMT project listed in the national 863 project is also progressing in an orderly manner.
When Li Dakai, Cui Weike and others narrowed their eyes, their eyes had focused on more content. Li Dakai made no secret: In the next three years, we want to achieve the Group's listing. â€
"We roll our own snowballs"
"Now we have two days of production over 1998, four days of production over 2000, a month's output is equivalent to 2002, a month and a half of production is equivalent to 2003, and now we have an average monthly output of about 40,000 units. On the highway, every ten eight-ton or more trucks have more than eight of our Fast Transmissions, and the market has more than 1.5 million units, and our market share was less than 10% ten years ago."
Li Dakai, who graduated from the Automotive Department of Jilin University of Technology, is no longer just a technical expert. As a person in charge of the company, his digital concept is clearer than anyone else. The production and sales data of the Fast Group is like a computer program. Li Dakai opened a certain position in the brain. Just a light turn of the brain, he will give you more data.
Li Dakai told reporters: In the past 10 years, the Fast Group has grown at a rapid rate of double growth year after year. The annual sales revenue and industrial output value have grown from more than 100 million yuan to more than 6.5 billion yuan. The output and sales of transmissions have increased from 5,000 to 46. More than 10,000 Taiwan, export earnings from more than 2 million US dollars to more than 50 million US dollars, compared with 1999 before the enterprise restructuring, the industrial output value increased 47-fold, sales revenue increased 49-fold, heavy-duty transmission production and sales increased by 68 times.
This fast-growing data of Fast Group has been questioned by some foreign joint venture partners: The company had nearly 4,000 employees in 1999 and now employs nearly 8,000 people. The number has doubled and the output has increased by 560-fold. Is there any problem with this data?
Li Dakai explained to them: There are two reasons. One was technical progress. In 1999, when we were a “universal machine tool†(most of them were operated by people), we used a 100% CNC machine tool. In the past, one person controlled a "universal machine tool," and now one person can control four CNC machine tools, and the benefit of one CNC machine tool is twice that of "universal machine tools," which means that one person is equivalent to eight people at the moment, and the efficiency is greatly improved. .
According to the reporter’s understanding, the production and sales volume of the Fast Transmission Group is expected to exceed 500,000 units this year, compared to 460,000 units in 2008, and continues to maintain a high growth rate of more than 10%. It has already thrown the world's major heavy-duty transmission manufacturers far away. Behind. "Like snowballing, we have continued to grow stronger and stronger on the basis of the original 'three-line' business." Li Dakai admitted.
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"You can only walk for a walk around reforms."
“I'm very glad that when our company had a debt of more than RMB 500 million, when our company and the Hunan Torch made a joint venture in 2001, the bank gave us great support.†Now, in retrospect, Li Dakai still feels very much, and he also feels that grateful. Because at the time, the divesting of non-performing assets of enterprises was a joint venture. In the eyes of most people, it was tantamount to "out of the shell", and bank loans could become the most risky bad debts.
Turning over the history of Fast Group's development, it is not difficult to find that his predecessor was the Shaanxi Automobile Gear General Factory, a key “three-tier†enterprise built in 1968 in Baoji Caijiapo, Shaanxi Province. It was completed and put into operation in 1975, and the company experienced both The adjustment of production from “military to civilian†has caught up with the “three-tier†enterprise's relocation construction; it has been prosperous during the period of overheated economy from 1993 to 1994, and it also suffered the embarrassing dilemma brought about by the industry downturn from 1995 to 1999.
Yan Yufeng, deputy director of the Party and Group Work Department of Shaanxi Fast Gear Co., Ltd., is an old employee of the group. As the earliest builder, he joined the construction of Shaanxi Automobile Gear Factory in 1969. Yan Yufeng told reporters that when the company developed into 1999, the company had no wages for four and a half months. The principal and interest of the company owed to the bank was as much as 500 million yuan, and the annual output value was less than 100 million yuan.
When it comes to the most difficult period of business, Li Dakai and other members of the leadership team always have deep feelings. They always keep in mind the company employees who do not forget to give them support and trust. The most they said was "Thank you." Thanks to the company employees who did not abandon the company and abandon their leadership team during the most difficult period of the company. This also strengthened their belief in leading employees to a blue ocean.
On September 28, 2001, in order to adapt to the market development, Shandai Automobile Gear General Factory jointly established Shaanxi Fast Gear Co., Ltd. with its entire operating assets and the then Hunan Torch Co., Ltd. For Weichai Power), Shaanxi Dental Factory accounted for 49% of the shares. The joint venture partners, banks, and employees of the company have cast absolute confidence votes on this leadership team.
Li Dakai told reporters: It is very important that a leading group can be recognized by employees. Our leadership team was established in 1996 and it should be considered a young leadership team. The difficulties that lay before us were the same as those of all enterprises. The lack of funds, heavy burdens, aging equipment, floating people, backward systems, and burdens were very heavy. Faced with many difficulties, our leadership team continued to advance enterprise restructuring. It is only possible to walk around the reform. When the company was in a joint venture with the Hunan Torch, the situation was very moving at that time. The company held the party committee, the middle-level cadre meeting, and the employee representative meeting. No one voted against it and abstained from voting. This shows that our leadership team has received the full trust of employees.
The joint venture restructuring in 2001 meant that enterprises should conduct operations and management in accordance with the market-based mechanism, including employment and management. At that time, more than 3,000 companies signed the contract within three days. In 10 days, the company entered three major reforms: the implementation of a full-time contract system, adjustment and streamlining of organizational structure, and reform of the distribution plan.
“Though the sparrow is small and fully-equipped,†the enterprise must break the original departmental setup, carry out a restructuring in accordance with a market-oriented enterprise system, and set up “seven departments, one room and one center†to re-distribute power by streamlining institutions. "Only reforms can make great strides." After restructuring, employees' incomes doubled a year later.
Regarding the reform and restructuring of enterprises, Li Dakai’s greatest feeling is that “there is no savior in the world and we can only rely on ourselvesâ€. “The mechanism is not a change to the spirit, but depends on a lot of hard workâ€. After our company was not a joint venture with the Hunan Torch, it changed all of a sudden. Our internal reforms have been started since the mid-1990s and have not stopped. We don't wait, don’t rely on, we In the most difficult period in which wages are not paid in the four and a half months, all the work of basic management and construction, enterprise system construction, corporate culture construction, and internal enterprise reform has been insisted on.
Li Dakai stressed: "State-owned enterprises must not be arrogant, and reforms should not be used to deal with death. It is important to review the situation."
Li Honggang, deputy secretary of the Party Committee of the Shaanxi Provincial State Assets Supervision and Administration Commission, told reporters: The Fast Group of Shaanxi Province was listed as a typical example of the state-owned enterprises in 2009. This is a recognition of the leadership team of the Shaanxi Fast Group. Shaanxi Fast Group insists on independent innovation. A concerted effort to get a fruitful approach has become a model for state-owned enterprises to preserve and increase their value.
"I live by Fast"
On the opposite wall of the second floor meeting room corridor of the Fast Group Xi'an Hi-tech Plant, a unique relief sculpture also attracted the attention of reporters. “This is what we designed by Li. She just represented our group’s entrepreneurship. The three stages of the exhibition,†said Choi Weike, the party secretary of the Fast Group and executive deputy general manager of the company, told reporters. In the first stage, it represented the establishment of the factory in 1968 by Fast, and the Hongyan from all sides of the motherland entered the ravine and produced the first-generation transmission 5J80T in China by handy, simple machine tools, forming the J80 and J90 series. Transmission is the leading supporting system. At present, the Fast Baoji Plant has developed into the largest single-axle transmission and car gear forging and casting production base in the northwest.
In the second phase, in 1985, Fast entered the city and built a new factory building in the western suburbs of Xi'an. Here, Fast double-shaft transmission has grown from a single series of three varieties to more than 20 series. Hundred varieties, in the 4th - 16-speed automobile transmission field to achieve full coverage in all aspects, and has more than 40 patents, some of the key technologies and core technologies of innovative products have reached the international advanced level.
In the third phase, in 2005, Fast's Xi'an Hi-tech Plant was completed and put into production. The modernization of the factory building also marked the entry of Fast into the digital age of science and technology and towards the peak of new technology. Here more than 80% of the mechanical processing equipment from the United States, Germany, Austria and other countries, there are modern gear processing production lines, heat treatment production lines and heavy-duty transmission assembly line. After the completion of the second phase of the project, there will be an annual output of 300,000 sets of automobile transmissions.
Choi Weike stressed: "The relief maps like this are found in many parts of our group. This is our history of development. It is also a good specimen for our group to conduct corporate culture education and training."
In the old factory area of ​​Caijiapo in Baoji, Shaanxi Province, the entrance door is a huge slogan of “I live on Fast and Fast develops on me.†Today, she has become the core value of the Fast Group.
Li Dakai told reporters: “Our first factory, the old factory in Baoji, Shaanxi, was planned, grounded and started in 1968. It was completed in 1975 and it took seven years. Our second factory, the western suburbs of Xi’an, Shaanxi Province, The construction started in 1985 and was completed in 1990. It took five years; the third factory, the Xi'an High-tech Plant in Shaanxi Province, was started in March 2004 and was put into production in September 2005. It took only one and a half years; the fourth The factory, Shaanxi Baoji Foundry, officially commenced construction in 2006 and was completed and put into operation in 2007. The Fast Group is growing faster and faster.
In an interview with reporters, Li Dakai made a small episode without losing the humor: “When I responded to a science and technology project in Beijing yesterday, some experts said that the name of our company sounded like a foreign company.â€
In accordance with the grand vision of the leadership team of Shaanxi Fast Group with Li Dakai as the core, “Fast and Fastâ€, the group is to develop quickly, reliably and firmly. According to the reporter’s understanding, the Fast Group invests 600 million yuan. The State-level Automobile Drive Engineering Research Institute is stepping up construction. At present, one hundred million R&D equipment has been placed in place.
According to the positioning of Fast's product development from a single traditional type to a diversified one, the production of Fast Transmission has been extended from heavy-duty transmissions to mid-light truck transmissions, passenger car transmissions and passenger car transmissions, according to the Fast Group Directors Li Dakai, general manager and general manager, disclosed that: As early as three years ago, the Group had already invested in research and development of passenger car transmissions, and there was a new product already installed in the Group's own test car. The effect was very good. Fast. The group is looking for the right time, according to the development of the group, and combining the entire external market situation and choose the opportunity to launch.
Mr. Cui Weike, party secretary and executive deputy general manager of Fast Group, told reporters: “At present, our products have been widely exported to the United States, Australia, Eastern Europe, South America, Southeast Asia, the Middle East and more than 10 countries and regions. Based on the domestic market, open up international space , Our snowball will get bigger and bigger."
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