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Chen Huiren, deputy secretary-general and director of the industry department of China Machine Tool Industry Association, held the 5th executive director (expansion) meeting of the 6th China Machine Tool & Tool Industry Association on October 20th. Executive Vice President Wu Bolin made a speech entitled "Implementation The strategic report, the work report for promoting the industry to work harder and stronger (hereinafter referred to as the “work reportâ€), the meeting also passed the “Working Points of the Machine Tool Industry during the Twelfth Five-Year Plan†(hereinafter referred to as “Work Highlightsâ€) ). The basic point of the work report and the main points of work is: “Mobilize the whole industry to implement strategic transformation and shift of work focus, and promote the transformation of China's machine tool industry from big to strongâ€. Below, focus on how to promote the machine tool industry from large to strong, talk about some ideas for discussion. 1. The main theme of the industry work from big to strong From the big change to the strong has formed a broad consensus inside and outside the industry, and to varying degrees have become the conscious action of most enterprises in the industry. In fact, from big to strong has become the main theme of industry work. We also noticed that in the larger scope of the equipment manufacturing industry, many areas are also facing the problem of becoming bigger and stronger, and have successively proposed the requirements for transformation and upgrading, which has greatly changed the machine tool industry. Words are both new development opportunities and more urgent market requirements. From big to strong is not a hollow slogan, can not always stay on the verbal, or screaming from the big and strong slogan in the mouth, in fact, still follow the old path of the past. Now the industry has come to take concrete and concrete actions. Obviously, the Standing Committee Director (Extended) meeting of the China Machine Tool Industry Association is to further unify the understanding on this issue, form a consensus, coordinate the will, unite the whole industry to take solid actions, and jointly play the industry from big to strong. The main theme of the work. So how do you achieve a big change? This is the topic we need to answer first. 2. The theme of the executive director (expanded) meeting The theme of this meeting and the theme of the work report are: implementation of strategic transformation and shift of work focus, and promote the industry from large to strong. This is the clear answer to the conference on how to achieve the industry's transformation from strong to strong. How to understand the theme of the conference? The reason for proposing the theme of implementing strategic transformation and shifting the focus of work is that our past development strategies and work focus cannot adapt or fully adapt to the development requirements of the new stage and the development environment changes. We must make major strategies at the right time. Adjustment. In this regard, we can understand from the following three aspects: The first is the understanding of the status quo of the industry development. In the past ten years, the development achievements of the machine tool industry have attracted worldwide attention, and the industry changes are comprehensive and profound. However, we must be soberly aware that in the past development, we have relied more on the following growth factors (or development advantages): that is, the continued strong domestic market demand, the release of corporate institutional mechanisms, and the development of incentives. Power and creativity, relatively cheap labor cost advantages and strong support from national industrial policies. In comparison, the role of technological advancement and management upgrades is relatively limited. Objectively speaking, the continued strong domestic low-end market demand has also delayed the technological progress of the industry in a certain sense. The conclusion drawn from this is that, as far as the industry as a whole is concerned, we still have not shaken off the development model characterized by scale expansion. And this development model is not sustainable. When the main developmental advantages we are used to rely on are weakened, our development will stagnate. So we must make changes in the new situation. Second is the understanding of the main contradictions at the current stage of the industry. The work report pointed out: "The main contradiction of the industry at this stage is the contradiction between the accelerated upgrading of the domestic market demand structure and the incompatibility of the industry supply." This judgment captures the essence of the problem. In the past decade, the most prominent performance of the industry has been two aspects. On the one hand, the scale continued to grow rapidly, production and sales were booming, the whole line was red, and the overall scale of the industry sang all the way. Until 2009, the global financial crisis jumped to the top in the world. On the other hand, the import scale and growth rate of medium and high-end machine tool products always Maintaining a high position, the trade deficit is high. Everyone has noticed that the growth rate of imports in the past two years has basically remained at about twice the growth rate of the industry itself. The above performance reflects the problem of the supply capacity of the industry, specifically the problem of the supply capacity structure. That is to say, the general-purpose low-end products have excess supply capacity, while the supply capacity of medium-to-high-end products, especially for high-end market segments, is seriously insufficient. The capabilities mentioned here are not simply the manufacturing capabilities, but the comprehensive market competitiveness. . Such an industry supply capacity structure can no longer meet the requirements of accelerating the upgrading of the domestic market demand structure. This contradiction is more prominent in the recent changes in the domestic market. Therefore, we must make up our mind to change this passive situation by developing strategic transformation and shifting the focus of work. Finally, there is an understanding of the development of environmental changes and trends. From the current situation, the major growth factors we have relied on in the past have changed to varying degrees and will continue to change. Here mainly talk about market changes. When the market continues to be strong, sober industry insiders know that this situation cannot always continue like this. The wolf will come one day, and now the wolf is really coming. Since the heat of the domestic large and heavy machine tool market cooled last year, the domestic machine tool market has declined significantly since the second quarter of this year. From the industry statistics, although the overall output scale and growth level of the industry are still at a high level due to inertia, it has shown a significant downward trend. The most outstanding performance has two aspects. First, the inventory of finished products has increased by a large margin (to the end of August, the inventory of finished products in the whole industry increased by 21%, including 24% for Jinchao machine tools and 34% for forging machine tools); New orders from enterprises dropped significantly (down 51% year-on-year in August and 35% quarter-on-quarter). It is particularly noteworthy that while the domestic market demand is declining, we also have to face the challenges of foreign competitors' new market strategies. At the just-concluded EMO exhibition, Germany's DMG and Japan's Mori Seiki jointly exhibited their carefully prepared ECOLINE series products, which are characterized by high performance and low price. It is not difficult to see that their strategic intentions are obvious, namely Mainly for the Chinese market and China's competitors, we must pay close attention to this. As for other factors, there is no specific analysis here. Everyone should have a personal feeling. Therefore, regardless of the current situation or the future development trend, the main development advantages we have relied on will gradually disappear and weaken. This situation will force us to make up our minds to make strategic adjustments. In this sense, the current development environment changes also provide a suitable entry point for the machine tool industry to implement major strategic changes, which has positive significance for the long-term sustainable and healthy development of the industry. In summary, the work report and work points all pointed out: "The machine tool industry is in a critical turning point to achieve major strategic changes." The implementation of strategic shifts and shifts in work focus to promote the industry from large to strong is "market and development environment changes." The objective requirements put forward by the industry are also the realistic needs of the industry's sustained and healthy development. It is also the historical mission and responsibility of the national strategy to the machine tool industry.†At the same time, we must also see that the development and progress of industry enterprises have been implemented for the whole industry in recent years. It has laid a solid foundation for the strategic transformation from big to strong. 3, on the "three landmark goals" work report and work points have emphasized that to "take key breakthroughs and drive the overall overall strategy" is to focus on the main objectives, focus on industry resources, and resolve major contradictions. This is the most vivid and important work guiding principle presented in the work report and work points. What is the main goal? Where is the focus of work shifting? The answer is "three landmark goals." The three landmark goals are the core content of the work report and the main points of the work. It captures the main contradictions and outstanding problems of the industry, and the expression is concise and clear. The main tasks and measures during the “Twelfth Five-Year Plan†period of the industry report are Put forward around this "three landmark goals." The first goal is to make breakthroughs in providing equipment and services for core manufacturing areas in key industries. Aerospace, marine, automotive and power generation equipment manufacturing is a key industry for national economy and national defense security, and the most important service area for machine tool industry. The core manufacturing fields of these industries have high comprehensive performance requirements for required machine tools. Typical high-end market segments, the ability to provide equipment and services in these areas, represent the highest level of machine tool manufacturing, and are the value of the strategic foundation of the machine tool industry. This is one of the most iconic goals, and it is also the goal with the largest gap and the highest difficulty. If this goal cannot be broken, it will not be able to talk about the "strategic foundation status of the machine tool industry", and it will not be able to change the industry from big to strong. From the performance of the industry in the core manufacturing areas of the four key industries, the two areas of shipbuilding and energy equipment manufacturing have relatively good foundations. In the core manufacturing fields of aerospace and automobiles, our foundation is Quite weak. In these service areas, our outstanding problem at this stage is the lack of in-depth study of the user's process, so the lack of deep understanding and accurate grasp of the user's equipment requirements characteristics, can not provide users with a comprehensive solution. At present, this is the main crux. To make breakthroughs in the above core manufacturing fields, we must fundamentally solve this problem. The second goal is the goal of two domestic market occupancy rates. That is, the domestic market share of medium and high-end CNC machine tools has increased remarkably, and the domestic market share of medium and high-end CNC systems and functional components has increased significantly. This is also a very landmark goal, the main direction of the industry during the "Twelfth Five-Year Plan" period. It should be pointed out that according to industry statistics, the domestic market share of domestic CNC machine tools has reached 57% in 2010. It is expected that this value will increase this year and may reach or exceed 60%. Some people will say that this value is not low. But we all know that most of this share of data is low-end CNC machine tools, of which the middle and high-end parts are lower. As for the domestic market share of medium and high-end CNC systems and functional components, it is lower, basically it is monopolized by foreign manufacturers. This is the most prominent structural problem in the industry for a long time. These goals are not broken, and the industry will not be able to talk about it. The third goal is to form a group of world-renowned brands and advantageous enterprises. This goal is an important symbol and an inevitable requirement for a machine tool manufacturing power. Its significance to the industry lies not only in several world-renowned brands and advantageous enterprises, but in that it will drive the improvement of the overall quality of the industry and the improvement of competitiveness. What needs to be pointed out here is that world-renowned brands and dominant companies are not selected, but are recognized by the market. Everyone knows that the so-called famous brands that are selected may not have any market value. There are still close internal links between the above three landmark goals. If the first goal is the goal on the point, the second goal is the goal on the face. If the first two goals are achieved, the third goal is the inevitable result. The above three landmark targets have seized the most prominent and urgent issues in the industry at this stage. As long as breakthroughs are made in these three directions, it will inevitably lead to an overall improvement in the overall competitiveness and overall quality of the industry. 4, a number of noteworthy issues worthy of attention Work report and work points on the basis of clearing the industry's guiding ideas and goals from the big to the strong, clearly put forward the industry's three major tasks and a number of measures. It should be said that these are all targeted and are proposed for a number of biased problems in different degrees in the industry. Here, choose the key points to discuss with you. (1) The tendency of “two big ones and one whole†In the past ten years, with the continuous rapid development of the industry, most of the industry enterprises have achieved remarkable development achievements to varying degrees. The most prominent feature is that the scale of operations continues to be rapid. Expansion, and has formed a "developmental inertia", a "path dependence", we have become accustomed to this state of sustained rapid growth. In this process, the industry enterprises have more and more prominently expressed the tendency of “two big ones and one wholeâ€, that is, the larger the enterprise scale, the larger the product specifications and the more complete the product varieties. Whenever we are planning and developing, we always habitually consider these directions and paths first. It must be acknowledged that it is the above-mentioned path that has driven the rapid development of the industry in the past decade, or that the above path is a suitable choice in the development stage of the past decade. This is also closely related to and fully compatible with the development environment of the entire Chinese economy. But now the path dependence of this development is definitely not enough, at least not enough, because the environmental situation has changed, and the industry has entered a new stage of historical development. We must make adjustments and changes, otherwise we will stop at the big, not strong, or even the big position can not keep. The industry will not only need China's own MAZAK, DMG and AMADA, but also many small and medium-sized but unique advantages. Therefore, we must correctly grasp the relationship between scale and structure, extension and connotation, and the relationship between the whole and the special, shift the focus of work, and adjust the investment of resources. Only in this way is the correct choice in line with the requirements of the new stage of development. To this end, the work report and work points specifically point out: to adapt to the new characteristics of the market demand structure upgrade and new changes in the development environment, accelerate the fundamental transformation of the development mode, and unswervingly follow the development path based on connotative development; Take the road of development driven by technological progress; take the development path of continuously improving the overall quality of the company. (2) The tendency of “hard and soft†has been developing at a high speed for many years, and objectively formed resource bottlenecks in different levels of industry enterprises. Many business operators generally feel the internal talents, technologies, management mechanisms and other aspects. The resources have not kept up with the needs of the rapid development of enterprises. Related to this is that there are a number of bad tendencies accumulated in a large number of industry companies, one of which tends to be called "hard and soft". The so-called hard and soft tendency, on the macro level, is characterized by the expansion of hard power such as one-sided emphasis on manufacturing capabilities, while neglecting the soft power of technological innovation capability, market operation capability, brand building capability, management capability and cultural capability to a considerable extent. The construction shows that the enterprise is both large and complete, but it lacks corporate connotation. At the micro level, there are many aspects of performance: in product development, the realization of heavy tangible functions and specifications, ignoring the manifestation of intangible technology added value in product development, ignoring the support of deep technology for design and development; In the manufacture of products, armed with heavy and tangible factory buildings and equipment capabilities, neglecting the continuous accumulation of know-how, the overall improvement of the process system and the construction of stable quality assurance capabilities; in the market development, the realization of one-sided sales performance, ignoring users The improvement of service level; even in terms of service, it is only limited to the service of the goods itself, neglecting (or not having the consciousness and ability at present) to provide users with extended value-added services and so on. All these tendencies are completely contrary to the direction of the industry from the big to the strong, are important factors that restrict the industry to achieve three landmark goals, and are prominent problems in the current stage of the industry. We must have a clear understanding and consciousness. Action. Therefore, the work report and the main points of work put forward in particular, "to take comprehensive measures, especially in the market adaptability and quality reliability of products; to work hard in the industrialization process; in the deep-level technology that restricts the market competitiveness of high-end products Work hard." Practically solve the problem of "like the shape of God." (3) The tendency to rush to seek must be objectively acknowledged, although we have made great progress over the years, it is relative to our own past. In fact, the gap between us and the machine tool manufacturing powerhouse is still very big. We need to make great efforts and spend a lot of effort to close the gap. In particular, we need to calm down, calm down, be willing to be lonely, retreat, and do a lot of solid underlying work. At present, the mentality and emotions that are eager to seek success or even quick success in various degrees inside and outside the industry are very harmful. This tendency, especially within the industry, is even more harmful. The so-called eagerness to seek success, there are two main manifestations at this stage, one is to be satisfied with "can do", and the other is to "package the world." First of all, the first performance. On the one hand, we admit that compared with the past, we can indeed do a lot of things that we can't do in the past. Here we mainly refer to some high-end products, such as some large-size/large-tonnage products, some multi-axis linkage products, and some multi-process composites. The product. On the other hand, we must also admit that the high-end products we have made are not a lot of good results for users. The formation of a certain market size (occupation rate) is even rare, and there are quite a few products. Just staying at the initial stage of “can doâ€, there is a big gap between “doing good†and “making characteristicsâ€. This situation is not a problem in itself, because it is the stage of development that we must go through. The problem is that we can't just be satisfied with this stage, or even stop at this stage for a long time. The industry has learned a lot in this regard, and there are still many performances. I made a prototype (often these prototypes only realized some basic functions and specifications, and thus only preliminary results), and they unrealistically advertised, broke the monopoly, broke the blockade, and reached the international leading level. The result was an identification of the awards, and the results were completed, and the initial results were shelved, and they were eager to focus their attention and resources on new, more “fashionable†projects. This cycle not only causes huge waste of R&D resources, but more importantly, we have not been able to achieve breakthroughs in industrialization technology and market applications for a long time. In view of this, the work report and work points specifically point out that the essential leap from "can do" to "do" is achieved. In fact, between "can do" and "do well" is not the difference in quantity, but the essential difference. We must understand the problem in this way, because only in this way can we attract enough attention and invest enough attention and resources to achieve this leap. Let's talk about the second kind of performance, that is, the tendency to "pack the world." With the rapid development of industrial enterprises, the continuous expansion of the economic scale and the improvement of innovation capabilities have greatly enhanced the pride and self-confidence of the industry enterprises, so that "everything you want to do, everything can be done" The tendency has been expressed in varying degrees. Especially in the past five years, this performance is relatively prominent. Under the guidance of this ideological tendency, some industry enterprises have adopted the practice of attacking on all sides. As a result, resources have been dispersed. Not only has the new direction been successfully achieved, but the original advantages have also been weakened to some extent. It should be said that this is a positive development trend, and it is a good thing, but the problem lies in grasping the degree of expansion, grasping the scope and speed of expansion, following the law, attaching importance to the foundation, fostering strengths and avoiding weaknesses, and not being able to break away from reality. We must be clear that the resources of the enterprise are limited and its own advantages are limited. Limited resources can only be used for limited goals, and should be a goal of their own comparative advantage. To this end, the work report and the main points of the work specifically pointed out that "to overcome the feelings of anger, do something, and learn from the successful experience that the enterprises in the industry have created, based on rational analysis of their own advantages and development potential. Selecting the market direction of key breakthroughs, concentrating resources, focusing on goals, intensively working hard, persisting in long-term unremitting efforts, and truly making its own brand and characteristics. In the face of the current situation and tasks, we must pay special attention to this issue. The understanding and attitude towards high-end market segments have made breakthroughs in the core manufacturing areas of key industries, that is, domestic high-end market segments. It is a prominent goal of work reports and work points. Facing this arduous historical task, the industry First of all, we must have a correct and clear understanding, and choose the right breakthrough path. The understanding and attitude of high-end market segments are generally as follows in the industry. First, we do not pay attention to it, and believe that the market is small in scale. The investment is big, the effect is slow, especially the investment risk is large, so it cannot be used as a corporate market war. The second is fear, lack of confidence and courage, and believe that the requirements for machine tools and equipment in this field are too high. We are too far apart. This is a long-term goal. At this stage, it cannot be the focus of business management. The third is The difficulty and difficulty of the market are estimated and insufficiently prepared, and the results are rushed into battle. The result is repeated defeats. The fourth is the lack of understanding of the individualized demand characteristics of the market, and the use of general-purpose products to operate the traditional model of low-end products and markets. Dealing with this market, etc. All these performances are incorrect perceptions, attitudes and methods, which are the main obstacles to our successful entry into the high-end market segment and the main factors that constrain our breakthrough in the core manufacturing sectors of key industries. The above-mentioned performance, work report and work points have clearly advocated that industry enterprises, especially key enterprises, should “consciously combine business objectives with national strategies and take the initiative to assume state responsibility and industry responsibilityâ€; “special attention should be paid to the close integration with users. In-depth study and master the characteristics of user processes, and strive to become a user process expert"; Accelerate the upgrading of the comprehensive service capabilities for high-end market, done by simple "product provider" to change its role "user craftsmen," the. Here, the breakthrough in this direction has been raised to the height of the company's performance of "national responsibility and industry responsibility." The above talked about some of the tendencies in the industry. We believe that these tendency problems and the work-oriented melody of the industry are incompatible with the theme of this executive director (expansion) meeting, and we must pay full attention to us. I believe that as long as the whole industry cooperates with the will, concentrates resources, focuses on the goals, and overcomes difficulties, we will be able to achieve the staged goal of becoming stronger and stronger in the industry during the 12th Five-Year Plan period.
