Chen Huiren: There are four tendency problems in China's machine tool industry

A few days ago, the China Machine Tool Industry Association released the "Twelfth Five-Year" work points (trial) of the machine tool industry on the basis of many investigations and repeated arguments (hereinafter referred to as "work points"). Among them, the industry has made three major goals from big to strong (that is, it has made breakthroughs in providing equipment and services for key manufacturing industries in key industries, and the domestic market share of medium and high-end CNC machine tools, numerical control systems and functional components has been significantly improved. The introduction of a group of world-renowned brands and advantageous enterprises has aroused widespread concern in the industry. Why are you proposing these three landmark goals? Chen Huiren, deputy secretary-general of the China Machine Tool Industry Association, said that the three landmark goals were raised in response to several trends in the industry. So, what are the propensity problems in the industry? In this regard, Chen Huiren conducted an in-depth interpretation. Tendency One: Two major ones for nearly 10 years, along with the sustained and rapid development of China's machine tool industry, most of the industry companies have achieved remarkable development achievements to varying degrees. The most prominent feature is the continuous expansion of business scale. And has formed a kind of "development inertia", a kind of "path dependence", and enterprises have become accustomed to this state of sustained and rapid growth. In this process, the industry enterprises have more and more prominently expressed the tendency of “two big ones and one whole”, that is, the larger the enterprise scale, the larger the product specifications and the more complete the product varieties. It should be acknowledged that it is the above-mentioned path that has promoted the rapid development of the industry in the past 10 years, or that the above-mentioned path is a suitable choice in the development stage of the past 10 years, which is closely related to and complete with the development environment of the entire Chinese economy. Co-production. But now this development path dependence is definitely not enough, at least not enough, because the big environment has changed, and the industry has entered a new stage of historical development. Therefore, 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 Yamazaki Mazak, DMG and AMADA, but also many small and medium-sized but unique specialties. To this end, the main points of work emphasize that it is necessary to adapt to the new characteristics of the upgrading of market demand structure and the new changes in the development environment, accelerate the fundamental transformation of the development mode, unswervingly follow the development path based on connotative development, and take the technology The progress-driven development path will continue to enhance the development path of the company's own comprehensive quality. Tendency 2: Hard and soft For many years of rapid development, enterprises have formed different levels of resource bottlenecks in the industry, and accumulated some bad tendencies. One of them tends to be called “hard and soft”. The so-called hard and soft tendency is to expand on the macro level, such as one-sided emphasis on manufacturing capabilities, and to a considerable extent, neglecting the construction of soft power such as technological innovation capability, market operation capability, and brand building capability. The enterprise is both large and complete, but it lacks core connotations. At the micro level, there are many aspects of performance: for example, 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-duty factory buildings and equipment capabilities, neglecting the continuous accumulation of advanced technologies, 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 the improvement of user service level. Even in terms of services, it is only limited to the services of the goods themselves, neglecting to provide users with extended value-added services. To this end, the main points of the work put forward, "to take comprehensive measures, especially in the market adaptability and quality reliability of products, work hard in the industrialization process, in the deep-level technology that restricts the market competitiveness of high-end products "Kung Fu", to solve the problem of "like the shape of God." Tendency 3: eager to seek success Although China's machine tool industry has made great progress in recent years, it is relative to its own past. In fact, there is still a big gap between China and the world's machine tool manufacturing powers. It is necessary to make great efforts and spend a lot of effort. In particular, we need to calm down and calm down, be willing to be lonely, and have a lot of solid foundation work. At present, the mentality and emotions that are eager to seek success or even quick success in various levels within and outside the industry are very harmful, especially in the industry. 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 (occupancy rate) is even rare, and there are quite a few products. Just staying at the initial stage of “can do”, there is a big gap between “doing good” and “making characteristics”. In view of this, the main point of the work points out that the essential leap from "can do" to "do" is achieved. Let's talk about the second kind of performance, that is, the tendency to "pack the world." With the rapid development of industry enterprises, the continuous expansion of the economic scale and the continuous improvement of innovation capabilities have greatly enhanced the pride and self-confidence of industry enterprises, so "whatever you want to do, you can do anything" The tendency has a different degree of performance. 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. To this end, the main points of the work pointed out that "to overcome the feelings of anger, do something, and learn from the successful experience that enterprises in the industry have already created, based on rational analysis of their own advantages and development potential, select Focus on the market direction, focus resources, focus on the goal, deep work, and persist in long-term unremitting efforts to truly make their own brand and characteristics. Tendency 4: Fear of high-end understanding and attitude towards high-end market segments, currently in the industry There are several performances as follows: First, it does not pay attention to it, and believes that the market is small in scale, and it has a large investment and slow effect, especially the risk of investment, so it cannot be the focus of the enterprise market strategy. Second, it is fearful, lack of confidence and courage. It is considered 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 used as the key direction of business management. Third, it is difficult to estimate and prepare for the difficulty and difficulty of the market. The result is repeated defeats. The fourth is the lack of understanding of the market's individualized demand characteristics, to operate low-to-medium The traditional model of products and markets, using generic products to deal with the market, etc. All these performances are incorrect understandings, attitudes and methods, which are the main obstacles to our successful entry into the high-end market segment, and are the core manufacturing areas that restrict key industries. In view of the above-mentioned performance, the main points of work clearly stated that industry enterprises, especially key enterprises, must “consciously combine business objectives with national strategies and take the initiative to assume state responsibility and industry responsibility”; Emphasis on close integration with users, in-depth study and mastering of user process characteristics, and strive to become a user process expert"; to "accelerate the promotion of comprehensive service capabilities for the mid-to-high-end market, from simple 'commodity providers' to 'user craftsmen' Role change."  

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