In 2012, Dongfeng Chaochai Power Co., Ltd. (hereinafter referred to as “Dongchaiâ€) was restructured into the first year. “After being transformed into a private enterprise, Chaochao’s market strategy has been very concerned to us.†At the Dichai business meeting on December 16, 2012, a host plant procurement officer told reporters. The sharp decline in the commercial vehicle market in 2012 is undoubtedly a very severe test for the newly-launched Chaochai Power Company. Faced with enormous difficulties, the DPRK Chai people have not been overwhelmed. Under the new system, they have established new mechanisms, radiated new impetus, and composed new chapters. At the business meeting, Chaochao chairman Fan Zhong told the participating OEMs, suppliers and service providers that in 2012, he had achieved gratifying results: cost control has made great progress, turning losses into profits; the quality level is great As a result, the zero-kilometer failure rate has dropped by 80%. What's more valuable is that the cadres and employees have undergone tremendous changes in their ideology and mental outlook, and the degree of employee engagement has continued to increase. A brand new firewood showed itself to the world. Finding no results before restructuring At the end of 2011, after the diversification of equity, Xinchao Chai, co-financed by Dongfeng Chaochai, Shanghai Ruru Enterprise Development Co., Ltd., Shanghai Fangyuan Investment Co., Ltd. and Shanghai Zhifu Business Service Co., Ltd., was established. During this period, Dongfeng Chaochai invested 60 million yuan, accounting for 20% of the shares of Chaochai Power; two private investment companies Shanghai Ruru and Shanghai Fangyuan invested 90 million yuan and 63 million yuan respectively, accounting for 30% and 21% of shares; Shanghai Zhirong, representing management and technical backbone, contributed 87 million yuan, accounting for 29% of the shares. Why change? Fan Zhong made a thorough analysis of the aforementioned business meeting. Chaochai is a company with a history of more than 50 years and has conducted various explorations and attempts on the selection of development paths. Seek a joint venture. Fan Zhong said: "Automotive is an open industry. Joint ventures can bring a lot of competitive advantages, such as changes in systems and mechanisms. At the same time, they get technology, management, brand, and financial support. Many companies in the auto industry use this model. Most companies have achieved success, and Daw Chai also wanted to follow this path, and he has actively explored it since the early 1980s. For more than 20 years, Chao Chai has discussed joint ventures with a number of globally renowned automobile companies, and some even talked about it. To a very deep extent, but for various reasons eventually ended up without results." In that year, Chaochai talked about the introduction of technology and joint ventures with a European company, and it was progressing smoothly. It was already possible to sign a framework agreement soon. One day, Fan Zhong heard a news in the news that this company was generally owned by a US company. Buy it. Similar things happened to Chaochai many times. Seek to go public. Chaochai also conducted many explorations in this area. Fan Zhong said: In the late 1990s, Chaochai tried hard to make a B-share listing. After more than a year of hard work, it will soon be successful, but the Asian financial crisis has broken out and all efforts have been paid. East flow. After reforming itself In 1979, Chaochai was still an agricultural machine factory. Because of the planned economic transition, Chaochao did not have a plan and was on the verge of bankruptcy. However, Daw Chai made a correct strategic decision to turn to diesel engines. Without a joint venture, no listing and no technology introduction, Zhachai relied on its own strength to develop China’s first high-speed diesel engine at the time. In the first half of the 1980s, Zhachai was a well-deserved vanguard of the diesel industry. Fan Zhong said that in the history of inventorying, we have found that any time Daw Chai develops in a good period, it is based on its own power. All the time when Chaochao encountered obstacles and could not keep up with the industry situation, it was because the foothold was to rely on the power of others. The facts have taught us that in the future, Chaochai should undoubtedly place its development base on autonomy. Of course, we do not exclude advanced ideas, management, and technology. So, where is the bottleneck of Daw Chai’s own strength? After analysis, the system and mechanism are the biggest bottleneck. If Chaochai fails to catch up with the various opportunities, it is only through changes in the system to promote changes in the mechanism. Dongfeng Headquarters listed Chaochai as a restructuring unit and the process lasted for 10 years. Fan Zhong recalls that when he was appointed by the Dongfeng leadership, he was assigned a task: to complete the separation of the main and auxiliary of Dynacha. At that time, Chaochao employees reached more than 8,600 people and produced more than 70,000 diesel engines a year. After separation of the main and auxiliary services, there were three to four thousand employees in each of the two areas. In the year of 2007, Chaochai started the restructuring of the auxiliary industry. In 2009, the reform of the auxiliary industry was successfully completed. In the past four years, the operation status was good. The management system and economic benefits of the various enterprises under restructuring have been greatly improved under the new institutional mechanism. Big improvement. In the process of restructuring, Chaochai has maximally protected the interests of employees. Therefore, the restructuring of Chaochai has been highly recognized and supported by the broad masses of employees. Thanks to the active participation of the broad masses of employees, the restructuring of Chaochai was successfully completed. According to the leaders of Chaoyang City, Chaochao City was the largest among the reformed enterprises during the years of restructuring in Chaoyang City, but the restructuring of Chaochai was also the most stable. most successful. [next] New mechanism, new mechanism usher in new development 2012 is the first year of Chaochai’s reform and is also a key year for the development of Chaochao’s new starting point. In this year, Chaochai, which had just been successfully restructured, has undergone an extremely severe test: When the market is cold, sales have fallen sharply. While they are expanding their markets, they are paying close attention to management. In 2012, lean management with the goal of excellence was adopted throughout the year, and Zhifei was hired as a lean management consultant. With the guidance of five true thoughts: "True Faith, True Learning, Truthful Understanding, Truthful Achievement, and Outstanding Effect," Quality Raise the entry point, implement the basic principles of “three-in-three, three-present, and three-inspection†and set up four project teams for disassembly analysis, quality improvement of self-made parts, quality improvement of accessory parts, and basic management promotion. Solve the advantages of quality problems, implement and solve a number of market feedback quality problems. After these effective work, Chaochao has established a strict and effective quality inspection and quality assurance system. The rate of foundry rejects has continued to decline, and the quality of accessories, machines, and fittings has greatly improved. The zero-kilometer failure rate at automobile plants has dropped by 80% year-on-year. . Zhaochai is doing a good job in the current and has a long-term perspective. The company established the Commodity Development Strategy Committee to study product planning issues, and hired first-class diesel technical experts from the United States and Japan as technical consultants to establish cooperative relations with research institutes such as Tianjin University and Jilin Gongda University and other key research laboratories. To evaluate and optimize the existing product structure, the full range of products meets the country's four emission standards and has a national five development platform. In the past year, Chaochai’s unwavering focus on management, quality, and product development has resulted in improved quality, a reduction in the cost of three guarantees, and a significant effect of turning losses into profits. This has been recognized and supported by the broad masses of employees. I feel that there are hopes for the company, its own future, its work, and its future protection. When talking about the situation in 2013, Fan Zhong said: “Dowchai still faced a very difficult market situation in 2013, but we believe that with the further improvement of the management level of the company and the guidance of lean thinking, the DPRK Chai people will follow the step-by-step, down-to-earth approach. Chaochai's grand blueprint is moving forward to build China's strongest diesel engine company." Hydraulic Hose Fitting,Hydraulic Pipe Hose Fitting,Steel Hydraulic Hose Fitting,Reusable Hydraulic Hose Fitting FUZHOU RICHLUX TRADING CO.,LTD , https://www.richautoparts.com