Enterprise development of Shanghai natiefu transmission shaft co., ltd.

As the pioneer of SAIC's "operator" management, Shanghai Natiefu Transmission Shaft Co., Ltd. began to introduce the "operator" management mode and concept in March 2008. The company has solved the problems such as whether the Sino-foreign joint venture should implement the "operator" management mode, how the "operator" management mode can be integrated with the current management mode recognized by Chinese and foreign partners, and how the "operator" management mode can enhance the development of the enterprise. Our specific approach is: in the early stage of implementing the "operator" management model, we are really faced with a kind of thinking: as a joint venture for 20 years, we have established and successfully operated a management model recognized by Chinese and foreign partners. Should we implement the "operator" management model? Analysis of the reasons is mainly due to the existence of "three fears": one is afraid of carrying heavy burdens, the other is afraid of chaotic systems, and the third is afraid of instability.

However, we are soberly aware that the achievements made by Natev in recent years are based on the good development prospects of China automobile market, the recognition and integration of China and foreign countries, the rapid development of SAIC and the leading role of advanced culture. Natiefu should implement the development strategy of "based on Shanghai, facing the whole country and going to the world". Only by finding the innovation mechanism and the driving force for change suitable for the future development of the enterprise can we ensure the continuous improvement of the enterprise and make it an "international excellent transmission system enterprise".

At the initial stage of implementation, on the one hand, we comprehensively analyzed the internal and external environment, existing advantages and disadvantages, opportunities and risks of enterprise management with SWOT principle, and found that many aspects of existing management of enterprises needed new breakthroughs. On the other hand, going out to study with ideas and questions has saved a lot of detours in the process of promoting the "operator" management model, and some details have been solved.

The promotion of "operator" management mode has enabled us to find an opportunity to break through the bottleneck of self and management. Facing the new round of development of enterprises, the party and government leaders of the company unified their thinking, held various special meetings of management, carefully studied and studied the concept and essence of "operator" management, and agreed that "operator" management mode is the concrete embodiment of SAIC management innovation, and it is a management mode formed in management reforms such as lean production, lean management and lean management, and popularized the "operator" management mode in enterprises. It is helpful to further stimulate employees' enthusiasm, creativity and sense of ownership, help enterprises to further standardize their operating mechanisms and consolidate the foundation of refined management, and is also an important magic weapon to further enhance the development of enterprises. In the practice of promoting the "operator" management mode in recent two years, the company has paid attention to the key points, norms, breakthroughs and results, and achieved "three transformations" and "three connections" in actual operation, organically integrating the "operator" management with the original management system of Natiefu, which has played an important role in the promotion and development of enterprise management.

1. Incorporate the concept of "operator" and realize the transformation of "three". First, the mode of operation changed from "planned production" to "market operation". The previous operation mode belongs to planned production, while the management mode of "operator" is market-oriented operation. Its internal market provides a platform for "operators" to trade freely, and the input and output are adjusted by "operators" according to market demand. In a sense, it can get rid of the original production organization mode of simple employment quota and greatly mobilize the enthusiasm of employees.

The second is the change of model indicators from "cost center" to "operation subject". The key to realize the "operator" management mode is to let each operator focus on his "controllable cost" and consider whether the assessment indicators are controllable. To this end, we have redefined the concept of cost. If equipment depreciation is an important factor affecting operating income, we will convert "fixed cost" into "variable cost", that is, according to the actual output of the operating entity, we will adjust the total amount of equipment depreciation according to certain rules, so as to adjust the impact of equipment depreciation cost on the operating results of the operating entity.

Third, cost management has changed from "passive cost reduction" to "active cost reduction". With the help of SAIC's computer management software, we let every employee of SAIC master a lot of cost and business information, know the composition and process cost of each product, and make "financial settlement" change to "cost control".

2. Integrate the management of "operators" to realize the "three-in-one" docking. The first is to realize the docking of "operator" management and the current management of enterprises. The second is to realize the docking of "operator" management performance appraisal and enterprise current KPI appraisal. The third is to realize the docking between the "operator" management settlement system and the existing ERP system of the enterprise. 1, copy from "pilot" to "comprehensive". The company has made a detailed 3-year promotion plan, and defined the long-term effectiveness and long-term promotion of the "operator" management model. From the tooling area to the Hooke transmission shaft production and operation chain, from the eccentric shaft, worm gear shaft and connecting shaft operation chain to the main business Kangqiao factory, the preparation for the start of the operation body has been completed, and it is planned to expand to the operation line. The management of "operator" has been upgraded from "pilot" to "comprehensive". By copying the "operator" management mode, employees can quickly grasp the essence of the "operator" management mode and show its advantages.

2. Copy from "Shanghai base" to "off-site factory". In order to achieve the strategic goal of market development, the company built factories in Chongqing and Wuhan, and decided to set up a factory in Changchun. We feel that the construction in different places needs not only factories and equipment, but also new management models and mechanisms. To this end, as soon as the factories in Chongqing and Wuhan were put into production, we asked both factories to promote the "operator" management model and projects at the same time, which proved to be positive. In 2009, Chongqing factory turned losses into profits, and the real-axis single-shift output was higher than that of Shanghai factory. Wuhan factory has also been put into production smoothly, and IT cost management has made a new breakthrough.

In the process of promoting the "operator" management model, we deeply feel that the implementation of the "operator" management model in joint ventures is a "booster" for enterprises to enhance their refined management capabilities, move from lean to excellent, and realize a new round of development. As long as we effectively grasp the combination point and integration point, we will certainly get the understanding and support of our partners and all employees and put them into practice.

The management of "operators" is a gradual and steady process. To this end, although the company has made some progress in promoting the "operator" management model, there are still many gaps compared with the group model enterprises. According to the requirements of the Group, we will do practical research and practice, continue to work hard to improve the mechanism and promote the "operator" management model, and constantly enhance the development potential of the enterprise. Shanghai Natiefu Transmission Shaft Co., Ltd. started from the exclusive localization of Shanghai Volkswagen Santana car, and gradually moved towards the big market supporting China automobile and even the world automobile industry main engine factory, striving for the strategic goal of becoming a neutral, zero-level and global parts supplier. Zhang Haitao, the general manager of the company, believes that the supporting force to promote the rapid development of enterprises is the ever-increasing ability of independent development and innovation.

The first milestone of independent development

Zhang Haitao believes that enterprises without development ability are uncompetitive and incomplete, and cannot have the right to speak in the market competition. 1 September, 9891NATIFF After the joint venture, the advanced production technology of constant velocity universal joint transmission shaft was introduced from GKN Group of Germany, which lasted for 8 years, and the domestic matching of Santana, Jetta and Fukang car transmission shafts was realized successively. However, the company did not master the product development technology. From 65438 to 0997, Natiefu obtained the matching right of the constant velocity universal joint transmission shaft of Shanghai GM Buick car through competition, thus embarking on a difficult course of independent development.

Buick transmission shaft is the first truly self-developed new product of Natev. Relying on GKN's product technology platform, Chinese and foreign technical developers digested and absorbed the electronic three-dimensional data of Buick transmission shaft and converted them into Chinese data and drawings, and completed the product development, trial production and test of Buick transmission shaft, realizing the supporting supply. Different from localization, the Buick transmission shaft realized this time is called equivalent replacement because GKN, a foreign joint venture of Natev, is not the original supporting supplier of GM. Zhang Haitao believes that this is the first milestone in the history of Natev's independent development.

The most unforgettable thing is that 1998, the company undertook the development project of the cross universal joint transmission shaft of Kauste light bus of Toyota Company of Japan for the first time. Manager Chen Ciping of the product engineering department said that this is a new product designed and developed by China technicians. After three years, the technical difficulty of development and the harsh requirements of Japan are unimaginable. The design scheme is easy to draft, and there are countless minor repairs and changes. During this period, more than 40 tests were conducted. Through this development practice, Mrs. Natie really realized the profundity of development, the difficulty of development and accumulated the experience of development. Afterwards, the rigorous and demanding Japanese talents told the truth: the development technology of that Tiefu has reached the international advanced level.

Today, Natiefu's engineering development ability has made great progress. The development ability of constant velocity and cross universal joint transmission shaft has reached the advanced level of GKN, and its products cover almost all automobile models in the world. In recent years, the development of new products of Natiefu is in full swing, and the development of Pajero cross universal joint transmission shaft products for Beijing Jeep Company is a one-time success; The development of GM8009 passenger car transmission shaft entered the OEM market in North America for the first time. Last year, we received an order from Ford for 2,654.38+0.5 million sets of F-series truck cross universal joint drive shafts. Not long ago, the Asia-Pacific President of GKN Group, a world-renowned auto parts supplier, commented on Natifu, saying that Natifu is one of the most developed enterprises in GKN Group's more than 40 enterprises around the world. It is a strategic task for enterprises to cultivate technical development talents. Natiefu's successful experience is to let developers constantly improve their development ability in the practice of product project development. In the interview, the reporter learned that Natiefu's engineers and technicians are all extraordinary, including doctoral students, master students, undergraduates or junior college students, and many of them are native engineers and technicians. Chen Ciping, manager of product engineering department, was originally a technical secondary school student. He obtained his undergraduate diploma through self-study. After 10 years of practical development, he is now an expert in product development. Natev initially had only three product developers. 1997 After developing Buick products, the company strengthened the development team and integrated the development resources. 1997 set up product engineering department to recruit scientific and technological personnel and cultivate development talents. At present, the number of developers has increased to more than 20. With the support of GKN, the company has established a talent training system, allowing developers to go abroad for training in a planned way and participate in GKN product development practice and project management. Cultivate and train developers through the practice of project development.

The company also often organizes developers to participate in various product development seminars of GKN, and establishes a database to store various customer information. After each project, all developers should summarize and exchange development experiences and lessons. Leaders attach importance to the development work, and the product engineering department holds a regular meeting every week, and two vice presidents of the company personally attend. Now the company develops more than 20 new products every year. In 2003, we successfully developed 10 products, realized the sales income of1300 million yuan, and the output reached10.2 million sets.