——An interview with Jiang Baolin, general manager and party committee secretary of Dongfeng Technology Automotive Brake System Co., Ltd. When cars, especially cars, enter the family in full swing, and foreign capital enters the automobile industry one after another, the impetuous style is spreading throughout the entire Chinese automobile industry chain: marketing skills are infinite Exaggerated, private capital has jumped into it one by one, frequently investing billions, billions, and billions of dollars. The picture is "playing a heartbeat." Someone sighed: The steel industry is moving toward "entertainment." Under such circumstances, what is the mood of the veteran auto parts company owners? The reporter thus interviewed Jiang Baolin, general manager and secretary of the Party Committee of Dongfeng Technology Automotive Brake Systems. Some of the circumstances he introduced may give us some inspiration. Reporter: Dongfeng's launch of the 2nd 3rd Mid-Term Business Development Plan at the beginning of the year is a challenging strategic blueprint. As its subordinate factory, your pressure is certainly not small, right? Jiang: Yes. 2004 was the first year of Dongfeng’s mid-term business plan. When this fight is completed, there will be a basis for future work. We will change our pressures according to the requirements of the superiors. We will "move forward step by step and quickly in our own jobs." Reporter: Your company's focus on production and fuel supply is mainly to produce brake products. It is a typical product transformation company. Can you tell us about your plans for this year? Jiang Zong: We were merged into Dongfeng Science and Technology Co., Ltd. in 2002. We have shifted from the production and supply system to the production of brake series products. It is indeed a typical product transformation enterprise. In order to implement the Dongfeng Limited Mid-Term Business Plan, we have established our goal for this year: Total revenue is 33% higher than last year. In this regard, we are fully capable of achieving it. This is due to three things: First, we have a large variety of new products with high added value. Last year, we successfully developed more than 20 new products and achieved sales revenue of more than 30 million yuan. One of the strategic products - ABS development is highly effective. At present, four-channel and six-channel ABS have passed national certification. The company has established an ABS production field, and has achieved batch assembly and has been introduced to the market. Second, we have cultivated a solid market foundation. Last year, we opened up 10 new markets, accelerated the construction of sales platforms, adjusted marketing strategies, and laid a good foundation for the cultivation of new markets. . Third, our investment and construction are in full swing. In accordance with high standards, we completed the logistics transformation of valves and cleaning production positions; added more than 10 CNC machining centers, built a new position for numerical control machining of brake products, and improved the integrated test bed for pneumatic and hydraulic brake products for R&D. The test methods such as vibration test benches provide advanced means for trial production of new products. Reporter: Your foundation is very good. Then, how do you implement the “2's 3rd Mid-Term Business Development Planâ€? Jiang: The founder of Lenovo Group, Liu Chuanzhi, has a well-known saying: “After discovering that the foot is a solid yellow earth, he will not hesitate and he will run without hesitation.†Lenovo relied on this pragmatic spirit to become a new force in the IT industry. We will also run on solid lands like Lenovo. To engage in industry, especially as a car business, can not be impetuous. To this end, we will work on the principle of "fast, fine, detailed, and lively" around the overall goal of struggle. "Fast" means the speed of product development and the quick adaptation to market demands. By constructing a project management model based on the project manager system and based on the project management platform, two pre-research development and adaptive development platforms are established to promote the efficient and high-quality operation of the product development system and ensure the development speed. Effective use of resources. Accelerate the industrialization of ABS, disc brakes, air handling units and other products to ensure that the contribution rate of new products reaches 25%. "Fine" is the pursuit of precision in the product's physical quality and work quality. The theme of quality work is “manufacturing quality and building brandâ€. Strengthen product defect analysis and strengthen quality accountability. Strictly control the quality of outsourcing parts from the source, carry out PPAP work, and improve quality assurance capabilities. The establishment of the QCD Department to digest and absorb Nissan's advanced management model and on-site improvement, strict product review and process review, comprehensively carry out SPC statistical process control and MSA measurement system analysis activities. "Fine" means the emphasis on cost accounting and cost assessment. The general principle of cost reduction is to “constitute the subdivided costs, reverse the cost indicators, highlight the price reduction of purchased parts, and reduce the cost by strengthening technical meansâ€. Formulate financial budget standards, verify each and every cost of each department within a reasonable and effective scope, and strengthen the control of budget implementation process. By integrating suppliers, reduce procurement costs. Standardize the cost of implementing a single product; determine the internal cost index and the pricing of external mining components through cost reduction. According to the project manager system, the technology will be cost-by-project one by one, and incentives for engineers and technicians to reduce costs. The establishment of a cost assessment system takes the budget as the leading factor, and the indicators are decomposed at various levels. It is also used as the first indicator to assess cadres and issue performance pay. "Live" is to reflect the marketing and incentive policies. Implement the "build a market development platform" plan. Strengthen research on market research, market segmentation, and market development trends and rationalize business policies. For Dongfeng and non-Dongfeng markets, adopt a flexible marketing strategy. In the Dongfeng market, we use internal products as an advantage, strive hard to internal strength, aim at PDI and incorporate the target rate of defective products, and win the trust of commercial vehicle companies with excellent quality, thereby increasing the supply share. In the non-Dongfeng market, through the optimization of business policies, strengthen service and communication, and achieve a win-win situation for enterprises and distributors. In the development of supporting users, we will adopt forms such as resident services to strengthen communication with the vehicle manufacturers and timely follow up the product development of the entire vehicle plant.
Running on solid land
——An interview with Jiang Baolin, general manager and party committee secretary of Dongfeng Technology Automotive Brake System Co., Ltd. When cars, especially cars, enter the family in full swing, and foreign capital enters the automobile industry one after another, the impetuous style is spreading throughout the entire Chinese automobile industry chain: marketing skills are infinite Exaggerated, private capital has jumped into it one by one, frequently investing billions, billions, and billions of dollars. The picture is "playing a heartbeat." Someone sighed: The steel industry is moving toward "entertainment." Under such circumstances, what is the mood of the veteran auto parts company owners? The reporter thus interviewed Jiang Baolin, general manager and secretary of the Party Committee of Dongfeng Technology Automotive Brake Systems. Some of the circumstances he introduced may give us some inspiration. Reporter: Dongfeng's launch of the 2nd 3rd Mid-Term Business Development Plan at the beginning of the year is a challenging strategic blueprint. As its subordinate factory, your pressure is certainly not small, right? Jiang: Yes. 2004 was the first year of Dongfeng’s mid-term business plan. When this fight is completed, there will be a basis for future work. We will change our pressures according to the requirements of the superiors. We will "move forward step by step and quickly in our own jobs." Reporter: Your company's focus on production and fuel supply is mainly to produce brake products. It is a typical product transformation company. Can you tell us about your plans for this year? Jiang Zong: We were merged into Dongfeng Science and Technology Co., Ltd. in 2002. We have shifted from the production and supply system to the production of brake series products. It is indeed a typical product transformation enterprise. In order to implement the Dongfeng Limited Mid-Term Business Plan, we have established our goal for this year: Total revenue is 33% higher than last year. In this regard, we are fully capable of achieving it. This is due to three things: First, we have a large variety of new products with high added value. Last year, we successfully developed more than 20 new products and achieved sales revenue of more than 30 million yuan. One of the strategic products - ABS development is highly effective. At present, four-channel and six-channel ABS have passed national certification. The company has established an ABS production field, and has achieved batch assembly and has been introduced to the market. Second, we have cultivated a solid market foundation. Last year, we opened up 10 new markets, accelerated the construction of sales platforms, adjusted marketing strategies, and laid a good foundation for the cultivation of new markets. . Third, our investment and construction are in full swing. In accordance with high standards, we completed the logistics transformation of valves and cleaning production positions; added more than 10 CNC machining centers, built a new position for numerical control machining of brake products, and improved the integrated test bed for pneumatic and hydraulic brake products for R&D. The test methods such as vibration test benches provide advanced means for trial production of new products. Reporter: Your foundation is very good. Then, how do you implement the “2's 3rd Mid-Term Business Development Planâ€? Jiang: The founder of Lenovo Group, Liu Chuanzhi, has a well-known saying: “After discovering that the foot is a solid yellow earth, he will not hesitate and he will run without hesitation.†Lenovo relied on this pragmatic spirit to become a new force in the IT industry. We will also run on solid lands like Lenovo. To engage in industry, especially as a car business, can not be impetuous. To this end, we will work on the principle of "fast, fine, detailed, and lively" around the overall goal of struggle. "Fast" means the speed of product development and the quick adaptation to market demands. By constructing a project management model based on the project manager system and based on the project management platform, two pre-research development and adaptive development platforms are established to promote the efficient and high-quality operation of the product development system and ensure the development speed. Effective use of resources. Accelerate the industrialization of ABS, disc brakes, air handling units and other products to ensure that the contribution rate of new products reaches 25%. "Fine" is the pursuit of precision in the product's physical quality and work quality. The theme of quality work is “manufacturing quality and building brandâ€. Strengthen product defect analysis and strengthen quality accountability. Strictly control the quality of outsourcing parts from the source, carry out PPAP work, and improve quality assurance capabilities. The establishment of the QCD Department to digest and absorb Nissan's advanced management model and on-site improvement, strict product review and process review, comprehensively carry out SPC statistical process control and MSA measurement system analysis activities. "Fine" means the emphasis on cost accounting and cost assessment. The general principle of cost reduction is to “constitute the subdivided costs, reverse the cost indicators, highlight the price reduction of purchased parts, and reduce the cost by strengthening technical meansâ€. Formulate financial budget standards, verify each and every cost of each department within a reasonable and effective scope, and strengthen the control of budget implementation process. By integrating suppliers, reduce procurement costs. Standardize the cost of implementing a single product; determine the internal cost index and the pricing of external mining components through cost reduction. According to the project manager system, the technology will be cost-by-project one by one, and incentives for engineers and technicians to reduce costs. The establishment of a cost assessment system takes the budget as the leading factor, and the indicators are decomposed at various levels. It is also used as the first indicator to assess cadres and issue performance pay. "Live" is to reflect the marketing and incentive policies. Implement the "build a market development platform" plan. Strengthen research on market research, market segmentation, and market development trends and rationalize business policies. For Dongfeng and non-Dongfeng markets, adopt a flexible marketing strategy. In the Dongfeng market, we use internal products as an advantage, strive hard to internal strength, aim at PDI and incorporate the target rate of defective products, and win the trust of commercial vehicle companies with excellent quality, thereby increasing the supply share. In the non-Dongfeng market, through the optimization of business policies, strengthen service and communication, and achieve a win-win situation for enterprises and distributors. In the development of supporting users, we will adopt forms such as resident services to strengthen communication with the vehicle manufacturers and timely follow up the product development of the entire vehicle plant.