At 4 pm on July 24th, Chairman of the Fast Group, Li Dakai, appeared in the conference room on the second floor of Fast Factory in Xi'an Hi-tech Development Zone. This was an interim interview for reporters. He just ended a meeting in the province of Shaanxi and hurried back.
This year is the 15th year that Li Dakai has been the head of the company. He has been working here for 38 years. The hectic pace of work did not make him look tired. Even the 56-year-old Li Dakai looked much smaller than the actual age.
"I have a good mentality. People can't resist natural laws, problems happen from time to time, (I) sometimes feel tired, but you have a huge responsibility. And, the country gives companies and individuals a high honor and status, which is for us It is also a relief," he said.
If there is time, Li Da has a meeting sitting in front of the TV and watching some relaxing entertainment programs. This young mentality makes him seldom pose a bureaucratic shelf around the bend. He admitted that the pressure must exist and he had been confused, but the shoulders of responsibility so that he never thought of giving up.
Li Dakai told reporters: “Yesterday (July 23), the Central Propaganda Department and the SASAC announced the advanced models of the top ten state-owned enterprises, and Fast was selected. Many people asked me, how can you always maintain such a good work passion, I said There are pressures and great pressures that make it impossible for me to relax. In a company, fighting spirit and passion are very important. One bear and one bear will have a nest, if they hold a good attitude all the time, how the company develops. , maintaining a tight state can affect other people."
The pressure of Li Dakai first came from the inside. The company is made up of people. The quality of life of the employees is improved and the product quality and the company's competitiveness are improved. He is very concerned about the production and life of the front-line workers. Every time he returns from a business trip, no matter how late, as long as he has time, he will certainly go to the workshop to see. In Xi'an, the annual income of Fast employees has always been the goal of everyone's envy.
The second pressure comes from external competition, which includes both the pressure from competitors and the support of national policies and local government expectations. Since 1995, this pressure has been carried on Li Dakai. In that year, the 42-year-old was stepped up to take over the bankruptcy of the Shaanxi Gear Factory (formerly known as Fast), from a debt of 500 million yuan, and has consistently achieved sales of more than 6 billion yuan this year. Even in the wake of the financial turmoil, Fast still achieved RMB 3.2 billion in revenue in the first half of this year. In the domestic heavy-duty auto market of more than 8 tons, Fast Transmission has a market share of 80%.
The lead came from Li Dakai's emphasis on investment in production and R&D. In 2003, he spent a lot of money on introducing a heat treatment equipment for quenching. This is the only one in Asia, and only four in the world. On the production line, many devices are closed and automated to ensure production efficiency and product quality.
At present, the National Automobile Transmission Engineering Research Institute of Fast Group investing 600 million yuan is stepping up construction and the main project has been completed. More than 40 laboratories will be built here, and a large number of scientific and technological talents have been reserved. In the future, more independent and innovative heavy trucks, medium trucks, car transmissions and powertrain products will be born here.
Li Dakai did not hide the sense of achievement his company had achieved. From a production point of view, Fast has become the world's No. 1 in terms of mechanical transmissions. It has achieved advanced quality in terms of quality and performance, and surpassed competitors in individual products. The three-shaft transmission and full-synchronizer 12-speed and 16-speed transmissions were introduced. At the end of this year, Fast will launch the AMT automatic transmission and have already started the technical development of the hybrid hybrid automatic transmission.
But he has never been complacent about it. In terms of automatic transmissions, the gap between Fast and the international advanced companies is still very clear. Li Dakai feels that admitting the gap can surpass his opponents. He said: "Innovation is that we have not relaxed, whether it was the introduction of foreign products at the beginning, or a joint venture with foreign companies or our own. Innovation is always the company's core strategy."
The reporter believes that Li Dakai's accomplishment of Fast is not a secret business skill, but a sound personality composed of his forward-looking vision, open mind, high morale, and self-reflection.
Research and development
Reporter: Many parts and components in the automotive industry are now controlled by foreign companies. During the process of gaining industry leadership, Fast has any good experience in independent research and development.
Li Dakai: One factory, one strategy, each company has the experience of each company, each product's success experience is also different. Now, many domestic automakers and experts criticize the parts and components industry. I feel that the criticism is very sincere and the strength of spare parts research and development is relatively weak. This is indeed a fact.
However, we should not blindly criticize the current enterprises. The Chinese auto industry, like other industries, has developed in just a few decades. There are hundreds of years of foreign history and accumulation is very important.
When we think about it carefully, our real reform and opening up is not so much the beginning of 1978 as it was in 1992. From 1978 to 1992, it was a stage of great discussion. After the speech of Comrade Deng Xiaoping’s southern tour, the reform and opening up really entered a stage of vigorous development.
In addition, the heads of our incumbent parts and components companies must also be brave enough to take responsibility. In recent years, our pace of development has been somewhat slow. In particular, individual companies have completely given up on their own development to produce OEM products for foreign companies. I often think that if we want to make our spare parts not lag behind, we have to work harder.
I have no objection to cooperating with foreign companies because we are really thin and can stand on the shoulders of giants to go faster. We can expand the parts and components industry through cooperation with foreign countries and studying abroad. However, in the process, we must not give up the cultivation of independent brands, and we must not give up the development of independent products and the training of talents.
Talents, products, and markets must be established and improved. They cannot rely on foreign companies to form a cooperative relationship. They can rely on them, but they cannot rely on them. Relying on and relying on different scales, relying on just a basis, I learned it myself, and I will run away. If I rely on others, you will soon fall down.
What do you think of the national policy's support for parts and components companies?
Should not say much, but there are still some chaos. The meaning of "chaos" is that the government has just introduced a policy and all companies have come forward. The country can't tell which is really innovative. For example, the government advocates the development of new energy. As a result, all depots are doing new energy. As soon as they say that they develop electric vehicles, hey, everyone has embraced it, but you can see who has really mastered the technology.
There is also depth and continuity in R&D. The state encourages innovation for decades, but how many products do you actually see on the market? In some colleges and research institutes, they often write several papers, get a few awards and stop, there is no perseverance in the market. Change.
Let me give you an example. AMT (electronically controlled automatic transmission) development, we are all doing, after a few years of development, I went to a foreign research institute and found that they considered whether an automatic transmission product is qualified by using a self-developed software.
This software is a big effort, before and after the development of 10 years, recruiting 10,000 test drivers, experienced, 50 or 60 years old, there are young men; men, but also women; have impatience, There is also spleen temperature and. These people run a variety of roads, collect data, and then sort out the test software for the transmission, to use this to consider the product is good or bad. The conclusions reached in this way are scientific and objective.
However, we cannot say that no one has done any of these complicated things, but apart from those of the defense and aerospace projects, it is very difficult for the auto industry to find such a thing.
Who will do these studies? They are researchers. The real policy support should be to spend money on these obscure and dedicated young researchers and spend on specific projects instead of policies.
[next]
How do you evaluate the current mode of cooperation between industry, universities and research institutes?
I think that the country has also made some changes. In the past, the 863 program was mainly based on schools and research institutes. Now, there have been changes in some projects. For example, the 863 automatic transmission project focuses on companies and combines school capabilities. Specific product specific model, this direction is correct.
National support funds should be given to organizations that really invest in this business, really research products, and bring products to market, whether they are companies or institutes. In the past, some agencies were very active in applying for projects. When the money arrived, they went to apply for other projects instead of focusing on R&D. Not only schools, but companies also had to do and do fake (R&D), which must be separated.
The Chinese government should promote solid learning and solid scientific research rather than flicker. I think whether the country should establish a law or not. If you take the money, you must assume the obligations and responsibilities. It can even be similar to a kind of banking institution. You engage in R&D. I support it. It doesn't matter how much money you have. But if you make money later, you must pay it back. If you do not, you cannot continue to survive. Look at this can not be å¿½æ‚ . Alternatively, scientific research will cost the taxpayers money, report progress to taxpayers every year, and be responsible to taxpayers. The state’s money is also the taxpayer’s money.
To give policy funds to those who persevere in genuine learning and research, they must produce results and implement a system of recourse. Implement the accountability system of the general manager or project leader. If something goes wrong, don't do it. The same applies to institutions.
If you can't reach the result, you can announce that I'm sorry. I chose the wrong topic and allowed failure. If one, two, or three issues all go into dead ends, then you have to be accountable.
people
What is the progress of Fast's AMT research and development?
It is now walking on two legs. One technical route is to be done together with foreign scientific research institutions. The other is to work with domestic universities. Which road is the first to succeed, it is first to put what kind of product to market, but the other does not give up. Because of the difference. The progress is very smooth. It is expected that small batch production will be possible before the end of the year.
R&D depends on technical personnel. In addition to salary, what method does Fast use to retain employees?
The first is to retain people in their careers and provide them with a good platform for development. People who do nothing are uncomfortable and will be very idle. If there is a good platform and a career development space, there will be a sense of accomplishment.
The second is to leave people in love, provide convenience for work and life, and often care and guide employees, including family and emotional issues. I often communicate with front-line employees.
The third is material retention. Everyone has the stress of life. There are old people, raising children and so on. We will provide material conditions including actual income and spacious housing.
If all three conditions are met, then everyone will be willing to work in such a company.
A few days ago, one of our company's deputy generals encountered a gear factory in the south. He told our vice president that his company had many other gear factories, but none of them came from Fast. This is one of the important reasons why Fast can develop rapidly. Do you think that if the flow of people is very large and the production defect is taken away, can Fast still have today?
How do you think about the role of returnees or airborne forces in the enterprise?
Returnees and paratroops can be reused, and our company has such people. However, it is not practicable to hold Bao Bao all on them. It is impractical to hope that an airborne soldier or a returnee can save the whole enterprise or product. A project involves a lot of links. The success of the project depends on the team, not the individual.
I do not agree with the high illusions of the so-called airborne forces and experts, especially given some outrageously high salaries. I can give a project or project to them and let them lead the team to complete it. Funding can be 10 million, 20 million or even higher, but I will never give him millions or thousands of a year to keep them. Million years salary. He can choose the project contracting system, but it will definitely not be the annual salary method.
I spent 38 years in this company. For returnees, first of all, let them integrate into our team and agree with our corporate culture so that we can dedicate his intelligence.
balance
What do you think is the key to Chinese companies out of low-cost competition?
First, we must adhere to independent innovation and continue to introduce products that are marketable and suitable for China's national conditions. If you only introduce other people's products, and then improve, and other product aging can not sell a good price. You think about the special products, fuel economy, light weight, light shifting, and a lot of gear. With this, others can't squeeze you with low prices.
Second, create brands and strengthen services. Even if there is something wrong with a good product, we often see a beautiful 4S shop. If Mercedes-Benz and BMW are damaged, they are sent for repair. Customers can sit in a comfortable room and have a tea break. As a transmission manufacturer, our users must also enjoy timely service and maintenance. We are doing very well in this regard.
We have built a thoughtful and comprehensive service network. Users can find maintenance points within an average radius of less than 50 kilometers. Users feel comfortable and rest assured that we also create our own brand. This is also an important reason why Fast did not step into low-price competition.
How does Fast's supplier screen and how does the purchase go?
We are global procurement. Fast has contacts with many suppliers. We pick the best, not the lowest-priced supplier. We do not promote localism. For our own convenience, we must have suppliers build factories around.
Logically, Fast has this possibility (to establish a supply system in the surrounding area) because my production is the highest in the world, and no one is more productive than I, but each supplier has its own plan and I respect them. As long as it can achieve low cost, timely service, and good product quality, whether it is in Zhejiang or Guangdong, northeast or northwest, it can meet my requirements.
At the same time, we have established long-term strategic alliances with our suppliers, made a comprehensive evaluation of suppliers, considered the status of funds, and the integrity of the company. After considering these factors, we will select suppliers.
After that, we will also train suppliers. Many suppliers are developing and growing together with Fast. Some suppliers have annual sales of several million yuan, and later tens of millions or even hundreds of millions. There are many examples.
Whenever we have new products coming out and new plans, we will give priority to these strategic partners so that they will have confidence, trust and feelings for us.
Fast also has many good suppliers from abroad, not only supporting us, but also providing raw materials and equipment, including machine tools, many of which are foreign.
[next]
How do you view the competition and cooperation between peers?
God is fair. It is impossible for all good things in the world to make you accountable. There must be gains and losses. At the beginning, the heavy-duty truck had to make its own transmission. Someone told me that President Li, how should this be done? I smiled and said, this is normal. There must be some bad things, and there must be short ones. The key is how to respond. This is the reason for doing things, but also the truth of being a man. Let's pay attention to yin and yang in China and pay attention to balance. To think this way and open your mind, you can calmly respond.
Your mentality is good.
The main reason is that I have been doing business for so many years. I have more experience and experience. In fact, many people do not understand my thinking. At that time, some people had advised me to stop supplying SKO with transmissions. I said no, if Chongqi plagiarizes our products, then I will stop (supply), but SINOTRUK is developing its own, I will not give them out of stock, so now Ma Chunji (Chairman of CNHTC) has a personal relationship with me. well. He once told me that I now know why the Fast will develop so well, how big the heart is, and how large the company can be.
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