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

A few days ago, the China Machine Tool Industry Association released the key points (trial) of the “12th Five-Year Plan” for the machine tool industry on the basis of repeated investigations and repeated arguments (hereinafter referred to as “work points”). Among them, the industry has achieved breakthrough progress in the provision of equipment and services for the key manufacturing industries in the core manufacturing areas of major industries. The market share of medium-to-high-end CNC machine tools, numerical control systems, and functional components has significantly increased in the domestic market. The proposal of a group of world-renowned brands and advantageous enterprises has attracted widespread attention from the industry.

Why should these three landmark goals be proposed? Chen Huiren, deputy secretary-general of the China Machine Tool Industry Association, said that these three landmark goals are based on a number of propensity issues that exist in the industry in varying degrees. So, what are the tendencies in the industry? In this regard, Chen Huiren conducted an in-depth interpretation.

Tendency 1: In the past two decades of the two big ones, along with the continuous high-speed development of China's machine tool industry, most of the industry enterprises have achieved remarkable development achievements in different degrees. The most prominent feature is the continuous and rapid expansion of business scale. And has formed a "development inertia", a "path dependence", companies have become accustomed to this state of sustained rapid growth. In this process, the industry enterprises have increasingly demonstrated the tendency of “big two and one full”, that is, the scale of the company has become bigger and bigger, product specifications have become bigger and bigger, and product varieties have become more complete.

It should be recognized that it is the above path that has driven the rapid development of the industry in the past 10 years, or that the above path is a suitable choice in the development stage of the past 10 years. This is also closely related to and completely related to the overall development environment of the entire Chinese economy. Co-op. But now this kind of development path dependence is definitely not enough, at least not enough because the big environment has changed and the industry has entered a new historical development stage. Therefore, we must make adjustments and changes. Otherwise, we will stop at the big ones and we will not be able to become strong or even have big status.

The industry's transformation from strong to strong not only requires China's own Mazak, dmg, and amada, but also needs many specialized companies with small and medium-sized but unique advantages. To this end, the work points emphasize that: To adapt to the new characteristics of market demand structure upgrades and new changes in the development environment, accelerate the fundamental transformation of the development approach, unswervingly follow the development path that focuses on connotative development, and take the technology Progress-driven development will take the path of continuous improvement in the development of the company’s overall quality.

Tendency 2: The high-speed development of heavy hardware, light and soft for many consecutive years has objectively formed resource bottlenecks of different degrees in the industry and enterprises, and has also accumulated some bad tendencies. Among them, there is one tendency that we tend to call it "hard, soft, soft."

The so-called "hardiness, softness, and softness" tendency is manifested at the macro level as a one-sided emphasis on the expansion of hard power such as manufacturing capabilities, and to a certain extent neglected the construction of soft powers such as technological innovation capabilities, market operations capabilities, and brand building capabilities. Businesses are big and complete, but they lack core connotations.

On the micro level, there are many aspects of performance: for example, in the product development, the realization of tangible functions and specifications, ignoring the intangible value-added technology in the product development, ignore the support of deep-level technology for design and research and development. In product manufacturing, we must focus on tangible plant and equipment capabilities, ignore the continuous accumulation of advanced technologies, the overall upgrading of process systems, and the construction of stable quality assurance capabilities. In terms of market development, one-sided implementation of sales performance has been neglected, ignoring the improvement of user service levels. Even in terms of services, it is only limited to the services of the commodity itself, and it neglects to provide users with extended value-added services.

To this end, the work points have specifically stated that “we must adopt comprehensive measures, especially work hard on the market adaptability and quality and reliability of products, work hard on industrialization, and in-depth on technologies that restrict the competitiveness of medium and high-end products in the market. "Kung Fu" effectively solves the problem of "like God is not like".

Tendency 3: Eager to seek success Although the progress of China's machine tool industry has been great these 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 powerhouses. In particular, it takes great efforts and great efforts to especially calm down and calm down, be willing to be lonely and resign, and do a lot of solid foundation work.

At present, the mentality and emotions that exist at different levels within and outside the industry, such as eagerness for success or even quick success, are very harmful. This trend, especially in the industry, is even more harmful. The so-called eagerness for success has two main manifestations at this stage: one is to be satisfied with “can do”, and the other is to “enhance the world”.

First of all, say the first performance. On the one hand, we admit that, compared with the past, we can now do many things that we could not do in the past. Here we mainly refer to some high-end products, such as some large-size/large-tonnage products, some multi-axis products, and several multi-process composites. The product. But on the other hand, we must also admit that the high-end products that we do have really not achieved a good result in the use of users. There are even fewer markets that have a certain market size (share), and there are quite a few products. Just staying at the initial stage of "can do", there is a big gap between "doing well" and "making features." In view of this, the work points specifically point out that the essential leap from “can do” to “do it well” must be achieved.

Say the second performance, that is, the tendency to "make the world". With the rapid development of industry enterprises, the continuous expansion of economic scale and the continuous improvement of innovation capabilities, it has also greatly enhanced the pride and self-confidence of industry enterprises. Therefore, “what you want to do and what you can do” is “best for the world”. "The tendencies have been expressed to varying degrees. Especially in the past 5 years, this performance is relatively prominent. Under the guidance of this ideological tendency, some industries and enterprises have adopted four-faced attacks, resulting in fragmented resources. Not only has the new direction not been successfully achieved, but the original advantages have also been weakened to some extent.

To this end, the key points of the work pointed out: “To overcome the turbulent emotions and to do something wrong, we must fully draw on the successful experience that companies in the industry have created, and on the basis of a rational analysis of their own strengths and development potential, Focused on the breakthrough in the market direction, focusing on resources, focusing on goals, intensive cultivation, adhere to long-term unremitting efforts, and truly make its own brand and characteristics.

Trend 4: Fear of the high-end understanding and attitude of high-end market segment, currently there are several performances in the industry.

First, it does not attach importance to the fact that the market is not large in scale, and it has a large investment and low efficiency. It is particularly risky to invest. Therefore, it cannot be used as a focus of the company's market strategy.

The second is fear, lack of confidence and courage, that the field of machine tool equipment requirements are too high, we have a long way to go, this is a long-term goal, at this stage can not be used as a business focus.

The third is the lack of estimation and preparation of the difficulty and difficulties of the market, hastily entered the battle, and the result was repeatedly defeated.

Fourth, the lack of understanding of the characteristics of the market's individual needs, the traditional model of operating low-end products and markets, and general-purpose products to deal with the market.

All of these performances are incorrect understandings, attitudes, and methods. They are the main obstacles to our successful entry into high-end market segments and are the major factors constraining the breakthroughs in key manufacturing sectors in key industries.

In light of the above-mentioned performances, the work points clearly stated that industry enterprises, especially key and key enterprises, should “consciously integrate corporate goals with national strategies and take the initiative to assume national responsibility and industry responsibilities”; “special attention must be paid to the close integration of users and in-depth research. And grasp the user's process characteristics, and strive to become a user's process experts; "to accelerate the promotion of integrated service capabilities for the mid-to-high end market, complete the transformation from a simple 'goods provider' to 'user's craft division' role."