In the most difficult period of the company, Fast Group would rather cut off all three production, and still insist on the construction of quality system certification, and provide special allowances for backbone technicians. At that time, the Shaanxi Fast Group launched the above measures, only to hold such a belief: insist on self-reliance, stand up the backbone of the Chinese auto parts industry.
13 years later, the development of Fast has shocked the world: The number of employees has only increased from 3,000 in 1999 to more than 8,000. Without the acquisition of any companies, the annual output value and sales revenue have increased. More than 60 times.
Li Dakai, chairman of the Fast Group, is very clear: The reason why it is possible to achieve such a magnificent turn is that the "secret" lies in the spirit of continuous reform and determination, and the opportunity to seize opportunities and advance development. He said that Fast will continue this culture of entrepreneurship and innovation.
The spirit of continuous reform: the cornerstone of entrepreneurial culture
Fast's predecessor was Shaanxi Auto Gear General Factory. In 1985, it was assigned to Sino Trucks Steyr heavy trucks project, and Shaanxi Gear was assigned to heavy truck management. In 2000, Fast Trucks, China National Heavy Duty Truck Group, was dismantled. The Fast to Shaanxi brought back 400 million yuan in debt. At that time, like many state-owned enterprises, the Fast Group faced the problems of lack of funds, excessive redundancy, aging equipment, and floating people. In the situation of lack of funds, in 2001, the Fast Group decided to join the reorganization of the Hunan Torch Torch, from a state-owned company to a diversified company with private capital accounting for the bulk.
After the establishment of the new company, Fast immediately carried out three systems reforms: personnel, distribution, and labor. The 2,980 employees who entered the joint venture company all renounced their state-owned status and implemented full-person contracts, which further stimulated the enthusiasm of all employees. Through asset restructuring, debt restructuring, business restructuring, and institutional and personnel restructuring, the company has achieved scientific and standardized management, and has comprehensively promoted the reform of modern enterprise systems.
"As long as there are reforms, there will be resistance. In the face of these resistances, we cannot bypass and avoid them," said Li Dakai. In the most difficult period of business, the company made the decision to cut off the three productions. After the children’s school teachers heard about it, they could not figure it out. Li Dakai personally worked as a teacher’s ideological work and put the school under another professional education institution. The burden on the company has been reduced, and the teachers’ income has also greatly improved.
On September 28, 2005, Shaanxi Dental Factory was restructured as Shaanxi Fast Automotive Transmission Group Co., Ltd., from factory to company system, and according to the modern enterprise system, established a corporate governance structure in line with the market mechanism. It has laid a solid foundation for achieving scientific sustainable development.
Unyielding Character: The Pursuit of Innovation Culture
To grasp the market changes in a forward-looking manner and unswervingly promote independent innovation is another magic weapon for the Fast Group to achieve brilliant results. Never admit defeat is the personality of Li Dakai and the character of the Fast Group. Li Dakai said: "We would rather weed out ourselves and never let the market eliminate us."
More than 20 years ago, Fast introduced the manufacturing technology of double countershaft transmissions in the United States. The Fast people were not satisfied with this. The Fast people deeply realized that nurturing the company's own independent innovation ability is the traditional enterprise's upgrading technology. The inevitable choice of competitiveness. In recent years, Fast has focused its investment on manufacturing technology innovation and technological independent innovation, and has cumulatively invested more than 2 billion yuan in research and development R&D funds. Today, Fast has adopted an internationally advanced design throughout its manufacturing processes, and it has internationally advanced manufacturing and high-precision metering and testing equipment.
The enterprise mechanism innovation and cultural construction are the strengths behind hardware construction. "Technology is the fundamental to the survival of an enterprise." Li Dakai firmly believes. At a time when wages could not be issued at the time, the Fast Group decided to give internal subsidies to technical personnel who had made outstanding contributions. Its purpose was only one. It depended on technical personnel engaged in research and development and process improvement to enhance the competitiveness of enterprises.
Since 2000, Fast has grown at an average annual rate of 100%. It has produced more than 460,000 units in 2008 from a yearly output of 5,000 units, and both the output value and sales revenue have increased to more than 6.5 billion yuan. It is expected that in 2009, A record high. Being a century-long enterprise is the pursuit of the Fast Group. At present, Fast is investing 600 million yuan to build a national-level automotive transmission engineering research institute to carry out technical research on automatic transmission, and to provide technical reserves and personnel training for the sustainable development of the company.
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