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How should gear companies carry out technological transformation?

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Technical transformation is an important measure to achieve enterprise development strategy, enterprise upgrading and product structure adjustment.
Technical transformation is an important measure to achieve enterprise development strategy, enterprise upgrading and product structure adjustment. Technical reforms are risky because of the large capital investment involved. Success will further enhance the company's technical level and market competitiveness; once it fails, the company may fall into a very passive situation and even disappear from the market. In a certain sense, technological transformation is a major event that determines the rise and fall of a company, life and death, and is one of the most concerned issues for corporate members.
According to the survey, some enterprises in China's gear industry are now implementing technological transformation, and some enterprises plan to carry out technological transformation. Some enterprises have a capital investment of 3,000 to 50 million yuan, and more than 1 to 500 million yuan, mainly for the purchase of various types. Special equipment for gear processing and general equipment. It is predicted that before 2010, the gear industry needs to add 3000~3500 hobbing machines; 400~500 grinding machines; 500 heat treatment equipment; and 200 gear measuring centers. Of the 90,000 gear machine tools, about 50,000 have been in service for more than 20 years, and have been or will be scrapped; some of the remaining 40,000 ordinary gear machines will be digitally modified.
How to make full use of good funds, improve the efficiency of technological transformation, and reduce the risks and costs of technological transformation, the author believes that gear companies should focus on four major points:
Technical reforms should be carried out under the guidance of development strategies
The so-called development strategy is to analyze the status quo, industry status and characteristics of the enterprise, what kind of enterprise it wants to become, and the corresponding ways and measures.
The strategic issue is the soul of enterprise development. It is necessary to be far-sighted, to refrain from impetuousness and quick success, and to have the perseverance spirit of "10 years of grinding a sword."
For example, some enterprises pursue large and strong, to become China's important gear transmission base, to become the leader of the gear industry, or to become the vanguard in the field of heavy-duty truck transmission; some enterprises pursue small and strong, to become the first part of a certain component A strong, such as the leader in the field of synchronizers; some companies choose to feature positioning, focus on creating specialized, high-quality products, forming a unique competitive advantage.
Leading enterprises in the industry should further improve their technological innovation capabilities and comprehensive supporting capabilities. They must take two positions, the middle and the outside, and the integration of technology, industry and trade, and hold high-end technology, high-end products and user market in their own hands. Low-end products are commissioned or purchased externally.
For small and medium-sized enterprises, we should improve our technological innovation capabilities, achieve professional and large-scale development, and cooperate with leading enterprises to become a link in the supply chain. Small and medium-sized enterprises with distinctive positioning may also become world-class enterprises. For example, a small machine tool company in Japan is positioned to produce ultra-precision machine tools and its products are exported to more than 70 countries. Renishaw, a UK company specializing in ultra-precise testing equipment, is also a world-class company.
It is also necessary to study the technological development ideas of advanced gear companies at home and abroad, and to study the transformation direction of modern gear companies' business models and production models. It is necessary to pay attention to the market objectives, investment intensity, regional distribution and impact on the target market of foreign-invested enterprises in China; attention should be paid to the whole machine (such as construction machinery), complete vehicles (such as cars, heavy trucks) and related steel materials and energy industries. The impact on the target market. Only in this way can we formulate advanced technological transformation programs and achieve consistency and operability between development strategies and technological transformation programs.
The route should be advanced, and the equipment should be upgraded.
Technical transformation should stand at the height of global market competition, fully reflect the development direction of gear technology, reflect the idea of ​​using information technology to enhance the gear manufacturing industry, and avoid low-level duplication and low-level capacity expansion.
The current trend of advanced manufacturing technology is: numerical control, informationization, and intelligence. The method of technological innovation is the fusion of mechanical technology and high-tech. For gear manufacturing technology, it is integrated with process and equipment, processing and testing. Integration of machinery, control and integration of software and hardware. It is necessary to use information technology to drive industrialization, develop post-development advantages, and achieve leap-forward development. Of course, technological transformation must be tailored to the local conditions and realistic, but the key technical links must be graded and leveld.
Enhance technological innovation capabilities and continuously introduce new products
Product design, manufacturing technology and technological level are the hotspots of contemporary international technology competition. It is an important technical guarantee for high-quality and high-level products. Enhancing the technological innovation capability of enterprises is an important aspect of technological transformation. Enterprise technology reform should form new technical characteristics, and there must be qualitative and quantitative improvement in enterprise output. The R&D capabilities of auto parts companies in developed countries have led the way with complete vehicle companies, and have truly become suppliers and strategic partners of main engines or complete vehicles.
The technological development capability of enterprises should have a qualitative leap through technological transformation. Enterprises should form strong product development capabilities and products with independent intellectual property rights;
It is necessary to have the ability to develop synchronously with the OEM, and to form an integrated development system with the whole vehicle and the whole machine; the supporting enterprise must synchronize with the OEM in the implementation of various standards, and synchronize with the development of the international market; The technological radiation capability, through the bond of technology and capital, drives the development of a group of regionalized and supporting small and medium-sized enterprises.
Strengthen international cooperation, introduce digestion and independent innovation to develop new products
With the technological transformation of the enterprise, new products must be launched. Strengthening international cooperation, introducing digestion and independent innovation to develop new products is an effective method.
From the current industry situation, we lack intellectual property rights and lack of patents. The number of patents in China is 1/30 of that of Japan and the United States. Introducing digestion and re-innovation is a road to innovation that is faster and better, and is a new innovation on the shoulders of giants.
Our introduction and digestion investment is seriously insufficient, and the ratio of introduction cost to digestion cost is 1:0.1. In most industrial countries, the ratio of introduction costs to digestion costs is 1:3, and in Japan it is as high as 1:10. It is necessary to increase the investment in the introduction and digestion, and willing to pay for it. The success of Japan is worth learning.
It can also cooperate with world-class companies in joint ventures and seek to reach or approach the world's advanced level in a shorter period of time and faster.
In short, it is necessary to have high-precision, high-quality, high value-added special products to enter the market, become a hot spot, a bright spot, and a bright spot for enterprises.
Solve the contradiction between multi-variety, small batch and scale with modularity
Doing a large scale is the bottleneck for the matching and development of China's parts and components enterprises. In the technical transformation, the flexible processing system is used in combination with modular manufacturing, which is suitable for multi-variety and small-volume production, and solves the problem of large-scale production.
If you want to be large-scale, you must have a full range of supporting capabilities, and you must be able to support domestic manufacturers, or you can also support with foreign manufacturers. There should be a large space for independent selection. This requires attention to the development of wide series and multiple varieties, and it is required to find commonality in scale among products of different series and different varieties. The modular production of gears and the supporting standardization system are effective technical ways to achieve low-cost, large-scale production.
Take the road of specialized production
The information age has made it possible to refine the division of labor and social cooperation across regions. The manufacturing bases formed in the Pearl River Delta and the Yangtze River Delta and the "block economy" in Zhejiang fully reflect the high efficiency created by the industry's fine division of labor and corporate socialization.
Using a model of refined division of labor, specialized production, and social collaboration, we can focus our limited economic and technical resources on our own strengths and form an unparalleled core competitiveness. At the same time, make full use of or reorganize the core competitiveness of related companies to make their strengths stronger. In the entire industrial chain, all enterprises are strong, and they will form a strong industrial or regional competitive advantage, achieving high levels, high efficiency, low cost and high efficiency.
Practice has shown that the improvement of the level of specialization of SMEs, the cluster of regional SMEs, the division of labor and cooperation with large enterprises, and the coordinated development of supporting enterprises are the correct way for the development of parts and components enterprises. The technical reform and development of parts and components enterprises should conform to this. law.