Interview with Su Yongqiang, Chairman of Shenyang Blower Group

When Su Yongqiang, chairman of the Shenyang Blower Group, received an exclusive interview at the scheduled time, he wore the same blue overalls as the ordinary employees. Even if he missed another schedule due to exceeding the interview time, he did not show any impatience... Su Yongqiang Starting from an ordinary electroplating apprentice, working for more than 40 years at Shenmgu, how much learning is required to develop during the period, can we take a heavy burden to lead Shengu, a large-scale state-owned enterprise that has strategic significance in China's major technological equipment industry, to achieve independent innovation. In order to break the technological monopoly of foreign companies, the company's success in producing centrifugal drums ranks first in the world in the production of centrifugal compressors, and hundreds of sets of large-scale ethylene cracker compressor sets are the first in China. As a "national weight", the drums control the prices of foreign products in the same industry. It can be seen that Su Yongqiang's sense of mission and responsibility has enabled him to continue to surpass the pace of how powerful and powerful ... With the commencement of the dialogue, Su Dong danced his arms from time to time, his thoughts have also entered the development process and planning.

The following is an interview with a reporter from the Chinese business community on the interview of Su Yongqiang, chairman of the Shenyang Blower Group.

"China Business": Shen Drum has been in the development process for nearly a hundred years. Please review the development history of Shen Drum.

Su Yongqiang: Shengu can be said to be a veteran state-owned enterprise. We say in the factory's history that Shengu was built in 1934, but in reality it was still a Japanese mine car factory, but our real establishment was in 1949. At the time we were called Fan Fan Factory, and by the mid-50s we changed to a blower factory. The real start of Shengu should be started from the fifth five-year plan. When I started to enter the factory, Shengu had 30 million fixed assets and 10 million turnover. At that time, it was a planned economy. The basis for the production of a good compressor, while other companies across the country have not yet produced.

In the early 1980s, the State Council made a major decision, proposed the localization of major equipment, and identified a national base for equipment in the country. Then the base of petrochemical equipment chose us to sink in, and the base for localization of petrochemical equipment was mainly We chose Shengu and Aviation Gas, and we produced drums for the main engines. They produced auxiliary engines. At that time, we introduced the technology of Italy's new Mei Long, a total of three series of all the technology, including technical drawings, technical software, technology and even including tooling, test equipment and so on. We spent four years digesting and absorbing the introduction of these technologies, and produced the first prototype in 1980. After 1982, we gradually realized the expansion of petrochemical equipment. Our goal is to achieve three 300,000 tons of ethylene, 300,000 tons of fertilizer, and 30,000 centimeters.

The real development and start of the Shengu Drum should be due to the early 1990s. In 1992, our output value was less than 1 billion yuan. In 1993, it was 200 million yuan. In 1994, it was 300 million yuan. At that time, we started to develop. The output of our compressors has gradually increased, the impact has become larger and the supporting capabilities have become stronger, but we still cannot support larger devices.

“Chinese Business”: It is understood that Shen Drum’s achievements in today’s independent innovation have made it possible for you to formulate an integrated policy of production, education, and research that has played a major role. Can you sum up what Shen Drum has done in recent years? work?

Su Yongqiang: To sum up briefly, the first is that we have established a comprehensive R&D system, that is, an innovation system. We have two institutes, one in Shengu and one in Dalian. The second is the combination of us with other research institutes and large universities, and cooperation between production, education and research. We are now cooperating with more than a dozen large universities in China because our company’s technology center was established in 2000 and established in 2006 as a national R&D center. The establishment of these two centers has promoted the development of our new products, and Technological innovation. Now we have a research institute at Dagong. We have four national research centers at Xi'an Jiaotong University, Dalian University of Technology, Zhejiang University, and Northeastern University. In the past five years, we have about 70 production, research, and research projects. There are also a large number of production, research, and research projects in these places. In the previous years, we were able to undertake more than 30 research projects in one year, and now we have one year Can undertake about 200 research projects, and our cash rate can reach more than 85% per year, we basically divided the short-term research and mid-term research, the combination of technical research and engineering applications.

"Chinese Business": Then, how many companies in the country currently produce blowers? Compared with domestic counterparts, what are their advantages?

Su Yongqiang: Compared with domestic counterparts, if the ratio of production is the ratio of production volume, I am at least ranked in the top three, is the top three in the world, and I can maintain at least 80% of the market share. At present, there are 30 blowers in the country, whose output value has surpassed 100 million yuan. Five years ago, there were only 10 households. Five or six of our compressors were actually produced, and now only four of them are truly competitive. At present, for the absolute status of Shengu, it is my possession, technical level, equipment level, complete sets of capabilities and manufacturing capabilities that I can rightly say we are at the leading edge.

"China Business": Shen Drum is a leader in the domestic industry. Is there any plan to expand the international market and the glory of China's manufacturing industry on the world stage?

Su Yongqiang: To achieve international marketization is our next step to develop. We cannot keep ourselves locked in our homes. To become an international company, we must first be a multinational company. Now our foreign orders are not many. Last year, we were 120 million U.S. dollars. Now that the international market is still not very good, this is our direction. Our goal is to reach 300 to 500 million U.S. dollars in five years.

"China Business": The further development of enterprises often requires a lot of financial support. One of the best ways to go public is to think that there are no plans for this.

Su Yongqiang: We Shenkuang Group is doing the listing work, and strive to go public in 2012. The purpose of listing is for development. It is important to establish a sound legal structure, standardize the business operations of enterprises, establish a set of international production processes and management systems, and establish a modern human resources system. This is our goal of listing, not simply For the sake of money, but money is also a must. If all of these goals that I say can be achieved, it is possible to realize 20 billion yuan in five years. Therefore, we must make the industry chain bigger.

"China Business": You are full of pride and mission to the development of Shengu, and it is also reflected in your constant introduction of new concepts in the management of corporate culture and quality management. How do you see this?

Su Yongqiang: We have introduced business planning and idea thinking plans since 2001, which is the spirit of enterprise and corporate values. We have a total of 13 ideas, including our security, technology, service, quality, etc., as well as the behavioral thinking system that is being perfected, which is our management system. In addition, we have summed up the tradition of Shengu, identified our corporate heritage, the company's business objectives, corporate values, etc., and we have determined the company's strategy, we need to use five years or so to advance to the international advanced ranks To become a multinational corporation, this is our entire system.

"China Business": We know that Drumming's lean management has been very successful. You personally acted as leader of the lean leadership team, and also set up a lean management promotion office. How do you view lean management?

Su Yongqiang: I think the core of lean management is not the process, because the process is a must and a tool. In fact, the core of lean management is to change people’s ideas, change people’s traditional concepts, upgrade production management to the level of modern management, and change the management philosophy of all employees. In fact, Toyota management is based on the production process and is actually a customer. For the purpose of high-speed services, all processes are faster and more efficient. In addition, each employee is able to follow the process on the basis of clear job responsibilities. The various rules and regulations are reflected in the process and reflected in the process. Instead of putting it in a notebook, I think this is a key issue.

After I got in touch with Tianjin Aiborui Consulting Management Co., I felt very good. I chose this company not only to use this method, but also to look at its culture. It is a combination of Confucian culture and lean management. This gives me very Deep impression that an enterprise without culture is a soulless enterprise. The implementation of lean management in our company is still in its infancy. It has achieved initial results and we plan to use it for three to five years to implement it. With lean management, we are unwaveringly moving on. I believe that after three years, we will The entire internal management system will have a qualitative leap driven by lean.

"China Business": The achievements of Shen Drum are now impressive, but what are your plans for the future development of Shengu? What kind of company do you want to build a drum?

Su Yongqiang: Shengu has always shouldered the arduous task of national delivery and fulfilled its mission of building a strong country. It has achieved certain results. However, this is not enough. This year we must sprint our goal of achieving a total industrial output value of 10 billion yuan by 2015. The output value is not less than 20 billion yuan - the goal of these amounts is not the most important, and the most important is: to build Shengu into a national major technical equipment localization base with strong independent innovation ability and strong international competitiveness, let China Equipment and world synchronization! This is a company that is going to do its work.