Forward in the Challenge: Interview with Su Yongqiang, Chairman of Shenyang Blower Group

When Su Yongqiang, chairman of the Shenyang Blower Group, accepted an exclusive interview, he wore blue overalls that was exactly the same as an ordinary employee. Even if he missed another schedule due to exceeding the interview time, he did not show any patience... Su Yongqiang from an ordinary The apprentices for electroplating began to work for more than 40 years in the Shenmgu period. How much learning was needed in order to be able to shoulder the heavy burden and lead the Shengu drum, a large-scale state-owned enterprise with strategic significance in China’s major technology and equipment industry, to innovate independently and break foreign countries. The company’s technological monopoly, Lianchuang’s achievements have made Shengu’s centrifugal compressor production rank first in the world, and hundreds of sets (sets) of products such as large-scale ethylene cracker compressor units are the first in China. "National weights" to control the price 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 is how powerful ... ... With the start of the dialogue, Su Dong danced his arms from time to time, his thoughts have also entered the development process and planning.

Reporter: Shengu has a history of nearly one hundred years. Please review the development of Shengu.

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 a turnover of 10 million. 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 80s of last century, the State Council made a major decision, proposed the localization of major equipment, and sought a base for the localization of equipment throughout 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 100 million yuan. In 1993, it was 200 million yuan. In 1994, it was 300 million yuan. At that time, we began 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.

Reporter: It is understood that the reason why Shenyang Drum is able to achieve its own achievements through independent innovation, and the integrated policy you have formulated for enterprise development has played a major role. Can you sum up the work done by Shen Drum in the production, education, and research in recent years?

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 and other research institutes and large-scale colleges and universities and the cooperation of 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 a 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.

Reporter: 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. I can rightly say that we are at the leading edge.

Reporter: Shen Drum is at the forefront among domestic counterparts. Is there any plan to expand the international market and to display the glory of Chinese manufacturing industry on the world stage?

Su Yongqiang: To realize international marketization is our next step. 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.

Reporter: The further development of enterprises often requires a lot of financial support. One of the best ways to get listed and funded is Shen Drum. Is there any plan 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 in five years. Therefore, we must make the industry chain bigger.

Reporter: You are full of pride and sense of mission for the development of Shengu, but 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 identified 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.

Reporter: We know that Shengu's lean management has been implemented very successfully. You personally acted as leader of the lean leadership team, and also established the 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, and all the 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 push it forward. With lean management, we are unwaveringly on the way. I believe that after three years, we will The entire internal management system will have a qualitative leap driven by lean.

Reporter: Shen Drum has achieved remarkable results now, 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 consolidating power. It has achieved certain results. However, this is not enough. This year we will sprint to a target of achieving a total industrial output value of 10 billion yuan. The output value will not be reached until 2015. 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, so that China’s World synchronization! This is a company that is going to do its work.