| Chinese state-owned enterprises and | | | | from the model are not only innovation is the only |
| medium-sized bearings, after 50 years of | | | | way out. |
| development, especially through the country "65" - | | | | Two state-owned large and medium |
| "95" during the planning and development and | | | | enterprises how to win the market |
| technological upgrading in the introduction, so that | | | | Enterprises are to compete in the market to win, |
| the formation of a large-scale state-owned | | | | you must have the price, quality and service |
| enterprises has become the main force bearing | | | | advantages, access to this advantage can not |
| industry , with a strong technical strength and | | | | rely on a simple imitation, and only constant |
| large production capacity. In recent years, with | | | | innovation can out of the woods, following this |
| the rapid development of the automotive industry | | | | analysis. |
| for automotive bearings supporting emerging | | | | 2.1 Technology Innovation |
| companies springing up, especially in economically | | | | The 21st century is the era of knowledge |
| developed coastal regions emerging private, joint | | | | economy, reflected in the bearing industry, |
| venture is to flourish, and maintained a strong | | | | knowledge-based economy is innovation |
| investment momentum, but the prevalence of a | | | | economy, we have a base and human resources |
| weak independent development capabilities, | | | | advantage, our products are level and international |
| product quality is not high the phenomenon. | | | | advanced level compared to the large gap |
| By profit-driven, some unscrupulous | | | | between the well-known, then the copy other |
| companies flooded the market with fake and | | | | people's things okay ? No. We have our own |
| shoddy products, Kengpian consumers, to cast a | | | | national conditions, plant intelligence, and only |
| shadow on a highly competitive market, given the | | | | through technological innovation, improve product |
| state-owned large and medium enterprises pose a | | | | quality, reduce processing risk, shorten the |
| threat to brand-name products. Fierce market | | | | production cycle, reduce production costs, |
| competition, lower prices brought about with each | | | | improve production efficiency, these advantages |
| other, so that only state-owned enterprises had a | | | | can be reflected in market competition. The |
| high cost, low-profit or lost money. For now, the | | | | nature of technological innovation is to make the |
| whole bearings industry, market competition, | | | | results of new technologies to bring commercial |
| mainly from the competitive forces of the two | | | | profits, the enterprise's technological innovation in |
| camps, one side is a new small and medium | | | | products and processes are mainly two parts. |
| enterprises, while the old state-owned large and | | | | Product innovations include: (1) |
| medium enterprises, because of differences in | | | | self-development and commercialization of |
| mechanism of the formation of the same starting | | | | products; improved and the commercialization of |
| line is not synchronized race, while the heavy | | | | new products; the introduction of product |
| burden of state-owned enterprises were | | | | technology digestion, absorption, increased |
| appeared to be inadequate. Of course, | | | | domestic production and improving innovation and |
| state-owned and private enterprises have their | | | | development. (2) process (process) innovations |
| own advantages and disadvantages, the | | | | include: self-development, technical and |
| mechanism is of course a very important factor, | | | | technological achievements (process method, |
| but whether we can under the existing | | | | process parameters and measurement |
| mechanism will be state-owned enterprises into a | | | | techniques, etc.) and applications; self-developed |
| disadvantage advantage? As long as we carry out | | | | non-standard production equipment and test |
| careful analysis of the status quo can take | | | | equipment; the introduction of technology |
| corresponding countermeasures. | | | | digestion, absorption, application and |
| 1 Industry Status | | | | improvements increase; technological equipment |
| 1.1 The emerging small and medium private | | | | for technological transformation and improvement, |
| enterprises bearing the strengths and advantages | | | | through the modalities of technology transfer |
| of the emerging industries, first of all confusion is | | | | from the new scientific and technological |
| a mechanism with the state-owned enterprises | | | | achievements to promote applications. |
| enjoy the same tax policy cases, the social | | | | Competition in the market is actually a continuous |
| burden small, employing a mechanism of living, | | | | process with new technology to replace old |
| labor productivity, high, very flexible and can be | | | | technology, new products replace old products |
| used in marketing to participate in market | | | | with the progress of the process, this process |
| competition. A few enterprises played the card | | | | faster, stronger competitive edge. Therefore, the |
| price cuts, state-owned enterprises generally can | | | | new product development and popularization and |
| not use this method. Product quality, state-owned | | | | application of new technologies, the speed of |
| enterprises have been placed in the relevant | | | | enterprise competitiveness in an important |
| national quality supervision and inspection | | | | symbol. Based on the current status of the |
| department under the supervision Moreover, the | | | | industry and medium-sized enterprises should be |
| state-owned enterprises is relatively high | | | | established based technology research and |
| leadership qualities, and never will be because of | | | | development and technical services to Type 2 3 |
| the short-term interest of business to make a | | | | innovative layers of management and organization |
| public breach of national policy decisions, but only | | | | system and the corresponding mechanisms. |
| in the product quality, service and mechanism. | | | | 2.2 The management of innovation |
| Although the emerging small and medium | | | | When an enterprise from a mere production units |
| enterprises the flexibility of a mechanism, but if | | | | into the market in an entity after the planned |
| the idea to use systems engineering to analyze, it | | | | economic system set up under the management |
| is not difficult to discover their weaknesses. | | | | system can not meet the requirements of the |
| Emerging SMEs through technical imitation | | | | new environment, companies rely on their own to |
| stage, after the completion of the primitive | | | | seek development requires an innovative |
| accumulation of capital in the state-owned | | | | management style to adapt to it. The |
| enterprises with the help of retired personnel, | | | | management of innovation embodied in the |
| technical move closer to the level of state-owned | | | | following four areas: |
| enterprises, and in local areas have empirical | | | | 2.2.1 the concept of innovation |
| breakthrough or innovation, step by step capital, | | | | In a market economy, business leaders and |
| competition and product innovation competition. At | | | | employees must change their ideas, with a new |
| this time, the face of competitors, not to imitate, | | | | posture, engaged in construction and development |
| in order to continue its rapid development, we | | | | of the socialist cause as a leader through an |
| must rely on their own to be innovative, which | | | | innovative management approach to guide change |
| they continue to develop one of the | | | | in this concept, to improve staff Posts sense of |
| disadvantages faced by. | | | | responsibility, reform is not surmise who lost their |
| In technology innovation, service and | | | | jobs, but through the reform of the enterprise |
| technical personnel of these enterprises have | | | | invigorated the pie, so that enterprises have |
| been unable to meet the further development of | | | | healthy development. No matter how the reform, |
| enterprises, the old "experts" be limited to | | | | the staff is still the main business, they are to |
| decades of experience and limited energy, | | | | promote enterprise development and reform of |
| innovation has been there can be substantial, while | | | | the masters of their fate and businesses |
| the young technology personnel, mostly energetic, | | | | together, and employees have only put |
| but lack of exercise, lack of practical experience. | | | | themselves in position, insert themselves in the |
| In these enterprises, on the one hand have a call | | | | master position, in order to in their respective |
| at any instant, waving away the huge pool of | | | | posts for maximum effect. |
| talent; the other hand, the lack of real technical | | | | 2.2.2 operating system innovation |
| backbone, innovation is low, often less effective, | | | | Current state-owned large and medium enterprise |
| which is a disadvantage of the two. | | | | operational mechanism, basically follow the planned |
| On the management side, these | | | | economy, the set of "iron rice bowl" has not yet |
| enterprises have become a complete range of | | | | been broken, with the continuous deepening of |
| functions perfect "medium" enterprises, lack of | | | | reform, its shortcomings become increasingly |
| ability with a comprehensive, coordinated and | | | | evident. Should conform to the requirements of |
| strategic talent, in actual operation, often a loss, | | | | the market economy, operating mechanism of |
| and the business can not be coordinated | | | | innovation is imminent if they do not proceed |
| development between the various departments, | | | | from the fundamental changes, wear new shoes |
| mainly for decision-making The randomness and | | | | to walk the old path, then the business is still |
| investment, blindness, wasting alarming, as a | | | | difficult out of the woods. Operating mechanism in |
| constraint to their development of the | | | | the employment mechanism is its first in a |
| fundamental issues. | | | | reasonable employment mechanism to promote |
| 1.2 State-owned large and medium | | | | competition for talent, promote the rational flow |
| enterprises the advantages and disadvantages of | | | | of human resources. Leverage the use of wage |
| Talking about state-owned large and medium | | | | and implement the principles of the true sense of |
| enterprises, people first think of their difficult | | | | the word distribution according to work, according |
| situation, unequal employment mechanism, cause | | | | to the contribution, bitter, dirty, tired, and |
| floating-General, the market decline, inventories | | | | insurance and the level of scientific and |
| increased, funding difficulties, and aging equipment, | | | | technological content such as the principles of the |
| enterprises running social and apportionments, to | | | | wage distribution tilt, the implementation of an |
| enable these enterprises Management miserable. | | | | open, fair and reasonable competition, the |
| In fact, these enterprises have a lot of | | | | establishment of incentive and restraint |
| advantages, but failed to arouse sufficient | | | | mechanisms, do to make the best use, to make |
| attention and use it. If in-depth analysis of their | | | | the best use of them. |
| strengths and avoid weaknesses, will be able to | | | | 2.2.3 Financial Management Innovation |
| reverse the plight of state-owned enterprises will | | | | Comprehensively improve the professional quality |
| become inferior edge. | | | | of accountants to learn, "Handan Iron and Steel," |
| 1.2.1 The basis of scale advantages | | | | the financial cost management experience, |
| These companies already have the size of | | | | strengthen internal cost accounting management, |
| production capacity, although outdated equipment, | | | | and reduce production costs; the external |
| precision is poor, but as long as to transform, you | | | | procurement of the implementation of parity |
| can improve or improve its accuracy. As has | | | | purchasing, collective procurement, reduce or |
| been the use of two or three decades old | | | | avoid unnecessary waste of the generated |
| equipment, should be scrapped update. However, | | | | intermediate links; enterprise can be pilot planning |
| from an economic point of analysis, these old | | | | a small accounting unit, the establishment of the |
| equipment can not be eliminated once and for all, | | | | factory market, that is under the control of the |
| as long as serious repairs, replacement parts | | | | plant in the products (bearing parts) mobile |
| precision parts, with a new grafting techniques to | | | | market, by product part machining sequence, |
| achieve economic and practical accuracy should be | | | | implemented between the factory and the |
| no problem. In this way, can improve quality, | | | | factory price of transactions included in the cost |
| increase in technical reserves, but also to explore | | | | of assessment; workers, folder, volume, mode |
| business potential, improve productivity and | | | | and other auxiliary tools, spare parts, spare parts, |
| efficiency, which is innovation. Compared with the | | | | refer to part way into the internal market, supply |
| new company, although more of a transformation | | | | and marketing, according to local conditions, grasp |
| of the cost, but it eliminates the need for | | | | a small part of all, reduce consumption, and |
| investment of that part of the funds. | | | | effective cost control. The establishment of |
| 1.2.2 Human resources | | | | enterprise banking, enterprise funds to implement |
| In these enterprises, there are many experienced | | | | centralized management, unified control by |
| workers and senior management personnel, there | | | | in-house bank, approving a pen. Strengthen |
| are well-trained, complementary advantages and | | | | financial supervision, financial revenues and |
| stable workforce, and the real technical personnel | | | | expenditures open, and accept their supervision to |
| are precisely those between the ages of 30 to | | | | ensure the rational use of enterprise funds. |
| 50, non-forced unwilling to bear the switch to risk, | | | | 2.2.4 marketing innovation |
| in the post without being taken seriously, quietly | | | | At present, between enterprises facing a |
| dedicated engineers and senior engineers, | | | | disorderly competition, unfair competition on the |
| technicians and senior technicians. These people | | | | one hand, on the other is difficult to return to |
| are the company's largest and most important | | | | models. In this regard, there is need to reform |
| advantage of the labor improper conflicts and can | | | | the habits of marketing, sales contracts can be |
| make use of policies to guide and use. | | | | used, or spot cash, or to avoid bad times there, |
| Management personnel, these companies even | | | | dead accounts and debt default; gradually improve |
| more talented, finance, economy, production, | | | | the quality of marketing staff, to play a corporate |
| technology, marketing and political work such as | | | | brand, reputation and distribution network |
| expert-level talent are both humble, but in the | | | | advantages, will be propagated combined sales of |
| difficulty of coordination between the larger, more | | | | large and disparate, relying on product quality and |
| need to straighten out and clear their duties, in | | | | services dominate the market. |
| order to facilitate their talent to minimize friction in | | | | 2.3 The enterprise is the main body of |
| the employment mechanism, it should learn from | | | | technological innovation |
| the experience of private small and medium | | | | Technological innovation that is targeted to open |
| enterprises. | | | | up markets to achieve technical and economic |
| 1.2.3 brand | | | | unity. Technological innovation capacity size |
| The old state-owned enterprises in the industry | | | | reflects its competitive position in the market |
| generally have a better reputation, but also has a | | | | strength, the firm is the main body of |
| directional bearing products great, there are | | | | technological innovation. Enterprises to create a |
| fixed-point goals, the focus around their own | | | | large number of independent intellectual property |
| product development, brand, reputation and has | | | | rights of new products, new technology, the |
| established sales network, there are significant | | | | enterprise can become a strong production and |
| advantage, but failed to maximize the | | | | technology and eventually become a strong |
| performance. For now, these advantages only an | | | | market competition. Bearing the development of |
| objective existence, only state-owned enterprises | | | | enterprises in the future, we must keep up the |
| of these advantages into competitive advantages, | | | | pace of development strategies, national |
| in order to effectively improve the living | | | | machinery industry, centering on state-dominated |
| environment of enterprises, enhance enterprise | | | | industries to overall innovation. Technological |
| competitiveness on domestic and foreign markets. | | | | innovation of enterprises is only limited to product |
| Today, we are facing a very urgent task is to | | | | innovation, rather than emphasis on process |
| study advantages and disadvantages of the use | | | | innovation, marketing and management innovation, |
| of the transformation, in this regard, the | | | | innovations such as a lack of integrity. |
| state-owned and private enterprises can learn | | | | |