According to relevant experts, China's scientific and technological innovation capacity ranks 28th among 49 countries, and it is in the middle-upper level. China’s self-sufficiency in key technologies is low, and foreign technology dependence is above 50%, while developed countries are generally below 30%, the United States and Japan are around 5%, and China’s R&D expenditures are relatively small. In 2004, China’s expenditure was 184.3 billion yuan. , accounting for 1.35% of GDP, while the R&D expenditure of innovative countries is more than 2%. The capacity of independent innovation of Chinese enterprises is seriously deficient. Only 20,000 R&D institutions in more than 20,000 large and medium-sized enterprises in the country have R&D. Only 3% of the activities are held; among the 4,000 key companies in China, 75% are occupied by technology development expenses accounting for less than 1% of sales revenue; R&D expenses for large and medium-sized companies only account for 0.39% of sales, even if high-tech companies also Only 0.6%, this ratio is less than one-tenth of that in developed countries. China has introduced a large number of technologies over the years, while state-owned enterprises have not been able to increase their innovation capabilities, and have been seriously deficient in the absorption of imported technologies and innovations, resulting in endless repercussions. The "introduction, introduction, and re-introduction", and some even fall into the vicious circle of "introduction - backward - re-introduction - backward again". The experience and lessons of China's corporate development show that the true core technology can not be bought, and only by vigorously improving the ability of independent innovation of enterprises, owning their own core technologies and intellectual property rights, can they maintain their product advantages and leading position, but also in the fierce Market competition is invincible. According to the author's understanding, the degree of weakening of auto parts companies in core technologies and key technologies is particularly prominent. Passive and passive is the initiative. Here, it provides the auto parts companies with the “seven secrets†to overcome the core technologies.
Tip 1: Establish a team of scientific research talents who dare to think and dare to do things without fear of failure. The competition in the 21st century is a global competition. On the surface, it is a competition in technology, quality, and service. However, from a deep perspective, it is a competition for talents. There is no scientific research talent who dares to dare to do it and is not afraid of failure. Everything is empty talk. Therefore, it is critical for auto parts companies to overcome core technologies and establish scientific research personnel. At present, many companies in China do not have their own R&D institutions. They have R&D institutions. The R&D talents are seriously inadequate, or they can't keep their talents for various reasons. This causes the R&D institutions to be in name only, known and unreal, and the teams are scattered and in poor spirits. Chery Automobile Co., Ltd., established in 1997, is a state-owned joint-stock company funded by five investment companies in Anhui Province and Wuhu City with a total investment of 1.7 billion yuan. Since Chery's first car situation was put on the market in March 2001, Fengyun, Qiyun, QQ, Oriental Sons, and Tiggo have been formed, with an annual production capacity of 350,000 complete vehicles and 400,000 engines. Research and development of ACTECO engines with independent intellectual property rights to create the first "Chinese core" of Chinese passenger car engines. In less than 10 years, from a company with almost no advantages in capital, technology, and talent, it has grown into a top-five car company in the domestic passenger car market and has the largest export volume in China. Chery’s independent innovation The pace of the people's joy and admiration. Today, Chery has more than 1,000 professional technicians, including more than 190 masters and more than 30 Ph.Ds, forming a complete car R&D team. Chery has established the Automotive Engineering Institute for this purpose. This young R&D team completed a series of key technology researches on the car in just five years, and successfully developed several models such as Fengyun, QQ, Oriental Son and Qiyun, and Tiggo. On June 16 this year, the "National Energy Conservation and Environmental Protection Automobile Engineering Technology Research Center" was unveiled at Chery, marking Chery's new starting point in the development of automotive technology. Chery’s successful experience tells us once again that breaking the core technology to create a research talent team is the key.
Tip 2: Establish an effective incentive mechanism.
Incentives are the driving force of innovation and the indispensable factors that affect independent innovation. Only by solving this problem can all positive factors be mobilized. According to reports, in order to arouse the enthusiasm of employees for innovation, Daimler-Benz Aerospace Co., Ltd. stipulated that after an employee’s invention patent is applied, the inventor will receive a bonus of 300 marks, and afterwards, an authorized bonus of 1,000 marks. The company implemented the patent on its own and remunerated 0.2% of sales to the inventor; if it was licensed by others, 22% of the royalty revenue was paid to the inventor. In perfecting the incentive mechanism and providing good working and living environment for outstanding talents, FAW carried out the green zone policy of hiring and hiring non-leadership high-level talents and changed the “Alone Bridge†to “multi-channelâ€. High-level talents who have been appraised as “different divisions†can enjoy the salaries of the second-level managers, senior managers, and even general managers of group companies. Use three "keys" - car keys, room keys, and lab keys to attract talent. For senior managers, “green area†talents, and doctors equipped with official vehicles, the allocation of housing for doctors and masters. This approach by Daimler-Benz Aerospace and FAW is a good way to incentivize independent innovation and mobilize the enthusiasm, initiative and creativity of employees. For this reason, auto parts companies must increase their incentives for scientific and technological innovation talents and truly establish an institutional environment that encourages innovative talents to emerge.
Tip 3: Increase research input and ensure necessary research funding
The truth is, without input, there is no output, and it is unrealistic to master core technologies without the necessary input. In this regard, the research funding invested by foreign companies is quite amazing. Enterprises such as the United States, Japan, Germany, and other developed countries are willing to spend capital, and we are pitifully in this respect. This also shows that from another perspective, there is insufficient investment. It is one of the reasons for the weakening of core technologies and key technologies. Therefore, auto parts companies must be willing to spend a lot on research and development. According to the analysis of relevant experts, the proportion of corporate scientific research funding in sales revenue is generally not less than 3%. The proportion of high-tech enterprises should be above 8%, and only investment can be effective.
Tip 4: Establish a review assessment system to strengthen the execution
To say a thousand and a thousand, if it cannot be implemented and the implementation is not in place, then it is equal to saying. Therefore, it is very important to overcome the core technology assessment system. With the incentive mechanism, it is necessary to conduct an annual review. For engineers and technicians who have achieved results in the cracking of core technologies, the award must be rewarded. The reward must be awarded. Practices and implementation are in place. Only in this way can engineers and technicians have the confidence to be motivated and hopeful. In this way, they can give full play to the enthusiasm, initiative, and innovation of engineering and technical personnel, and better exert their intelligence and intelligence to overcome core technologies.
Tip 5: Form a Strong Innovative Culture
The pattern of economic globalization in the 21st century depends to a large extent on the contest of cultural forces. Higher competition lies in the fact that culture has become an indisputable trend. Therefore, building a corporate culture with its own characteristics is the call of the times. It is an urgent need to implement the scientific concept of development and to build a harmonious society in an all-round way. It is a soul project for enterprises to survive and develop. It is also a vital factor for the reengineering of enterprises and upgrading their core competitiveness. The vitality of this, the source of power, is the enterprise's own pursuit and inevitable choice. To this end, a strong cultural atmosphere of innovation must be fostered. It encourages both the pursuit of success and the tolerance of tolerance. Success is the driving force. Failure is the starting point. Success is the hero. Even if it fails, it is still a hero. It is necessary to nurture the main body of independent innovation and the innovation of the enterprise, relying on the innovative spirit and innovative ability of the majority of employees. Haier’s CEO Zhang Ruimin believes that for innovation, it’s important not to be a person or part of a person, but everyone is to innovate in the market that they should have, under the premise of “one person aloneâ€. Everyone should innovate and everyone can innovate. We must believe, rely on, and cultivate employees so that they become the main body and driving force for independent innovation.
Tip 6: Formulate a company's core technology innovation and development strategy
Dazhen Zhenbang Fluor Coatings Co., Ltd. Chairman Zhou Jianliang said it well: “The reason why it is difficult for Chinese companies to expand is not because their strength is inferior to others. The key is that they do not identify their own unique positioning, and they stick to it all the time and cannot suppress it. The immediate interests, but always sacrifice the target for the immediate interests, can not calm down and walk their own road of independent innovation, but choose to blindly follow the trend.†This shows that to win the innovation, we must first have the correct innovation and development strategy, but also perseverance Stick to this strategy. It is harmful to engage in independent innovation with the so-called “quick-quick†mentality of rushing for success.
Tip 7: Combining Import, Digestion, Absorption and Reinvention
Work hard on innovation. To introduce and learn advanced scientific and technological achievements in the world, it is even more important to rely on independent innovation. The real core technology cannot be bought. Only by possessing a strong ability in scientific and technological innovation and having independent intellectual property rights can China's auto industry be able to increase its competitiveness in the international arena in order to enjoy respected international status and dignity. To this end, we must implement the enhancement of independent innovation capabilities in all corners of China's auto industry, strengthen original innovation, integrated innovation, and the absorption and absorption of imported technologies, and master more independent intellectual property rights in key areas, at the forefront of science and strategy. High-tech fields have a place. In recent years, companies such as Chang'an, Chery, Geely, and Brilliance have been able to combine their actual business needs, lack what they have, and aim at the frontier of the industry's technology, and have made gratifying achievements. As far as auto parts enterprises are concerned, Hunan Jiangbin Machinery (Group) Co., Ltd. is a successful model in introducing, digesting, and absorbing advanced foreign technologies. The company is a specialized company that produces and operates pistons for automotive engines and is the largest military piston production base in China. In the 1980s, the company introduced a full set of piston machining technology from Germany's Mahle Company. Through 20 years of digestion, absorption, and exploration, during the period of bold innovation, it finally achieved initial results. Now, the company has domestic first-class processing piston technology, and some of the technologies have reached the international advanced level, and their ability to participate in market competition has increased significantly. Therefore, China's auto industry must be good at digesting, introducing, and absorbing advanced foreign technology, for my own use, continuous innovation, and the formation of independent intellectual property rights, so as to improve the overall core technology level of China's auto industry and enhance the ability to participate in international market competition.
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