Source Title: “Fortune” China’s Top 500 Cloud Dialogue | Gechuangdong Zhihe Jun: Before the next round of production expansion, battery manufacturers should “repair umbrellas on sunny days”
After more than ten years of development, China’s new energy battery industry has entered the fierce battle stage of “two superpowers and many strong”. In terms of technology and material cost reduction, various manufacturers are becoming more and more similar, so manufacturing cost reduction has become more and more important, and digitalization and intelligence have also been raised to a higher status. Now that the battle is in full swing, how can each manufacturer develop further in competition and cooperation?
On June 27, He Jun, Vice President of TCL Industry and CEO of Gechuang Dongzhi, was invited to attend the “Fortune” China Top 500 Cloud Dialogue. Yu Zhaoyu, vice president of Pulanjun Energy, conducted exchanges and discussions, and shared the latest developments and wonderful views on issues such as industry cycles, technological innovation, manufacturing cost reduction, and going overseas.
He Jun said that in the case of the normalization of industrial peaks and troughs, the battery industry should consider the following points: First, truly courageous leading companies not only want to reduce costs and increase efficiency, but also consider counter-cyclical growth and Investment is mainly to make targeted and strategic investments around key customers; second, companies should pay attention to relative competitiveness, that is, compared with their peers, whether they will lose less when the trough comes, and whether they will lose less when the peak comes. When they come, their own profits will be better, and the ability to capture new opportunities will be faster; third, enterprises must consider changes in the entire model, from the original cost-driven transformation to efficiency-driven transformation, from the original investment-driven transformation to technology or innovation-driven transformation, Digitalization and intelligent manufacturing can become key tools for enterprises to achieve counter-cyclical growth.
He also pointed out that what enterprises should do is to “repair umbrellas on sunny days”, because when we are facing cost pressures, we will reduce costs and increase efficiency. Many measures are often short-term, and the cost reduction effect will not be very effective to some extent. Obviously, the long-term innovation means must be the long-term means of reducing costs and increasing efficiency for enterprises, especially process innovation and equipment transformation will take a long time, and the means of promoting intelligentization will also need a long period of time .
And the core behind all of these is lean, including lean thinking and lean concepts, in order to improve the effect of intelligent manufacturing. One of the most important points is business-driven, not technology for the sake of technology, but from a business perspective, such as quality management, Equipment management, production control, energy dual-carbon management, supply chain and other links, use new technologies to promote the improvement of various fields of production and manufacturing. At the same time, lean requires top-level planning, but it does not mean that we must have a complete blueprint, but that we need to look at the whole process and carry out end-to-end supply chain planning and quality traceability matching. On the other hand, top-level planning should start with the end in mind. We must first think about the purpose we want to achieve in the end, and then plan the technology.
He Jun believes that people who only understand technology cannot be in charge of digitalization in manufacturing companies, because they may fall into the misunderstanding of “technology worship”. We must let people with production experience be in charge of digitalization. In addition, digitalization cannot emphasize manufacturing and despise operations. With the development of the manufacturing industry today, the digitalization of the early factories and the digitalization of the overall operation model must go hand in hand, so that through centralized management and control, cross-regional and cross-regional factories can be effectively managed. The third point is not to emphasize the system and despise people, because the core of digitalization is actually people. The reason why those highly automated manufacturing companies implement digitalization well is often the front-line engineers who play the key role. Therefore, all digitalization should start from the front-line engineers. Only by considering it from a different perspective can we truly empower them to continue to implement the entire digital design, and then they can in turn innovate independently.
After more than ten years of development, China’s new energy battery industry has entered the fierce battle stage of “two superpowers and many strong”. In terms of technology and material cost reduction, various manufacturers are becoming more and more similar, so manufacturing cost reduction has become more and more important, and digitalization and intelligence have also been raised to a higher status. Now that the battle is in full swing, how can each manufacturer develop further in competition and cooperation?
On June 27, He Jun, Vice President of TCL Industry and CEO of Gechuang Dongzhi, was invited to attend the “Fortune” China Top 500 Cloud Dialogue. Yu Zhaoyu, vice president of Pulanjun Energy, conducted exchanges and discussions, and shared the latest developments and wonderful views on issues such as industry cycles, technological innovation, manufacturing cost reduction, and going overseas.
He Jun said that in the case of the normalization of industrial peaks and troughs, the battery industry should consider the following points: First, truly courageous leading companies not only want to reduce costs and increase efficiency, but also consider counter-cyclical growth and Investment is mainly to make targeted and strategic investments around key customers; second, companies should pay attention to relative competitiveness, that is, compared with their peers, whether they will lose less when the trough comes, and whether they will lose less when the peak comes. When they come, their own profits will be better, and the ability to capture new opportunities will be faster; third, enterprises must consider changes in the entire model, from the original cost-driven transformation to efficiency-driven transformation, from the original investment-driven transformation to technology or innovation-driven transformation, Digitalization and intelligent manufacturing can become key tools for enterprises to achieve counter-cyclical growth.
He also pointed out that what enterprises should do is to “repair umbrellas on sunny days”, because when we are facing cost pressures, we will reduce costs and increase efficiency. Many measures are often short-term, and the cost reduction effect will not be very effective to some extent. Obviously, long-term innovation means must be the real cost reduction and efficiency increase for enterprises, especially process innovation and equipment transformation will take a long time, and the means of promoting intelligentization will also need a long period of time .
And the core behind all of these is lean, including lean thinking and lean concepts, in order to improve the effect of intelligent manufacturing. One of the most important points is business-driven, not technology for the sake of technology, but from a business perspective, such as quality management, Equipment management, production control, energy dual-carbon management, supply chain and other links, use new technologies to promote the improvement of various fields of production and manufacturing. At the same time, lean requires top-level planning, but it does not mean that we must have a complete blueprint, but that we need to look at the whole process and carry out end-to-end supply chain planning and quality traceability matching. On the other hand, top-level planning should start with the end in mind. We must first think about the purpose we want to achieve in the end, and then plan the technology.
He Jun believes that people who only understand technology cannot be in charge of digitalization in manufacturing companies, because they may fall into the misunderstanding of “technology worship”. We must let people with production experience be in charge of digitalization. In addition, digitalization cannot emphasize manufacturing and despise operations. With the development of the manufacturing industry today, the digitalization of the early factories and the digitalization of the overall operation model must go hand in hand, so that through centralized management and control, cross-regional and cross-regional factories can be effectively managed. The third point is not to emphasize the system and despise people, because the core of digitalization is actually people. The reason why those highly automated manufacturing companies implement digitalization well is often the front-line engineers who play the key role. Therefore, all digitalization should start from the front-line engineers. Only by considering it from a different perspective can we truly empower them to continue to implement the entire digital design, and then they can in turn innovate independently.
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2023-07-05 02:22:00
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