In June 2004, Changhe Automobile was separated from Changhe Aircraft and became a factory-level enterprise directly under AVIC II. With Comrade Cai as the general manager and leading the broad masses of cadres and workers, the "two guarantees and seven adjustments" were unswervingly implemented in 2005, and more than 65.438+0.2 million vehicles were sold in Changhe, with a total industrial output value of 3.76 billion yuan, an industrial added value of 680 million yuan and a sales income of 3.356 billion yuan. All economic indicators showed a recovery growth momentum. Since 2006, he has led the team members of Changhe Automobile, United all the cadres and workers, fully implemented Scientific Outlook on Development, put people first, intensified the reform, seized the opportunity of expanding strategic cooperation with Suzuki Company, integrated management, upgraded the brand, and pushed Changhe Automobile onto the road of steady growth.
1. Firmly implement the adjustment and development strategy to realize the recovery growth of Changhe automobile.
On June 5438-1October 065438, 2004, with the independent operation of Changhe Automobile, he led his team members and all cadres and workers to actively carry out foreign joint ventures and cooperation, which led to the establishment of a strategic partnership with Suzuki Corporation of Japan. While increasing the development of new products, we should pay attention to adjusting the product structure and the planning and layout of production capacity; In order to improve the market share and brand awareness, strengthen the marketing system and network construction; Adjust the organizational structure to meet the new development needs of the company; Further straighten out the internal and external relations of the company and create a good environment for enterprise development; Actively promote the construction of modern enterprise system, reform the personnel employment system and distribution system successively, and start the separation of main and auxiliary industries, the restructuring of auxiliary industries and the reform of non-tradable shares, which has injected new impetus into the development of enterprises.
Over the past year or so, Changhe Automobile has initially realized the innovation of management mode and internal mechanism, the recovery growth of automobile sales and business performance and the breakthrough progress of foreign joint venture and cooperation, the comprehensive completion of Jiujiang project and the smooth production of automobile and engine production lines, the expansion of Changhe Automobile's production capacity and the adjustment of product layout, and the formation of a vibrant corporate culture in line with the market. Since 2006, inspired by the spirit of the second workers' congress of the first session of the company, Changhe Automobile has solemnly launched a number of new models, such as Changhe Liana hatchback, Ideal II II, Changhe Freda and so on. , effectively and pragmatically integrated the marketing channels, accelerated the technical transformation of the new model production line of Jingdezhen headquarters, continuously promoted various reform measures, and improved the operation quality and efficiency of enterprises. Changhe Automobile has taken a solid step towards steady growth.
Second, strengthen foreign joint ventures and cooperation, and define the company's medium and long-term development strategy.
In order to solve the long-term strategic problem of enterprise development, Comrade Cai put forward the development idea of strengthening the establishment of strategic partnership with the company on the basis of fully analyzing the development trend of foreign automobile industry and the competitive situation of domestic automobile market.
With the care and support of AVIC II, AVIC Automobile Division, Jiangxi Provincial Party Committee, Provincial Government and Jingdezhen Municipal Party Committee and Municipal Government, at the end of 2004, Changhe Automobile and Suzuki Corporation of Japan conducted in-depth discussions on building a new strategic cooperative relationship, and realized the full implementation of cooperation agreements such as Changhe Suzuki's acquisition of Jiujiang engine and automobile production line, capital increase and development of new models. The establishment of a long-term strategic partnership between Changhe Automobile and Suzuki Company has laid a solid foundation for continuously improving the brand and product innovation ability of Changhe Automobile, promoting and upgrading the management level and core competitiveness of enterprises, and realizing the development of Changhe Automobile in the Eleventh Five-Year Plan.
Third, strengthen modern management, actively carry out three system reforms, and earnestly enhance the "three consciousnesses" of the company's cadres and workers.
Due to the slow pace of company reform for many years, the thinking of cadres and workers obviously lags behind the development of market economy. In order to effectively change employees' ideological concepts and establish a modern enterprise system that adapts to market competition, Comrade Cai has been committed to changing employees' ideological concepts, breaking through numerous obstacles, constantly promoting the reform of the company's system and mechanism, and fundamentally solving the shackles that restrict the development of enterprises.
1. Take Jiujiang Branch as a pilot, and comprehensively implement the personnel system reform. Establish an employment system in which cadres can go up and down and employees can enter and leave. Through reform and adjustment, the ratio of employees to front-line employees has been optimized, reaching the same industry level.
2. According to the principles of flat management, streamlined processes and lean personnel, the organizational structure and staffing were adjusted. Each subordinate unit implements a system of one department, one person and multiple posts. On the basis of extensive consultation and full investigation and study, the Measures for the Administration of Retired Cadres and the Measures for the Administration of Retired Workers were formulated and implemented.
3. Taking Jiujiang Branch as a pilot, the reform of distribution system was initiated. Changhe Automobile has continuously promoted the work of "three decisions" and implemented performance appraisal and dynamic management of labor contracts based on target management. In accordance with the principle of "efficiency and benefit" and "fewer people", we will adopt the method of hiring and competing, rationally allocate personnel according to the post requirements, and train or transfer those who do not meet the post requirements. At the same time, the separation of technical titles and the full implementation of the evaluation and employment of workers' skill levels have improved the actual working ability and performance of employees.
4. Further refine management, formulate and improve the company's internal job responsibilities, standardize work processes and professional ethics, and establish an enterprise operation mechanism that interacts with the market. The company insists on closely combining various reforms with strengthening management and improving efficiency, actively promoting the reform of personnel system, employment system and distribution system, and realizing institutional innovation and transformation of operating mechanism.
5. Further improve the corporate governance system, clarify the power and responsibility relationship among the company's power organs, decision-making organs, supervision organs and management layers, and form a corporate governance mechanism and structure with their own responsibilities, mutual checks and balances and coordinated operation. In July 2006, the company completed the share-trading reform.
6. Do a good job of cost reduction. Under the leadership of Comrade Cai, Changhe Automobile strictly implemented budget management, cooperated with the implementation of strategic procurement, refined cost control measures, and strived to achieve the cost reduction goal of "the comparable cost of major products decreased by 65,438+00% and the total cost decreased by 5% in 2006". Committed to improving the market competitiveness of Changhe Automobile, after tempering, showing the realm. Comrade Cai's work is solid and his achievements are outstanding. He has successively won the honors of the company's personal second-class merit, outstanding young and middle-aged experts of the group company and special government allowance of the State Council.
On September 15, Jiangxi Changhe Automobile Co., Ltd. issued the announcement of the resolution of the sixth board meeting in 2007 and the resolution of the second extraordinary general meeting of shareholders in 2007, officially announcing the resignation of former chairman Liu Hongde and general manager Cai Shuangshuang of Changhe Automobile, which was passed by the board of directors. The new chairman will be Li Yao, the deputy general manager, and the general manager of Changhe Automobile will be Zhou Shining, the former deputy general manager of Changhe Automobile.
So why did Changhe Automobile make such a big adjustment? After all, as can be seen from Changhe Automobile official website, the term of office of Liu Hongde and Cai is 165438+20081October 26th, and leaving now means leaving early. It is rare for the chairman and general manager to change at the same time in automobile enterprises, especially Changhe Automobile is a listed automobile company. So, does it have anything to do with the recent recall of Liana?
The sales performance of 1 is average and has not been recognized by the top management.
It should be said that the indicator to measure whether a leader is competent depends on performance in most cases. Is the coaching change of Changhe Automobile related to sales performance? We see that as of July this year, the sales volume of Changhe Automobile was 325 12, while the sales volume of Changan Suzuki as of July was 56,655. If we add the sales volume of Benben, an independent model, it is nearly three times that of Changhe Automobile, and the sales volume of Benben Automobile has exceeded the overall sales volume of Changhe Automobile. Obviously, this achievement can't satisfy the top management behind Changhe Automobile, which is also a partner of Suzuki. Changan automobile has made remarkable achievements in joint ventures and joint ventures, but its own performance in joint ventures and joint ventures is average. As the "head", Liu Hongde is obviously under great pressure, and sales performance is probably one of the important reasons for his departure.
The development of the joint venture is weak, and the cooperation with Suzuki is slow.
As one of Suzuki's two partners, Changhe Automobile only launched two cars, the Big Dipper and the Liana, and the Wen Lan MPV, while Changan was propped up by Suzuki models Alto, Antelope, Swift and Tianyu SX4. It is not difficult to see that Changhe Automobile is obviously inferior to Changan Automobile in the cooperative game with Suzuki, and the Wen Lan launched after Liana will obviously not be as popular as cars. After all, consumers' purchasing power is still concentrated on cars, but small MPVs. The cooperation with Suzuki cannot achieve a win-win situation, and the leadership of Changhe Automobile is obviously to blame.
3 The leadership is hard to blame for the poor development of independent brands.
In the past two years, independent brand manufacturers have begun to exert their strength. Chery, Geely, Brilliance and other enterprises have launched new cars to seize the market, and have also achieved good results. At the same time, the industrial policy has also begun to shift to the direction of independent development. Many enterprises are scrambling to develop their own brand cars, and even joint venture car companies are involved. Changhe Automobile, as an early joint venture and independent dual-track development, not only achieved average results in the joint venture, but also failed to show outstanding performance in its own brand. Other companies stole the show at the Beijing and Shanghai auto shows, not only pushing new cars but also appearing in a variety of concept cars, giving consumers full confidence in them. Changhe automobile appeared "unknown" at this time. As a pioneer, it did not give full play to its own advantages. Such performance is naturally beyond the reach of consumers, and enterprises are at the helm.
4. Lenore's large-scale recall affects the development of the enterprise. On September 1 day, Changhe Automobile recalled 1 17 16 vehicles due to manual transmission problems, but only 16986 vehicles have been sold since Liana went public, accounting for more than 70% of the total sales. At present, Liana can be regarded as the leading model of Changhe. This pattern. Although Changhe Automobile once said that it chose to take the initiative to recall Liana out of concern for consumers, there is still a difference between cars and other necessities, and sometimes the consequences caused by a small problem may be quite serious. At the same time, Changhe Automobile, as a listed company, has problems in product quality, and shareholders will obviously distrust the management. Changing coaches is probably one of the measures taken by Changhe Automobile to regain its shareholders.
It can be said that the above four aspects finally prompted the chairman and general manager of Changhe Automobile to leave. Will such changes affect middle managers and push Changhe Automobile to the fast lane? I'm afraid only time can solve such a problem.
Now Beijing Benz Daimler-Chrysler is the president and BBDC is the president.