|
on august 17, dsic held the 1st meeting of the 3rd board of directors and board of supervisors in 2015, where csic gm paul sun bo, and dsic board directors and supervisor attended the meeting, together with dsic relevant personnel in attendance by invitation.
at the meeting, the personnel changes of dsic board members were informed, and relevant major decisions including reports on the work of gm, board of directors and board of supervisors and 2014 annual financial report were deliberated and approved. also, the achievements all the employees have accomplished under the leadership of dsic leaders by tackling tough issues and resolving to forge ahead were fully affirmed in the past year.
dsic gm yu fengping pointed out in his speech that, in the first half year, good performances have been made in all the work of dsic, which lays a foundation for future sustainable development; “double over 50% ” has been achieved in physical quantity of products, whose fulfilling rate including steel processing and block grand assemblies has reached to 100%; all the work for “3 1” has made new progress; the industrial restructuring has had a new highlight; mv27 top module construction of dsic shipping co. has been under smooth progress. in the second half year, since dsic’s construction tasks for major products are still onerous, all the employees should go deep into promoting the phased target of “3 1”, making new breakthrough in business, carrying out technological breakthrough and new product development, promoting and regulating production management, and laying a firm foundation for basic management so as to constantly raise up core competitiveness and sustainable development capacity of dsic and work to ensure all the work tasks of dsic to accomplish comprehensively in 2015.
dsic chairman and party secretary liu zheng has stressed the following in his speech:
1, inherit fine traditions, and learn ripe experience and practices. dsic now is at best times of historic development, especially in recent 10 years, under right leadership of former chairman paul sunbo, dsic leading team have worked together to keep pushing enterprise development ahead substantially in a concerted effort. nowadays, we should inherit such a fine tradition to maintain sustainable development of dsic, study and learn from ripe experience and practices in the course of past development, continually strengthen lean management and risk management and control, and strive hard for realizing development of dsic in the new normal.
2, in the face of future development, show better understanding of the times, and dare to bring forth new ideas so as to comprehensively drive dsic for a new leap and development. just like sailing in the head tide, no progress simply means regression. currently, since the management situation of outer market is severe, dsic must dare to bring forth new ideas and actively explore new thoughts and new methods suitable for further enterprise development based on inheritage of union and harmonious struggle so as to make innovation an engine for driving enterprise development, enhance enterprise competitiveness, and realize a leapfrog development if it is supposed to maintain stable development.
3, focus on operation and business, seize market opportunity and cater to demand of future development. since dsic’s production tasks for major products are becoming onerous, a great proportion of resources have been occupied. meanwhile, resources for merchant vessels are decreasing relatively and external environmental situations are extremely severe. therefore, we should fully seize the opportunity of state policy of replacing old vessels with new ones, pay high attention to production links, and give effective play to service supporting system. centering on production arrangement, technology, workmanship, quality and safety, we should put our heart into operation and production areas to unceasingly strengthen lean management, improve management shortfalls with great efforts, and ensure production schedule to conduct in order as planned.
4, look ahead, and accelerate the transformation from traditional manufacturing to digital, smart and web-based one in production management based on practical development of dsic. we should combine our development feature, deeply understand and closely keep pace with the national strategies of industry 4.0, “made in china 2025” and “internet ”, continually expand our production capacity, and further increase the construction of soft power so as to lay a good foundation for accelerating the transformation of our production management into digital, smart and web-based manufacturing.
5, enhance confidence, and work together to surmount difficulties. we should clearly realize the challenge we have to face in the second half year is severe: external macro-economic situations and market terrains are still austere on the one hand; on the other hand, production stress will therewith be increasing. therefore, we should enhance confidence, continue to carry forward the struggle spirit of bold to bear hardships and dare to fight tough battles, and work together to surmount difficulties so as to ensure the yearly target and task to accomplish
csic gm paul sun bo has raised the requirements for 2015 and future development of dsic in 10 aspects as follows:
1, innovation and development is always a permanent theme of dsic. recently, csic party secretary and chairman hu wenming has emphasized model innovation many times in the party courses and party building meetings. with the development and change of external market environment, dsic will encounter problems constantly in the increasingly drastic market competitions if there is no model innovation under its existing fixed assets. next step, dsic, in the course of scientific and technological innovation and development, should break fixed model, further study model innovation, take it as an efficient way for resource allocation, and carry forward innovative culture concepts of “reform everyday and innovate everyday” so as to promote dsic’s continual innovation and development.
2, five major industries under solid progress are the important ways for dsic’s development. in recent years, dsic has positively implemented csic’s work idea of “accelerating transformation and upgrading, promoting structural adjustment”, for which dsic leading team have pooled their wisdom and efforts as one, and thought deeply to define a new layout of five industries in abreast, scientific development. although dsic has achieved good results all in five major industries in recent years, the development in individual industry is not balanced yet, needing to try harder. dsic is expected to continue striving for new breakthrough in weak areas of various industries based on its own features.
3, currently, “3 1” is primary task of dsic always standing on the forefront of china shipbuilding industry. with constant promotion in“3 1”, dsic will finally bring along other member manufacturing enterprises to start a new path. as a pacesetter of csic to push the national strategy of “made in china 2025” ahead, dsic should set an example and model to lead the member manufacturing enterprises to follow its footprints closely, and positively carry forward the national strategy of “made in china 2025” step by step so as to further boost the overall manufacturing level of csic.
4, it’s only true quality of dsic to set foot on high-end equipment manufacturing. as the largest equipment manufacturing enterprise under csic, dsic should do great things. next step, the board of directors headed by chairman liu zheng should lead dsic to set foot on the development and manufacturing of high-end equipment, which is crucial for dsic’s future development to put high-end equipment into market. dsic must carry out combination of production, education and scientific research to good effect, continually strengthen design management, constantly boost design quality and efficiency, and increasingly enrich technical reserve of high-end and new-type equipment so as to enhance core competitiveness.
5, stress lean management to show that dsic’s details determine success or failure. the larger an enterprise becomes, the leaner management is supposed to be. with the increasing expansion of dsic inputting capacity next, lean management will become more and more difficult therewith. dsic should boost the level of lean management, consolidate the foundation, and seize the details so as to rest success or failure in its own hands.
6, increase income and reduce expenditure, decrease cost and increase benefit so as to rise up market competitive power constantly. under condition of unchangeable external market environment, dsic should conduct self-discipline, self-control and self-regulation in terms of cost expense and budget control, persist in strict budget control and process management, intensify cost down and benefit up, and enhance market competitiveness; meanwhile, boost value-creating ability, attach importance to economic value added(eva), and bring the percentage of cost expense in operating revenue into assessment.
7, strengthen risk management and control, and duly deal with complex problems. with continuous tumble of international oil price, offshore engineering market is still sluggish and delivery risk of dsic holding orders has become big and bigger. we should keep taking risk precaution to good effect, financial affairs should focus more on account receivable, capital operation, and exchange rate risk management so as to stabilize fund chain.
8, quality is the life of an enterprise, which is a foundation for sustainable development. recently, relevant problems have been found on certain products of csic member companies, for which dsic should fully learn a lesson. as a traditional military enterprise, dsic should give more expression to its brand influence of “always standing on the forefront of china shipbuilding industry” and “ inherit a hundred years of foundation, build up the world class” on quality of military products, pay high attention to, and intensify quality work, in the stance of dare to play, face up to problems, strengthen the awareness, find out the causes of problems, and improve and perfect the management fundamentally .
9, carry out efficient allocation of resources to good effect, and carry forward steady development of dsic. dayang shipyard acquired recently is now under tight planning and construction, where dsic should well plan as a whole and make full use of existing resource allocation, give full play to its useful effect so as to build dayang ship into a digital and smart new factory and create greater value for steady development of dsic.
10, implement the spirit of csic’s party-building meeting seriously, and make contribution to endeavoring to realize new strategic target of csic. dsic should study and implement the spirit of csic’s party-building meeting seriously, further put new ideas and new demand into practice, and positively carry forward implementation of csic’s “3 unifys” so as to make contribution to endeavoring to realize its new strategic target as “an innovative enterprise group of civil-military integration, leading technology and industrial-financial integration“.
|
