From November 11 to 15, Song Zhiping, secretary and chairman of the Party Committee of China Building Materials Group, led a delegation to Japan to visit leading enterprises in the new materials, new energy and new housing industries, with the aim of in-depth exchanges, enhancing understanding and promoting cooperation. Explore the practice and experience of innovation and transformation of Japanese enterprises. Sitting on the Japanese Shinkansen again, Song Zhiping's lingering thought is: "Are Japanese enterprises still worth learning?"? Unlike ten years ago, I remember that I was building factory houses in a joint venture with Toyota, visited the assembly line of Toyota cars, and visited the ongoing World Expo in Aichi Prefecture, where Toyota is located. This time, shortly after the first China-Japan Third Party Market Cooperation Forum was held in Beijing by the Chinese and Japanese governments, I organized a Chinese building materials delegation to Japan for a learning trip of innovation and transformation. Toyota was the last and most important stop of my trip. In fiscal year
2017, Toyota's revenue reached 1.7 trillion yuan, and its profit was as much as 120 billion yuan. The key is that the commercialization of Toyota's hydrogen fuel cell vehicles shocked the global automotive industry. In China, from enterprises to ordinary people, they were shocked by this. Isn't it Japan's "lost 20 years"? Why did Toyota suddenly come up with such a thing? Looking back on the years of reform and opening up, we first learned from Japan, learning Japanese technology and Japanese management. In the 1980s and 1990s, I led a team to study in Japan twice a year, then once a year, and then once every two years. During the three days in Japan, I visited Toshiba, AGC, Mitsubishi Corporation, Fujita Construction, Mitsubishi Integrated Materials and Toyota Motor Corporation respectively. In the process of in-depth exchanges with the leaders of these enterprises, I further understood the "lost 20 years" of Japanese enterprises in the past. These feelings are important for Chinese enterprises that are suffering from overcapacity.
First, the first stop of the difficult transformation
was Toshiba, Japan. I met the president of Toshiba at the China-Japan Third Party Cooperation Forum in Beijing. We sat together at the luncheon. In my impression, Toshiba is a household appliance manufacturer. I remember that a few years ago, my family had been using a Toshiba refrigerator. But during the conversation with the president of Toshiba, I learned that Toshiba has now completely withdrawn from white household appliances and entered the business field of large-scale nuclear power, new energy and hydrogen fuel power plants. The nuclear power business has been aggravated by the Fukushima nuclear leakage. The transformation of the enterprise was once difficult. But they made it all the way. This time, the president of Toshiba introduced to me that Toshiba's annual revenue of white household appliances was up to 400 billion yuan. After the transformation, Toshiba completely withdrew from the TV and white household appliances industry, and the related technology was transferred to Hisense and Midea in China. Last year, Toshiba's revenue reached 240 billion yuan, profit 4 billion yuan, and the number of workers decreased from 200000 to 150000. He said that in another two years, Toshiba's annual revenue would recover to 300 billion yuan or more. I learned from his introduction that Japan, such as Sony and Hitachi, has successfully transformed, while Sharp, which has been slow in transformation, has encountered problems and has been acquired by Guo Taiming of Taiwan. Japanese home appliance companies used to be a pillar industry in Japan, but South Korean and Chinese companies challenged them with lower costs. The president of Toshiba said that in those years, when the companies were in difficulty, they almost lost money every year, so they had to make up their minds to transfer the home appliance industry out.
More than a decade ago, I read Michael. In the past 20 years, Japanese enterprises have made up for the shortcomings of poor innovation ability.
2. Toyota's "change" and "unchanged"
not long ago, Premier Li Keqiang visited Toyota fuel vehicles at Toyota's Hokkaido factory during the Hokkaido Conference. This time I visited the Toyota headquarters in Toyota City, Aichi Prefecture, and visited the Toyota Motor Exhibition Hall and the Toyota Crown Car Assembly Line. In the exhibition hall, there are the latest Toyota cars, Lexus hybrid cars, red sports cars and luxury century cars, but the most dazzling one is the "Future" hydrogen fuel car, which can drive 600 kilometers with 6 kilograms of gas in 3 minutes. I feasted my eyes on the structure and fuel cell blocks in the car.
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