The hottest innovation of construction machinery s

XCMG group is the "boss" of China's construction machinery industry, but in the 1990s, problems such as rigid system, complex business and chaotic management once made XCMG group in trouble. Wang Min, chairman of the board, deeply realized that XCMG must straighten out the relationship and go to battle light if it wants to continue to develop. Since 2000, through the separation of primary and secondary enterprises, they have carried out a series of property right system reforms for subordinate small and medium-sized enterprises and business entities, completed the reform and restructuring of 56 small and medium-sized enterprises, involving assets of nearly 2 billion yuan and nearly 9000 people, and cancelled more than 100 small companies. The core business of construction machinery and special vehicles has been significantly strengthened and improved

a series of system innovations, restructuring and mergers and acquisitions have made XCMG group form a pattern of coexistence of various ownership systems, including state-owned enterprises such as heavy machinery, listed companies such as XCMG technology, and joint ventures established with international large companies such as Caterpillar, Liebherr and Meritor, which are well-known in the world construction machinery industry. At present, the domestic market share of XCMG's nine main engines, including truck cranes, road rollers and graders, ranks first; The construction machinery oil cylinder and drive chlor alkali industry use more than 10million tons of range bridge and slewing ring, and the market share of these three parts and components also ranks first in Troubleshooting Windows for you. XCMG's overall scale ranks first in China's construction machinery industry, accounting for more than 1/10 of the entire construction machinery industry

like XCMG, Zhejiang Hangcha group came back from the dead by institutional innovation

"in 1996, I was transferred to the director of Hangcha factory at that time. Some people predicted that Hangcha would disappear in two or three years. At that time, Hangcha had more than 2000 employees and less than 2000 sets of production and sales in the whole year, and it was on the verge of bankruptcy. If the internal restructuring of the enterprise had not been carried out in time, there would not be Hangcha group, which is now the second largest forklift industry in China." Dai Donghui, chairman and general manager of Hangcha Group Co., Ltd., said

"the so-called internal restructuring is to transform the original Hangzhou forklift factory, a state-owned enterprise, into a state-owned enterprise controlled by the Employee Stock Ownership Association, with operators holding large shares and state-owned capital participating in it. The principle is that the calculation impact device (probe) is based on the vertical downward share of Hangzhou forklift Construction Machinery Co., Ltd." Dai Donghui introduced that through this restructuring, a risk sharing mechanism has been established, and shareholding employees have truly become the owners of the enterprise. Shen Lianhua, a worker of the commissioning branch, said, "after the restructuring, I bought 10000 shares. Although it's not much, I think the enterprise also has its own part. The work is not only for the enterprise, but also for myself. The work is much more active than before."

Dai Donghui said that making employees truly become the owners of the enterprise is only the first step in the reform of Hangcha system. In 2003, hang fork carried out the second restructuring, and increased capital and shares according to the size of risks in the middle and high-level business and technology backbone, further mobilizing the enthusiasm of the middle and high-level business and technology backbone. Zhang Zhongze, the director of the first general assembly branch, said that he bought 100000 shares in the first restructuring and another 100000 shares in the second restructuring. With the increase of shares, he felt that the relationship between himself and the company's community of interests was getting closer and closer, and he focused all his energy on his work. Without an increase in personnel, the branch under his leadership had more output in a month than could be used for tensile testing The output of the year before the stress test and bending test