Work Points for the Machine Tool Industry during the "Twelfth Five-Year Plan" (Trial)

In order to implement the “Twelfth Five-Year Development Plan for the Machine Tool Industry” and combine the “Twelfth Five-Year Implementation Plan” for the “High-end CNC Machine Tool and Basic Manufacturing Equipment Science and Technology Major Project”, this work point was formulated on the basis of industry and user research.

I. Status of Industry Development Since the beginning of the new century, China's machine tool industry has experienced continuous high-speed development for nearly a decade, and has achieved tremendous achievements that attract worldwide attention. In 2009, the scale of industrial economy ranked first in the world. In 2010, the industrial output value of the entire industry was nearly 550 billion yuan, of which the output value of metal processing machine tools was 20.9 billion US dollars, accounting for about one-third of the world's total. Along with the rapid growth of the economy, the level of product structure in the machine tool industry has continued to increase, and the ability to innovate technology has significantly increased. The overall quality of the industry and the competitiveness of the market have continued to increase. In 2010, the industry completed more than 220,000 CNC machine tools, and the domestic market share of CNC machine tools reached 57%. Domestically produced mid-range CNC machine tools were put on the market in batches. Some high-end CNC machine tools began to enter the core manufacturing fields of key industries and were initially applied. A few core manufacturing fields have made important breakthroughs.

In the face of immense development achievements, we must also be very clear-headed that in the past ten years of rapid development, we have relied more on the following factors: namely, sustained and strong domestic market demand, corporate institutional mechanisms The driving force of change and the strong support of national industrial policies. In contrast, the role of technological advancement and management upgrades is relatively limited. Objectively speaking, the sustained demand for domestic mid-to-low-end markets has also slowed down the technological progress of the industry to some extent. As far as the industry as a whole is concerned, we still haven’t completely shaken off the development model with scale expansion as its main feature. Although our industry is very large in scale, the level of product structure is low and it is still at the low end of the global industrial chain. On the one hand, we have the world's largest industrial scale. On the other hand, we face the situation that the domestic high-end market, especially the high-end market, still depends on imports. In particular, the high-end CNC systems and major functional components rely more on imports. Therefore, it can be said that the basic characteristics of the industry at this stage are “big but not strong”. At this stage, the main contradiction of the industry is the conflict between the accelerating upgrading of the domestic market demand structure and the industry's supply capacity.

Comprehensively analyzing the industry's basic characteristics at the current stage, major contradictions, and significant changes in the recent domestic market, it is not difficult for us to judge that the machine tool industry is at a critical turning point for major strategic changes. The industry must start from the "Twelfth Five-Year Plan" and realize the strategic goal of "change from big to strong" in stages. This is not only an objective requirement for the industry brought about by changes in the market and development environment, but also a realistic requirement for the sustained and healthy development of the industry. It is also the historical mission and responsibility that the national strategy has given to the machine tool industry. At the same time, we must also see that the development of industry and enterprises in recent years has laid a solid industry foundation for the entire industry to implement the "change from big to strong" strategy.

Second, during the “Twelfth Five-Year Plan” period, the guiding ideology for industry work is guided by the scientific concept of development. It will change the way, adjust the structure, focus on the domestic high-end market, take the innovation-driven strategy as the guideline, adopt key breakthroughs to drive the overall strategy, and play a major role. The leading role of the lead to achieve the transfer of the focus of the industry's work. That is to say, we must shift the focus of the entire industry to serve the core manufacturing industries of key industries of the national economy; shift to the continuous increase in the domestic market share of medium-to-high-end CNC machine tools; and shift to the continuous improvement of China’s high-end CNC systems and functional components. Market share up. In the process of shifting the focus of the above-mentioned work, the industry was promoted to change from a scale expansion to a technological development, and a number of world-renowned brands and advantageous companies with international influence were gradually formed to complete the transformation of the industry from “big change” strategy. Phased goals.

Third, during the “Twelfth Five-Year Plan” period, the industry’s goal of “change from big to strong” is based on the current status of the industry and the objective requirements for realizing the industry’s “change from big to strong” strategy. The machine tool industry must strive to achieve during the 12th Five-Year Plan period. Three landmark goals.

1. Making breakthroughs in providing equipment and services for core manufacturing industries in key industries Aerospace, marine, automotive, and power generation equipment manufacturing are key industries for national economy and national defense security, and are also the most important service areas for the machine tool industry. The core manufacturing fields of the above industries (such as aero-engines, automotive engines, marine diesel engines, and nuclear power unit manufacturing) have high comprehensive performance requirements for the required machine tools and equipment and are typical high-end market segments. The ability to provide equipment and services for these core manufacturing areas represents the highest level of the machine tool manufacturing industry. It is also the embodiment of the value of the basic strategic position of the machine tool industry. It is the main symbol of a machine tool manufacturing country. After years of development and accumulation, the industry has initially obtained the basic conditions for the full development of high-end segments. During the “Twelfth Five-Year Plan” period, the machine tool industry must concentrate on the strength of the entire industry, and on the basis of the service achievements it has obtained, it will quickly shift to the development of capacity in the development of mid-to-high-end market segments. Take effective measures to achieve breakthroughs in the provision of equipment and services for the core manufacturing industries in the above-mentioned key industries (according to 04 major special implementation plan, the high-end CNC machine tools and basic manufacturing equipment required in the core manufacturing fields of the aforementioned key industries are based on domestic The proportions are: 40% for automotive manufacturing, 50% for aerospace manufacturing, and 70% for marine manufacturing and power generation equipment.

At the same time, we must closely track the development of strategic emerging industries and provide them with advanced and applicable machine tools and equipment.

2. The market share of medium-to-high-end CNC machine tools in the domestic market has increased significantly. The market share of medium-to-high-end CNC systems and functional components in the domestic market has increased significantly. The market share of medium-to-high-end CNC machine tools in the domestic market and the share of medium-to-high-end CNC systems and functional components in the domestic market are low. The specific performance of the industry's major contradictions at this stage and the realization of the above-mentioned two-rate improvement target are important signs of the improvement of the industry structure level and core competitiveness of the machine tool industry, and are the main directions for the industry during the “Twelfth Five-Year Plan” period. According to the “Twelfth Five-Year Development Plan” of the machine tool industry, in 2015, the domestic market share of domestic CNC machine tools will strive to reach over 70%. (According to the “12th Five-Year Plan” for the major science and technology of high-end CNC machine tools and basic manufacturing equipment, 2015 will strive to increase the domestic market occupancy rate of medium-to-high-end CNC systems from 20% to 50%, and the domestic market for medium-to-high-end functional components. Occupancy rate increased from 5% to 20%

3. Forming a group of world-famous brands and advantageous enterprises With a group of world-renowned brands and advantageous enterprises, it is another important symbol of a strong machine tool manufacturing country, and also an inevitable requirement for the industry to achieve “change from big to strong”. The formation of a number of world-renowned brands and advantageous companies will surely promote the overall improvement of the overall quality and structure of the industry, and accelerate the process of the industry's transformation from "great to strong." After years of reform and development and market experience, the overall quality of the industry and the general competitiveness of the market have risen. A large number of excellent companies with obvious development potential have emerged in the industry. Some enterprises have already leapt to the top of the world in terms of economic scale. Some companies are already Some important breakthroughs have been made in some high-end market segments, and building world-renowned brands has become the strategic goal and career pursuit of many outstanding companies in the industry. During the "Twelfth Five-Year Plan" period, those outstanding enterprises that are interested in creating a world-renowned brand should incorporate brand building into the company's development strategy, make unified plans, and implement the system. We must rely on technological and management innovations, give full play to our own advantages, and focus on market goals to provide sophisticated products and services for the high-end market. Abide by credit, sincere service, win the trust of the market and users, carefully cultivate the unique brand advantage of the company.

Fourth, during the “Twelfth Five-Year Plan” period, the key tasks of the industry are centered around the “Twelfth Five-Year Plan” target. The machine tool industry must focus on the following key tasks during the “Twelfth Five-Year Plan” period.

1. Efforts to improve the market competitiveness of medium and high-end CNC machine tools The market competitiveness of products determines the market share, while the product market competitiveness is a combination of various competitive factors such as quality, price, service and delivery date. reflect. During the “Twelfth Five-Year Plan” period, industry companies should take comprehensive measures in response to the weak market competitiveness of China's medium-to-high-end CNC machine tools. In particular, efforts should be made in the market adaptability and quality reliability of products, and efforts should be made in the industrialization process. , Work hard on the deep-seated technology that restricts the market competitiveness of mid-to-high-end CNC machine tools, effectively resolve the problem of “not resembling God”, and continuously improve the industrialization level and reliability level of medium-to-high-end CNC machine tools, so that the domestic high-end CNC machine tools The comprehensive market competitiveness has been significantly improved.

2. Efforts to improve the supporting capabilities of middle-to-high-end numerical control systems and functional components Domestically developed high-end numerical control systems and functional components have lags behind and their supporting capabilities are poor. They are long-standing structural problems in the machine tool industry, and they are also an important factor that restricts industrial upgrading of the industry. Accelerating the upgrading of the supporting capabilities of middle-to-high-end numerical control systems and functional components is an urgent task facing the industry during the “12th Five-Year Plan” period. The CNC system and functional components companies should work closely with the host users to comprehensively upgrade the functions, performance, and reliability of middle-to-high-end numerical control systems and functional components, and focus on strengthening the industrialization and quality assurance capabilities. Faced with such an arduous task, we must fully mobilize resources and development enthusiasm in all areas and adopt the principle of walking on two legs. That is, while actively supporting the accelerated development of specialized enterprises, we also encourage and support conditional machine tool companies. Extend the industrial chain according to its own needs and actively intervene in the development of CNC systems and functional component industries, thereby accelerating the development of the mid- to high-end CNC systems and functional components industry.

3. Efforts to Improve Comprehensive Service Capability for Mid-to-High-end Markets Comprehensive service capacity building is an urgent requirement put forward by the domestic mid-to-high end market for the machine tool industry. It is an improvement in the quality of the machine tool industry that must be realized as it enters a new stage of development. The unique advantages of domestic high-end market competition with foreign competitors. Judging from the current situation, enterprises in the industry have different degrees of heavy hardware, light software, heavy sales, and weak service tendencies. Lack of in-depth research on user processes, lack of the ability to provide users with comprehensive solutions, is the weakest link in the industry's comprehensive service capabilities. During the “Twelfth Five-Year Plan” period, the industry enterprises should focus on the individualized demand characteristics of the mid-to-high-end market, maximize the unique service advantages of the local market, win the initiative in the competition with foreign competitors, and accelerate the promotion of the mid-to-high end market. Comprehensive service capabilities, complete the role change from simple "goods provider" to "user craftsman".

V. Major measures To complete the “Twelfth Five-Year Plan” objectives and tasks, it is necessary for the industry to unite the will, pool resources, pool talents, and overcome difficulties. In particular, key enterprises with sound foundations in the industry must play a key role in attacking the key forces. According to the status quo of the industry and the goals and tasks, the following main measures are formulated.

1. Define the company's development strategy. Industry companies need to accurately grasp the stage characteristics of industry development and market changes, correctly handle the relationship between the company’s immediate goals and long-term development, further clarify the company’s development strategy, consciously integrate corporate goals with national strategies, and actively assume national responsibility and Industry responsibility. Focus on the domestic high-end market, and effectively adjust the company's attention and focus to the realization of the industry's "12th Five-Year" symbolic goals.

2, change the way of enterprise development. Industry companies must adapt to the new characteristics of market demand structure upgrades and new changes in the development environment, accelerate the fundamental change in the way of development, unswervingly follow the development path based on connotative development, and take the development driven mainly by technological progress. The road, take the road of continuous improvement of the company's own comprehensive quality of development, and continuously improve the company's comprehensive competitiveness for the mid-to-high-end market.

3, adjust the product and market development model. The industry enterprises should adjust the product and market development model according to the individualized demand characteristics of high-end segment markets. Special attention should be paid to the close integration with users, the establishment of a development and application alliance, in-depth study and mastery of user process characteristics, and strive to become a user's process expert, and gradually cultivate the ability to provide users with comprehensive solutions.

4, focus on solving the problem of quality reliability. Industry companies should correctly address the relationship between R&D and industrialization technologies, aim at the quality reliability of medium-to-high-end products, reverse the tendency of heavy design and light technology, increase resource input in industrialization, and put industrialization technology In the proper position of enterprise technology innovation system. Effectively strengthen industrialization technology research, restore and further strengthen the basic work of the manufacturing process, and consciously cultivate the civilized manufacturing system and culture. Relying on the solid foundation work, we will gradually and steadily improve the quality reliability of medium and high-end products, and realize the essential leap from “can do” to “do it well”.

5, innovative enterprise management mechanism. Industry companies must aim at the new market characteristics of demand structure upgrade acceleration, establish a market response mechanism that is suitable for them within the company, and actively explore management mechanism innovation. To this end, it is necessary to completely renovate the internal operating mechanism for low-end markets, apply to low-end traditional products, optimize resource allocation, adjust organizational structure, restructure business processes, and improve enterprises' ability to respond quickly to mid-to-high-end markets from the perspective of systems and mechanisms.

6. Focus on goals and form corporate characteristics. Industry companies must overcome the irritated feelings, adhere to the principle of doing something for themselves, fully draw on the successful experience that companies in the industry have created, and rationally analyze their own advantages and development potentials, and select the key market direction for breakthroughs. , Concentrate resources, focus on goals, intensively work hard, adhere to long-term unremitting efforts, and truly make its own characteristics and brands.

7, innovation system and talent mechanism. Strengthen the construction of a technological innovation system that takes enterprises as the main body. Industry enterprises, especially key and key enterprises, must earnestly perform the role of the main body of technological innovation and dare to take on the responsibility of the main body of technological innovation. In addition to constantly improving the capability of independent innovation of enterprises, they must continue to improve their integration. The capacity of social innovation resources must be integrated with original innovation, integrated innovation, and introduction, digestion, absorption and re-innovation, and other innovative approaches to fully absorb outstanding innovation achievements at home and abroad. Gradually establish a talent cultivation and growth mechanism with the characteristics of the enterprise, accelerate the technological innovation system and the construction of a talent team, and provide support and guarantee for the transformation of the industry from "big change" strategy.

In the process of “changing from big to strong” in the machine tool industry, the China Machine Tool Industry Association should shoulder the responsibility and mission of the industry organization, further change the concept, and prevent the habit of using the planned economy as a means of thinking and methods to guide the industry. Tendency, unity, and guidance to industry enterprises consciously assume the responsibility of the state and industry responsibilities, and guide the industry’s attention to the direction of “change from big to strong” in the industry, shifting the focus of the entire industry to achieving the “Twelfth Five-Year” mark. Sexual goals. To this end, the association must further play its role as a bridge link, build platforms based on industry needs, promote cooperation, promote exchanges, and do a good job in promoting the “change from big to strong” strategic shift in the machine tool industry.

VI. Policy Recommendations 1. Support the machine tool industry in the development of a number of major new products in the core manufacturing areas of key industries and organize a number of industrialized technology research projects.

2. It is hoped that the major special projects of CNC machine tools will increase support for demonstration application projects, further highlight key points, and improve and deepen support methods.

3. Support the establishment of a relatively complete technological innovation system focusing on key enterprises in the industry.

4. Intensify efforts to support the industrialization of high-end products in the machine tool industry, as well as the integration of technological transformation of the two industries, especially the numerical control systems and functional components industries with relatively weak capabilities.