Cold drawn, Peeled or Turned Ground and Polished Steel Bar
Peeled or turned steel bar is produced by peeling or turning from Hot Rolled Steel Bar. Our advantages and more services of Cold Drawn Steel Round Bar includes:
1) Wide range of diameters from 20mm to 150mm
2) Customized Length from 100mm to 12000mm
3) Good surface roughness: 0.4um to 1.6um
4) Good straightness: 0.5mm/m to 2mm/m
5) Good roundness: 80% of diameter tolerance
6) Diameter tolerance: -0.02mm to -0.1mm / h9, h10, h11
7) Matched further processing: Grinding, polishing, straightening
8) Anti-rusty package
9) Full sets of testing equipment: Surface, Dimenstion. Mechanical properties testing
10) Fast delivery time
Turned and polished Steel Bar,Turned Ground and Polished Steel Round Bar,Centerless Ground Shaft,Ground and Polished Round Steel Bar, Peeled Ground and Polished Round Steel Bar SHANDONG LE REN SPECIAL STEEL CO., LTD. , https://www.js-luggagecarts.com
In joint ventures, Chinese and foreign conflicts due to cultural differences, modes of thinking, and work methods generally occur in joint ventures. This is especially true for a joint venture in which the two sides each occupy 50%. Inevitably. The typical case of this kind of conflict is the so-called “curse of the Huaduâ€.
As China's largest joint venture and cooperation company so far, Dongfeng Finite has just been established and has been operating for a year and has been caught in the “curse of Huaduâ€. Due to the differences in the corporate culture of the two parent companies of Dongfeng and Nissan, the differences in the thinking and behavior of the personnel sent to the two sides of the parent company make it difficult for the two parties to communicate and work together. As a result, the Dongfeng Huadu plant was shut down and production stopped. In 2004, Dongfeng Nissan Passenger Vehicles was kicked out of the top 10 in the industry, and the Dongfeng Limited Car sales plan was not completed.
What is "The Curse of Huadu"? Some people have summarized eight articles: lack of common goal pursuit and value stance; lack of respect for each other's culture and successful models, and can not fully identify them; it is difficult to form complementary competitive advantages; employees have poor communication, information and knowledge are difficult to share, cross-team, and cross- The functional team is difficult to form; the organization is complex, the process is not smooth, and the joint ventures have internal forces, which slows the overall market-oriented speed of the joint venture; the core strength of senior leaders is difficult to form; the high-level decision-making is slow; and production and sales are disconnected and it is difficult to increase internal value. The management capabilities of the chain; global technology and localized marketing models have not yet been formed; employee satisfaction, loyalty, and employee morale have declined, and a unified value evaluation and value distribution system has been difficult to form.
The predecessor of Dongfeng Co., Ltd. is Nakamura Katsumi, and the current president is Nakamura Gongtai. Yuan Yue, chairman of the zero point, used their names to vividly outline that Dongfeng had limited his way out of the curse of Huadu - from "self-denial" to "gongtai" . In the midst of fierce cultural clashes between the two sides, Nakamura has made the "Dongfeng and Nissan two companies learn from each other" as the cornerstone of this plan in his second term business plan "Two Third Powers." The prerequisite for mutual learning is "self-denial." Nakamura said: "Dongfeng and Nissan must not only respect their respective strengths, but also must learn to tolerate each other's shortcomings." After mutual self-denial and communication, in 2005, the "Dongfeng Nissan Program of Action" established the "co-creation of value for common prosperity". The company's corporate mission, "all with the limited benefits of the East Wind is the highest interest" is a common program for the company. The "Dongfeng Motor Company (5.12, 0.00, 0.00%) corporate corporate culture outline" released in 2006 is further clarified. Target culture, team culture, lean culture, execution culture, and brand culture are the main contents of corporate culture construction.
Through conflict, consensus is formed and a voice is finally formed. After the arrival of Chung-Hung Chung-Kung, in his "One-Three-Power" plan, he changed the "Dongfeng and Nissan two companies to learn from each other" of the planned triangle base to "Dongfeng has become a trusted company." Dongfeng and Nissan became the only ones with a seamless east wind, and this is the highest level to be pursued by the joint venture's cultural integration.
In 2009, at the fifth employee congress, Dongfeng Limited officially established its core values ​​as customer orientation, sincerity, fairness, transparency, advocacy, and excellence. In order to ensure the smooth and effective communication and exchange between Chinese and foreign parties, some important communication activities have become institutionalized and become an important part of the company's daily operations. For example, the president and the chairman of the union regularly exchange meetings, the president and employee representative regular forum, the annual employee representative conference and so on. At the institutional level, in addition to the Supreme Management Committee, eight inter-departmental professional committees have been established involving finance, investment, procurement, commodity planning, quality and safety, personnel, monitoring, and dissemination, and are chaired by the President and Vice President respectively. speaker. Through these professional committees involved in business management, through the establishment of the DOA system, business information and decision-making from the company's headquarters penetrated into the various subsidiaries. At the same time, a large number of internal interviews and communication records are regularly published in the internal journal entitled “Win-Winâ€, so that all employees can understand the company’s dynamics and what managers think at all levels in a timely, transparent and accurate manner.
As a result of cultural integration, Dongfeng Limited completed sales of 925,000 units in the year under the most difficult circumstances in 2009, an increase of 30.5% year-on-year, and achieved a historic overtaking. This year, Dongfeng Limited is expected to achieve its sales target of “complete 1 million vehicles by 2012†within two years ahead of schedule.
At the end of last year, Li Rongrong, director of the SASAC, said on an important occasion: “If you use Kodak as a model for foreign companies at the beginning of reform and opening up, then today, the Dongfeng-Nissan Alliance should serve as a benchmark for national joint ventures.†Dongfeng is limited to the culture Conflicts towards cultural integration are not only of great importance to the limited east wind, but also of other joint ventures suffering from cultural conflicts. To this end, Zhongcun Gongtai summed up the six approaches to the cultural integration of joint ventures. The six approaches are:
Take the maximum benefit of the joint venture company as the highest criterion. Although Dongfeng Limited has many representatives representing the interests of the parent companies of China and Japan, it is the basic concept and the highest criterion for maximizing the interests of the joint venture companies. It is under the guidance of this highest standard that consensus can be reached between ideas and actions. A strong team keeps the company’s right direction while improving work efficiency.
Both sides of the business maintain transparency, continuous communication, and respect for differences. Dongfeng Limited has established a management committee as the company’s top decision-making body, as well as specialized committees for commodities, investment, personnel, etc., and has ensured the transparency and openness of information through sound mechanisms and systems. The joint ventures respect each other, maintain the overall situation, and maintain a pleasant job. Atmosphere. Communication, mutual respect, and mutual trust are three inseparable steps to reach consensus. Everything from the perspective of the other side, the relationship will be strong and long-lasting.
Learn from each other and make positive changes. Joint venture executives from different countries have different awareness, ideas, behaviors and habits. This is not only a cultural difference, but also the best opportunity for mutual learning. Both sides have strengths and weaknesses, and learning together can complement each other. This will promote the progress of both parties and promote the company's reform and innovation.
The "market and customer-centric" as the basic logic of the company. As a joint venture, in the final analysis, it is necessary to create profits. It is necessary to stand in the perspective of the market and the customer, emphasize and practice the business philosophy of “market and customer as the centerâ€, which is the core of guiding business operations.
Always maintain a sense of crisis, understand the trends of competitors, and know each other. After 7 years of hard work, Dongfeng Limited has made great progress in terms of manufacturing capabilities, quality control, product scale and brand enhancement. However, competitors are also making progress. They must pay more and more efforts than their competitors, and continue to innovate in order to maintain the vitality of the company.
Strengthening and upgrading internal QCD basic management is more important than pure technology introduction. Nissan lacks advanced technology in the field of commercial vehicles, but has introduced the basic management level led by QCD into Dongfeng Commercial Vehicles, Dongfeng Shares, parts and equipment companies, and has helped improve internal R&D and manufacturing capabilities, thus enabling the company to compete. Strengthened.