How to Break the Comfort Zone in Shipbuilding Industry through Power Supply Side Reform

"Supply-side reform" has become a hot topic among representatives of the maritime community. Specifically implemented in China's shipbuilding industry, is to "de-capacity, de-inventory, de-leverage, cost reduction, short board" as the core objective, to enhance the adaptability and flexibility of the supply structure of the shipbuilding industry to demand changes. However, the reporter learned that in 2015, more than 20 domestic shipbuilding enterprises went bankrupt, including the largest shipbuilding enterprises in Taizhou, Wenzhou and Taizhou, and even the first state-owned shipyard went bankrupt. The direct cause of bankruptcy is overcapacity, and the deeper reason is that the management of shipbuilding enterprises is accustomed to the practice of "working hard and fast", fails to grasp the market rules of product demand in time, improves the effective supply of products, and makes the products they produce in a "homogeneous" competitive situation.
At present, there are many practical problems in China's shipbuilding industry, such as weak competitiveness of high-end products, inadequate innovation leading ability, follow-up innovation mode and poor quality. The fundamental solution to these problems lies in breaking the "comfort zone" of modern shipbuilding mode and bringing about a change in management mode. Many shipbuilders believe that this will break many of their habits in daily production, and will also usher in a "painful period" of their profession. But in the era when shipbuilding industry calls for high-quality products, every shipbuilding practitioner must re-recognize himself and clarify his own value. This needs to reconstruct the management system, mechanism and mode of shipbuilding production. It needs to complete this change through the strength of the organization, the adjustment of the organization, the adjustment of the assessment mechanism, and the adjustment of the concept of personnel.
First, we should encourage innovation, including technological innovation and equipment innovation. In every link of shipbuilding production management, the specific execution talents are the main responsibility of innovation. However, in the current severe market situation, many shipbuilding management believe that the implementation of a balanced production management model, all staff costs, equipment costs. Consequently, the core of cost management is saving. In fact, they are the source of value creation, not the cost, so we should encourage innovation through management mechanism.
Secondly, we should reshape the sense of ownership and strive to create high-quality products. Because product competition will eventually evolve into a spiritual and cultural competition, which can not be separated from the creation of human beings. In the face of the shipowner's sample inspection of product quality, if problems are found, only the employees with real sense of ownership will stop to find problems and solutions, so that the product quality is always in a controllable state. Therefore, the production business leaders should take the master's working attitude, incorporate the "craftsman spirit" of excellence into every link of production, and create a good quality culture atmosphere for the best products.
Thirdly, it is necessary to establish an efficient management model to achieve the goal of lean shipbuilding. For Chinese shipbuilding enterprises, management aims to promote or assist the transformation and development of their internal organizations. Facing the new situation of the industrial revolution era, China's shipbuilding industry needs to start from improving the industrial chain, implementing the project responsibility system, focusing on performance improvement, and attaching importance to information construction to promote the realization of the goal of lean shipbuilding. First, we should introduce Internet talents in time, combine traditional shipbuilding management mode with Internet, connect shipowners, ship inspection, core business departments, sub-contractors and other information, and form a mechanism of benign interaction of production factors. Second, we should strictly implement the project responsibility system and improve the efficiency of organizational management in an all-round way. Thirdly, we should pay attention to technological transformation, personnel capacity improvement, and enhance the execution of shipbuilding production management. Fourth, it is necessary to optimize various data indicators in shipbuilding production process, build a digital management platform, and form an organizational evaluation system using digital speech.
The vigorous implementation and promotion of supply-side reform has injected a strong heart into the upgrading of shipbuilding industry. China's shipbuilding enterprises should take the initiative to adapt to the new situation, rebuild the shipbuilding management model, call for high-quality products in practice, and polish the "golden signboard" made in China with practical actions.