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05

2020-02

Warmly congratulate Wenzhou Weirui Machinery Co., Ltd. on the successful launch of its revamped website!

Warmly congratulate Wenzhou Weirui Machinery Co., Ltd. on the successful launch of its revamped website!

We warmly congratulate Wenzhou Weirui Machinery Co., Ltd. on the successful launch of its revamped website. We welcome customers from all over to visit and inquire. Let’s join hands and move forward together to create a brilliant future!

05

2020-02

Grinding machines used in standard machining

Grinding machines used in standard machining

In standard mechanical machining, the grinding machines and grinding wheel motors both operate according to conventional starting circuits. After the motor starts, it runs at its rated speed. However, due to fluctuations in grid voltage and constantly changing frictional loads between the grinding wheel and the workpiece, the motor speed inevitably deviates. Typically, standard grinding wheel motor starting circuits offer only a single processing speed, making it difficult to accommodate varying workpiece sizes and their corresponding relative linear speeds. As a result, it is challenging to ensure high precision in the finished products. Therefore, from the perspectives of improving machining quality, enhancing processing efficiency, and conserving energy, applying variable-frequency drive technology to grinding machines can yield highly satisfactory results. The mechanical machining industry processes a wide variety of products.

05

2020-02

Proactively adapt to the requirements of transformation and consciously strengthen the association’s own development.

Proactively adapt to the requirements of transformation and consciously strengthen the association’s own development.

Editor’s Note: At the first Secretary-General Working Conference of the China Machine Tool Industry Association held in Beijing on March 25, 2013 (for conference coverage, see China Machine Tool & Tool Journal, Issue 7, 2013), Chen Huiren, Deputy Secretary-General of the China Machine Tool Industry Association, delivered a speech titled “Proactively Adapting to Transformation Requirements and Consciously Strengthening the Association’s Own Development.” The speech provided a profound and insightful analysis of the necessity of strengthening the association’s own development. It also identified key areas for such strengthening, particularly emphasizing the three major functions and tasks of modern social organizations in this new historical period. This speech offers strong guidance for enhancing the association’s self-construction and better enabling industry organizations to play their role in the new stage of industry development. The full text is reproduced below. I. Why Strengthen the Association’s Own Development? There are at least three reasons: 1. The Requirement for the Association’s Sustainable Development Our association has been established for 25 years. Through the efforts of several generations, we have laid a solid foundation for our work and development—certainly one of the better ones among associations under the former Ministry of Machinery. When we say “better,” we mean relatively better compared to those associations that are not so good. However, there still remain considerable gaps between our current situation and the expectations of our member enterprises, the government, and especially the ever-changing demands of the reform landscape. There is still much room for improvement. To put it succinctly, our association has a strong foundation but vast potential for growth. While our foundation is solid, we cannot rest on our laurels or live off past achievements. We must avoid complacency, closure, rigidity, and stagnation; otherwise, problems will surely arise. This is a case of being vigilant even when things seem secure. Therefore, we must proactively embrace change, adopt new perspectives, develop new ideas, and take new actions to open up fresh prospects. Hence, continuous strengthening of the association’s own development is essential to meet these new requirements. 2. The Requirement of the New Stage of Industry Development We are now in a new stage of development for our industry—the machine tool industry. Over the past 20-plus years since the association’s establishment, especially in the last decade, the industry has undergone significant changes—changes that can be described as comprehensive and profound. The industry has fundamentally transformed itself. In the past two years, the industry has begun experiencing yet another round of new changes. As China’s economic growth slows down and market demand undergoes substantial shifts, the development phase characterized by scale expansion—which has lasted for more than a decade—is essentially coming to an end. Meanwhile, the industry is entering a new stage marked primarily by transformation and upgrading. This is the latest shift in our industry. We are currently in a transitional period of development—a painful period of transformation and upgrading. These are the defining characteristics of our industry’s current stage. The industry’s new changes and features will undoubtedly pose new demands and challenges for the work of our industry association. This is the second reason. 3. The Requirement of the New Stage of National Reform and Development Since the 18th National Congress and the Two Sessions, calls for reform have grown louder and louder—a sentiment shared by people across China and around the world. It is safe to say that China’s reform, initiated over 30 years ago, has entered a new stage of development. At the Two Sessions, besides the election of new state organs and government officials—the first major event—another important event was the State Council’s plan for institutional reform and functional transformation. Since the reform and opening-up began, the State Council has carried out seven rounds of institutional reforms, with generally unsatisfactory results—often feeling like merely changing the packaging without altering the contents. Although this reform has just started, we cannot yet predict its actual effects. However, at least in terms of approach, this reform is markedly different from previous ones. The first difference is that transforming government functions has become the core task—not just dismantling and reorganizing institutions. The second difference is the strong determination shown: Premier Li Keqiang proposed making tough choices and voluntarily relinquishing power. Another important difference is that the measures are very specific. The State Council’s functional transformation measures consist of ten points, five of which aim to reduce government intervention—such as reducing project approvals, diminishing qualification certifications, and cutting overlapping functions. Two points involve reform, one of which directly affects us: reforming the management system for social organizations. The other three points focus on strengthening. These ten measures are highly specific. The overarching principle is to give more freedom, while still maintaining some control—balancing giving and taking, but mainly giving. The first direction of giving is toward the market; the second is toward society; and the third is toward local authorities. Giving to society involves us, because we are a social organization. Previously, State Council reforms seemed far away from us, but this time they are very close and directly relevant. The reform of the social organization management system has been clearly articulated. First, the goals and direction are very clear: separating government from social organizations—that is, keeping government and social organizations distinct. Second, responsibilities and powers must be clearly defined. Third, social organizations must practice self-governance according to law. This is what we call the modern social organization system. What are the functions and tasks of social organizations like ours—the industry associations? These are also explicitly stated in the reform plan. There are three main points: providing services, reflecting demands, and regulating behavior—what used to be called industry self-discipline, but now carries a richer meaning. These are precisely the responsibilities and tasks that we, as industry organizations, should shoulder. This is clearly stipulated in the State Council’s reform plan. The plan also clearly identifies the priorities for social organization development, emphasizing the need to cultivate and prioritize industry associations and chambers of commerce. In other words, our association is among those social organizations that are prioritized for cultivation and development. This information tells us that as reform gradually takes hold and deepens, it will bring new opportunities for our association. We can be certain that our development environment will become more standardized, our scope for action will expand, and our prospects for development will be brighter—provided, of course, that we actively adapt and consciously embrace change. We must be fully aware that while reform brings us new opportunities, it also presents us with new demands and challenges. Thus, we must proactively adapt to these new changes and make conscious adjustments. This is another important reason for strengthening the association’s own development. II. Where Should We Focus Our Efforts in Strengthening the Association’s Own Development? On this issue, let me briefly outline some key principles: 1. Clarify Our Role and Find Our Position This is a fundamental prerequisite for effectively strengthening the association’s own development. Who are we? What do we do? What role should we play? What impact should we have? What should we do—and what shouldn’t we do? Only by clarifying these most basic questions can we act with clarity and awareness in our work; otherwise, we risk going off course. The State Council’s plan has already set out broad guidelines. What remains is to further clarify our role and find our position based on the actual conditions and unique characteristics of our industry. At the very least, we must understand that we are neither the government nor a second government; we are not enterprises either. We are a social organization, and our path of transformation and effort lies in building a modern social organization. If we fail to clarify our role and get our direction right, we may end up working hard without achieving the desired results, doing the opposite of what we intend, or doubling our efforts without seeing any real progress. 2. Uphold the Spirit of Reform and Innovation Any organization that wants to maintain vitality and dynamism must follow one path: reform and innovation—continuous, ongoing reform and innovation. Our association is certainly no exception. We are fortunate to live in an era of great change, especially during the past 30-odd years of reform and opening-up, when economic and social changes have been comprehensive and profound. If we don’t persist in reform and innovation—if we try to stay the same in the face of constant change—we’ll fall behind the pace of progress. If we become closed-minded and rigid, we’ll inevitably be left behind by the rapidly developing times. For the continued development of our association’s cause, we must choose proactive change and continuous innovation. We must foster an atmosphere within the association that encourages innovation and consciously cultivate an organizational culture that is innovative and forward-looking. 3. Uphold the Fine Tradition of Being Pragmatic and Truth-seeking General Secretary Xi Jinping said, “Empty talk harms the country; practical action strengthens it.” Premier Li Keqiang emphasized, “Shouting yourself hoarse is less effective than rolling up your sleeves and getting to work.” To strengthen the association’s own development, we need to vigorously promote and uphold the fine tradition and style of being pragmatic and truth-seeking within the association. We must tell the truth, do practical things, and seek real results. We must avoid empty rhetoric, avoid standing by and criticizing others, avoid complaining and grumbling, and avoid formalism and superficiality. Instead, we should devote our limited resources and energy more to doing practical and useful things for the industry and our members. The recent “Top Ten Members” evaluation conducted by the association vividly exemplifies this pragmatic and truth-seeking approach. Based on the information submitted by member enterprises, colleagues from the industry department and research office spent over ten days visiting more than 50 user enterprises, conducting on-site verification, and gathering a wealth of valuable first-hand data. The resulting evaluation is therefore more authentic, more reliable, and enjoys greater credibility. We must strongly advocate for this kind of working style, strive to nurture and guide it, and make pragmatism and truth-seeking the core characteristic of our organizational culture. 4. Strive to Build a Learning Organization The era we live in is one of rapid change. Over the past 30-plus years of reform and opening-up, our country has undergone tremendous changes, and so has our industry. Especially in the past decade, the industry’s development has been remarkable. Due to significant changes in the market environment and other development factors, the industry now faces new—and perhaps even deeper—changes. In fact, the industry has already entered a new historical stage of development, a stage characterized primarily by transformation and upgrading. To be precise, the industry is in a transitional period of development, and simultaneously going through a painful period of transformation and upgrading. How can we keep pace with the constant changes and rapid progress in society and the industry? There is no other way but to learn. We must build a learning organization where everyone learns, constantly broadens our horizons, excels at learning, and is good at learning. We must not only promptly study the Party and the state’s policies, acquire new knowledge, and master new information; we must also be good at learning from member enterprises, branches, foreign countries, and other industries, drawing on and absorbing all advanced experiences and positive outcomes that benefit the development of our association’s cause. Only then can we ensure that our organization always stays at the forefront of industry development and consistently represents the correct direction of industry progress. 5. Systematically Plan the Association’s Own Development and Growth We must, based on the three major functions and tasks of modern social organizations and combined with the industry’s own characteristics, scientifically plan the association’s own development and growth. We must make systematic arrangements for the association’s future organizational development, institutional development, business development, team development, and cultural development. This is a new requirement posed by the new situation and an urgent task before us. For example, in terms of providing services, what services can we offer now? Which services are relatively well-provided? Which services are still lacking? Given the changed circumstances, what new services should we offer? We must use our brains and come up with answers based on actual needs. Take, for instance, reflecting demands. Throughout the history of the association, there have been several successful cases of reflecting industry demands.Under the new circumstances, a pressing task before us is for the association to sift through, distill, and scientifically summarize the industry’s common, mainstream, and overarching demands that are critical to the sector’s overall development—separating the genuine from the spurious—and then convey these insights to the relevant government departments. While providing individualized services to specific enterprises is certainly necessary, such services represent a lower level of support; offering public development services to enterprises across the entire industry, by contrast, represents a higher level and standard of service. Finally, in terms of regulating industry conduct, to date the association has done relatively little exploration and practice in this area. This is precisely the field we must focus on exploring and putting into practice in the next phase. It also reflects the new expectations placed upon us by the government: industry organizations must possess the capacity for self-discipline and self-regulation. This is not only a requirement for the industry’s own development but also a new demand posed by the industry’s transition to a new stage of growth. We must acknowledge that our current foundation in this regard is indeed quite weak—there’s virtually no experience to draw upon, and the issue is essentially entirely new. Therefore, we must actively explore and experiment. Beyond this, there remains much more work for us to plan and undertake, including strengthening the association’s organizational structure and strategic planning. Of our current 25 sub-associations, most were established shortly after the association’s founding. Now, looking back, their structures clearly have serious problems and have long since fallen behind the pace of industry evolution and change. We cannot afford to turn a blind eye to this reality. Furthermore, regarding the association’s talent pool, the current age distribution, knowledge profile, and professional composition of our staff do not fully meet the demands of our new tasks. Thus, the association will take concrete measures to attract more outstanding talents to join its cause and usher in a new era for the association’s work. In summary, faced with an ever-changing new landscape, we must proactively adapt and consciously transform ourselves. In line with the functional requirements of modern social organizations, we must continuously strengthen our own institutional development and better fulfill the role of industry organizations in this new stage of industry development.

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