The palm of the car joint venture has also squeezed profits, while also allowing many of its original strength to be lost between the fingers, and the strength of technological R&D is one of them.
“In the process of joint ventures between Chinese companies and foreign countries, the R&D strength of China was disintegrated, so that a large number of R&D personnel are undergoing one after another. It is very difficult for joint venture foreign companies to allow China’s own R&D team to exist. Even if the joint venture starts, it hopes to fight first. The team of R&D personnel of the Chinese side scattered.†In an interview with this reporter, Professor Lu Feng directly stated that the “market-for-technology†strategy was damaging to independent research and development.
As director of the Peking University Government and Enterprise Research Institute, Lu Feng was commissioned by the Ministry of Science and Technology to serve as the head of the task group of the “Auto Industry to Develop China’s Independent Intellectual Property Rightsâ€. In the previous month, the research group had published a report entitled “Current Situation and Countermeasures for the Independent Development of the Chinese Automobile Industryâ€, stating that damages caused by the “joint venture model†to the independent research and development of the Chinese automobile industry.
Talent breaks the embankment At the end of March, the Dongfeng Motor Co., Ltd. passenger vehicle R&D center laid the foundation for Huadu in Guangzhou. This R&D center with an investment of 330 million yuan has caused people to think about independent research and development. However, the crisp and clear response of the Japanese side completely shattered the wishful thinking of the people: The R&D center is only part of Nissan's global R&D system and will not independently develop models.
Xu Jianming, the Chinese R&D director of the Dongfeng Limited Passenger Car R&D Center, told reporters that the R&D center's functional plan is divided into three steps. The first step is to carry out a replicative domestic research and development, that is, R & D to Nissan models after the whole copy of the production and supporting localization issues; the second step is to carry out simultaneous development of the localization of R & D, that is, the Nissan models synchronous introduction At home, we will further improve R&D in accordance with domestic needs. The third step is joint development, which is to fully participate in Nissan's global R&D system and jointly develop new models. As for independent research and development, Xu Jianming admits that at present it has not been included in the development plan. At the same time, he also stated that although Nissan has never conducted independent research and development in R&D centers in Europe and other places, but because these R&D centers are basically Nissan-owned, they differ from the joint venture's Dongfeng. From his personal perspective, He still hopes that this R&D center will one day carry out independent research and development.
The expectation that there will be greater achievement is the common aspiration of automotive R&D technicians. It is in order to express this voice that different people adopt different methods, and the most frightening expressions are collective departures.
The example cited by Lu Feng in the report was widely cited by multimedia. In 2000, Dongfeng, which was determined to take the joint venture, intended to dismantle the technology center, resulting in more than 20 R&D engineers going out collectively. Many of these people received training in France and were the design participants for the new Elysee company. However, in order to facilitate sales when the new car was put on the market, Shenlong claimed that the car was entirely designed by the French. With the strong support of Chery, these technicians established Jiajing Technology Co., Ltd. in the summer of 2001. In 2003, they successively launched QQ, Oriental Son and Qiyun three new cars for Chery, allowing Chery to quickly embark on mass production. The track of production.
Similar things happened not only in the past, but the loss of talent and the weakening of R&D and design forces have become serious issues that all three groups must face. From 1993 to 2000, FAW Group had lost hundreds of technical talents, and Chery, Geely and other companies had many core technical personnel out of there. It is the SAIC Group that has earned a lot in the market in recent years. According to sources, the newly established automobile design company in Shanghai, which frequently posts job advertisements on professional websites such as China Design.com, has its core personnel all in Shanghai Pan-Asia Automotive Technology Center, a subsidiary of SAIC Motor.
One side is the departure of a large number of technical personnel, and on the other is a serious shortage of new technical personnel. In the years since 1982, Dongfeng introduced more than one-third of the graduates from key universities such as Tsinghua University. However, since the mid-1990s, the introduction of graduates, especially graduates from key universities, has become It is very difficult. Tsinghua University graduates almost can't recruit. FAW and Dongfeng can be said to be in the same boat. The graduates of Tsinghua University who have worked in FAW in recent years are also very poor. In stark contrast to this, at present, there are more than 7,000 Chinese or white-collar workers who are employed only in the United States' three major automobile companies. This is a considerable part of the car talents cultivated in China.
The dilemma of joint ventures that makes the deepest impression on the road is not the loss of technical talent itself, but rather it does not attract corresponding attention. What is corroborative is that for the departure of the Jiajing company's technicians, the Dongfeng did not stop or retain or even did not express any opinion at all. The indifference that R&D technicians have suffered in these companies is evident. A master's degree graduate from Tsinghua University’s Automotive Department once said that the production workshop there is advanced, but the R&D department is very backward. There are only a few people and the equipment is very old. Among domestic auto companies, most of the design and R&D departments belong to the “second-tier†department. The corporate leaders are only eyeing foreign technology and do not believe in the value of Chinese technicians.
"At the time, the director of the technical center said, 'China's auto industry has no ability to independently develop,' and when we heard this, our hearts were cold." Chen Yaoming, who has retired, still talks about this issue. Feeling angry, Chen had been engaged in technical research and development of a famous large-scale automobile group in China before he retired. “I admit that there is still a considerable gap between China’s R&D capacity and level compared with developed countries. It is precisely because of this that we must vigorously develop and nurture, because we will not engage in backwardness, and we will always follow the ass of others.â€
Chen Yaoming said that his former colleagues have basically left, not to go abroad, change jobs, or change other positions. “Even the organizational structure has been disrupted, and the unified technology center has been split into technical service teams. They have not run away and left.†According to Chen Yaoming, the leaders of the group felt that they had a huge technical center at the time. No need, so the technicians of the technical center were divided into technical service teams according to the needs of different models, and there was no big development task. Basically, they were doing production and technical services. "The status has dropped, the rewards have dropped, and there is no longer any business growth. It's not surprising to leave."
"To engage in independent research and development is not impossible, but rather unwilling. If we engage in R&D, how can we make money directly from the introduction of model production abroad?" Chen Yaoming was most impressed by the fact that they went to the UK to do experiments as early as the late 1970s. At the same time, it was strange to see South Koreans. In their hearts, could South Korea also engage in autos? But today, "Looking at the automotive industry and technology in Korea, we are really dead."
Regarding Chen Yaoming's views, the road style strongly agrees. "If independent research and development is difficult to carry out in joint ventures, the Chinese side can fully carry out at the level of the parent company. The reason why R & D groups are currently rare is because of the inertia of the Chinese companies themselves." According to Lu Feng, most joint ventures take With the ready-made technology of foreign parties, we do not need to use our own brains. We have national policies to protect and we don't want to sell car sales. The product R&D is much more risky than relying on the production technology of foreign products. It is possible to invest hundreds of millions of funds. Ultimately, R&D fails, and companies are often reluctant to take this risk.
The lack of its own R&D personnel also caused China’s reliance on foreign technology and its absolute obedience in joint ventures. According to Lu Feng, in the joint venture, the Chinese side of the joint venture cannot freely change the design because the key technologies are provided by the foreign partners of the joint venture. SAIC-Volkswagen used to have such an example. The size of a nut in the design drawings provided by the foreign company was wrong. The Chinese side knew that there was a problem in production, but they could only strictly follow the drawings until the foreign party made changes to the drawings.
"The joint venture model can not promote the independent development of China's auto industry. The fundamental way for China's auto industry to grow up is to take the path of self-development." Road style gives his conclusions.
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