To talk about the capability evaluation of construction machinery maintenance enterprises, let's first talk about the background of promoting the capability evaluation of maintenance enterprises from the industry and policy levels.
From the industry level, the market prospect of engineering machinery technical services:
According to the statistics of China Construction Machinery Industry Association, by the end of 2021, the operating income of the whole industry has risen from 562.6 billion yuan in 2012 to 906.5 billion yuan in 2021, breaking through 900 billion yuan; The market holding of major products of China's construction machinery increased from 5.61 million to 6.08 million at the end of 2012 to 8.3 million to 8.99 million (an increase of 3.44% over the end of 2020), with an increase of more than 2.5 million units in the decade, approaching 3 million units.
At present, the industry estimates that there are 2.5 million excavators and 500000 loaders in the society.
Therefore, it can be determined that the stock market of construction machinery is a great opportunity market for our technical service providers. This year, everyone is very concerned about the downward cycle. Will this happen? It will only be the market for new machines that will decline periodically. After the epidemic, the operating rate may not decline significantly, but the stock equipment can fully meet the market demand. As long as there is a certain operating rate, it means that the equipment maintenance market is in demand. Therefore, it is not easy to judge the downward range of the maintenance market cycle or how long it will last. Therefore, we should have enough confidence in the construction machinery maintenance market.
From the policy perspective, in recent years, the state has issued a series of policies on circular development and green upgrading.
On February 22, 2021, the State Council issued the Guiding Opinions on Accelerating the Establishment and Improvement of a Green Low Carbon Circular Development Economic System, pointing out that: improve the production system of green low carbon circular development; We will promote green industrial upgrading. We will vigorously develop the remanufacturing industry and strengthen the certification, promotion and application of remanufactured products.
On March 12, 2021, the Fourteenth Five Year Plan for National Economic and Social Development of the People's Republic of China and the Outline of Vision Goals for 2035 proposed to accelerate the green transformation of the development mode; Comprehensively improve the efficiency of resource utilization; Build a resource recycling system; We will increase the comprehensive utilization of large quantities of fixed waste and standardize the development of the remanufacturing industry.
On July 1, 2021, the National Development and Reform Commission issued the "Fourteenth Five Year" Circular Economy Development Plan, which proposed to promote high-quality development of the remanufacturing industry: high-quality development action of the remanufacturing industry.
On October 24, 2021, the State Council issued the Action Plan for Achieving Carbon Peak by 2030, which proposed to strengthen the standardized management of renewable resources comprehensive utilization industry and promote the development of industrial agglomeration. Promote the standardized, large-scale and clean utilization of renewable resources.
Promote the high-quality development of automobile parts, engineering machinery, and other remanufacturing industries.
On October 24, 2021, the Central Committee of the Communist Party of China and the State Council issued the Opinions on Completely, Accurately and Comprehensively Implementing the New Development Concept to Achieve Carbon Peak and Carbon Neutralization, from which we can see that only in 2021, the state and relevant departments intensively released many policies related to the industry.
These policies focus on new energy, emission upgrading, dual carbon, circular economy, and remanufacturing, which also promote the industrial upgrading and product technology upgrading of the construction machinery industry. These policy drivers also bring new opportunities for the construction machinery technology service industry. Opportunities also mean challenges. How can technology service providers cope with new challenges and seek their own development?
At this time, the capacity building of construction machinery technology service providers is a must answer question for us to meet the challenges.
We believe that capacity building should be carried out from three dimensions.
The first is customer ability, the second is professional ability, and the third is management ability.
As a service-oriented enterprise, if you have no customers, or you are very far away from customers, that means you have no business and no market. There are 2.5 million excavators in stock, and how many can you do business with, so the customer's ability is the basis for whether you can carry out maintenance business.
The second is professional ability, that is, the ability to solve problems. If the professional ability is not strong and the technology is not strong, it can only be a one-time transaction. The professional ability determines whether you can survive.
The third management ability. For self management, if the management ability is insufficient, such as poor cost management and low long-term profit margin, this means that if the customer's ability is good and the professional ability is strong, but it is not profitable, what is the reason? That is, there is a problem with their own management ability. Management ability determines the extent to which your company can develop.
How to improve these three abilities?
Customer capability
The way to improve customer capability is very experienced. Here, we use the Internet to promote innovation, retention, activation and transformation, which also represents the advanced ability of maintenance enterprises to operate customer resources.
In order to promote the development of enterprises, the number of existing customers should not be limited, and existing customers are also faced with the risk of loss. Therefore, the best way is to constantly bring in new customers.
With continuous customer resources, it is possible to consider how to retain, promote and transform them.
Professional competence
The customer's ability is supported by professional ability, which I think includes the following elements:
First: First time repair rate is the ability to solve problems for customers. When customers come to you, they must ask you to solve the problem. Whether or not they can solve the problem, and to what extent, this determines whether or not subsequent customers will come to you. Therefore, the first repair rate is also a key indicator to measure whether you can pull new ones and keep them.
Second, the first question responsibility system. The customer uses different brands, different models, not the equipment in your service scope. Can you also help the customer solve the problem. It is recommended to meet the customer's requirements as much as possible. If you can't solve the problem yourself, you should also try to find your own resources to help the customer solve the problem. Improve the customer's experience here. Don't let the customer feel that you are a tough guy, or that it is a narrow purely business relationship dominated by interests,
Third, the results are consistent. This should be said to be a goal. No matter how to repair or remanufacture, the maintenance objects are different. No matter how the fault is caused, the results after repair should be as consistent as possible with the concept of remanufacture.
Fourth, there should be a quality assurance period. There should be a warranty period. The engine has a warranty period of the engine, and the motor has a warranty period of the motor. It should bring added value and be responsible for the repair results.
Fifth, cost control. It must be the most economical and reasonable cost to solve a problem. For the same fault, how many people do you need to line up and what level of maintenance personnel do you need to take to solve the problem? This will test your cost control ability.
Sixth, efficiency capability. In the same time, the same personnel have solved several problems, which is the ability of human efficiency.
In addition, there should also be an overall learning ability. For example, for the launch of the national four machine and the electrified products, the team should learn in advance to keep up with the service needs of product technology upgrading.
Professional ability is the core of the three abilities. Whether you can help customers solve problems is mainly reflected in professional ability.
Management ability
The third aspect is management ability. Whether the enterprise has business planning, process management, technical standards, testing equipment and testing standards information management ability and cultural construction.
To sum up, your enterprise should be standardized, and all behaviors should be done according to the specifications.
The maintenance and remanufacturing branch also wants to carry out some work in standardizing the maintenance market environment and promoting the standardized operation of enterprises. The group standard of the Guide to the Competence Evaluation of Construction Machinery Maintenance Enterprises, which is being prepared, is one of them.
The background for the preparation of the group standard Guide for Competence Evaluation of Construction Machinery Maintenance Enterprises is:
1. It has a huge market holding capacity. By the end of 2020, the holding capacity of major products has exceeded 10 million, which has bred a huge market for construction machinery maintenance services.
2. The construction machinery maintenance enterprises lack consistent specifications and standards. The construction machinery maintenance market is a mixture of good and bad. The maintenance enterprises vary in size and quality, which seriously hinders the sustainable and healthy development of the construction machinery maintenance market. It has created huge pressure and challenges to promote and build large and large-scale maintenance enterprises and promote the high-quality development of China's construction machinery.
3. In the two-way selection between the demand side and the supply side of construction machinery technical services in bidding, the demand side cannot accurately judge the service capacity and quality of the supply side due to the lack of criteria for enterprise grade evaluation. It is not uncommon for some maintenance enterprises with weak service ability to participate in the technical support of major engineering equipment, resulting in the inability to meet user needs, which has seriously affected the social image of construction machinery maintenance enterprises.
The significance of the compilation is to standardize the business activities and orderly development of the construction machinery maintenance market, so that the construction machinery maintenance demanders can have standardized measurement standards when selecting construction machinery maintenance suppliers. It is an essential group standard to promote the high-quality development of China's construction machinery maintenance industry.
The draft evaluation indicators are proposed to include five evaluation indicators, including business capability, technical strength, asset conditions, management level and industry status.
1. Business capability; Define the annual turnover of maintenance enterprises at different levels. For example, if the annual turnover is more than 50 million, another level is between 30 million and 50 million.
2. Technical strength: defines the capabilities of technicians in different levels of maintenance enterprises. The level of service personnel, how many are senior and how many are intermediate.
3. Asset conditions: the registered capital, actual assets, net value of special equipment, plant and site area of each level are defined.
4. Management level: the integrity of organization, management system, quality management, safety management and environmental protection management system is divided.
5. Industry position: high recognition, technical position and market share in the construction machinery maintenance industry.
