47 years, endless on-the-job speeches, fierce market competition and negotiations with customers all over the world ... The year when he stepped down as a director of Shenyang Blower Group finally came to an end.
Decades later, the country will continue to promote a new round of revitalization in Northeast China, and the old state-owned enterprises will once again glow with new vitality. However, Su Yongqiang, the old factory director, can't forget the glory and dreams together, and the era when ideals and heroes were born, which left us with the beauty of the big industrial era.
The first DA3250 turbocompressor 1960, the first railway train mobile transformer 1965, and the largest gas-rich compressor 1998 ... In the China Industrial Museum, located in Tiexi North No.1 Middle Road, Shenyang, a masterpiece with a dark yellow cover faces the world in an open posture, with lines of handwriting, neatly recording the new China.
At that time, it was also called "Shenyang Fan Factory", and the name of the factory appeared in the book many times. ......
Photo (left) 1958 The first new China steam tractor made by Shenyang Agricultural Machinery Factory 18 horsepower.
Photo (right) 1959, C650 lathe produced by Shenyang No.1 Machine Tool Plant.
"You are red seeds, leaders of students and successors of the revolution." 1969 65438+February, Tiexi state-owned enterprises recruited apprentices for the first time after the Cultural Revolution. In everyone's eyes and applause, a few impassioned words made 150 young workers selected from more than a dozen schools in Shenyang really excited, including young Su Yongqiang. However, he didn't say a word when he came home on his first day in the factory. When his parents asked, they also shed tears and shouted that the workshop smelled heavy, bitter, dirty and tired.
That year, Su Yongqiang was only 16 years old, and the factory salary was 17. At that time, the total industrial output value of Shengu did not exceed 30 million; At that time, the northeast was still in the era of planned economy, and the materials were scarce. The state unified purchase and marketing and operated according to the planned economy model.
Perhaps people will never forget the embarrassment of finding a ticket for polyester fabrics in China in 1970s. Su Yongqiang recalled that at that time, China's industrial technology was backward, and clothing products like "polyester" had to be imported. Even when 1979 got married, he only had wedding materials and two clothes he usually wore.
After working in the factory for three years, Su Yongqiang's salary is only 33 yuan's. In 1970s and 1980s, China's economic foundation was weak. He said that under the current operation mode, the problem of feeding 5,000 people in the factory could not be solved in Shengu at that time. However, despite the material shortage, the mental state of the workers is very full. They often work overtime, and without overtime pay, it's enough to have a night meal. He felt that perhaps it was because of this momentum that the Northeast laid a solid industrial foundation for the country's rapid development.
Although the times have changed, the tradition of "one person wins the honor of the whole factory" has not changed.
Seize the country's major strategic opportunities in the difficult transition period
According to the data of China Labor Market Information Network Monitoring Center, from 1.998 to 2000, the number of laid-off workers in state-owned enterprises nationwide reached 2 1.37 million. Laid-off workers are mainly concentrated in old industrial bases and economically underdeveloped areas, with three northeastern provinces accounting for 25%.
1997165438+1October, Su Yongqiang became the fourth factory director after the name change of Shengu 1963. Now it seems that he is also the longest "helm" in the history of Shengu.
At that time, many people were puzzled why Shengu could become a "standout" when the manufacturing industry in Shenyang and even Northeast China was dying. Su Yongqiang said that this is due to the century-old plan made by Premier Zhou Enlai before his death-technological transformation.
Comparison of Technological Innovation Scenes in Different Times
In China from 65438 to 0975, growing grain was the first priority, followed by chemical fertilizer. At that time, the State Council decided to start 13 sets of large-scale chemical equipment, so the country handed over the important task of developing large-scale petrochemical equipment centrifuges to Shengu. It was the spring of 1978, and Ma, a technician who graduated from Shanghai Jiaotong University, returned to China. He obtained the world-class large centrifugal compressor technology, and developed the first large-scale centrifugal compressor for urea plant in China on the basis of continuous absorption, digestion and innovation. ......
In this way, the continuous innovation and introduction of advanced manufacturing industry and equipment made Shengu lucky to escape the "disaster" of the laid-off tide of workers in Northeast China. However, the "game of chess" driven by deep valley innovation has just begun. ......
Revitalize the old industrial base and witness the historical moment of equipment manufacturing industry
In the past, an official in Northeast China said that it would take 20 years for Japan to transform Jiuzhou, 30 years for Germany to transform Ruhr-gebiet and 5 years for Shenyang Municipal Committee to transform Tiexi.
In 2003, the central government launched the strategy of revitalizing the old industrial base in Northeast China. Tiexi implemented the plan of "moving east and building west" according to the principle of "relocation, merger, transformation, upgrading and employment", and moved the enterprise from the old eastern area to the new western area on a large scale. Su Yongqiang and Shen Gu moved to Shenyang Economic and Technological Development Zone. So far, Shengu has achieved the largest relocation and reconstruction in different places in history.
The picture shows the changes before and after the factory was built, but it's not just the Valley of God that changes.
In just two years and nine months, Shengu completed 400,000 square meters of civil construction, and installed and debugged more than 3,000 new and old equipment, forming a new pattern in which the core components of the three major products of Xinshengu Group are processed and manufactured, and the process flow of collaborative supporting products is unified. Since then, Deep Valley has started its own new journey in the development of equipment manufacturing industry in China.
Now, when I walk into Shengu, I see bright factories and advanced numerical control equipment. However, in Su Yongqiang's memory, when he first entered the factory, Shengu was just an old factory building with an area of less than10.5 million square meters.
"At that time, the working life of workers was also very difficult." A bowl of rice, a pot of stewed Chinese cabbage vermicelli and two pieces of white meat are the daily meals of foreign engineers from Hangzhou Second Hospital when they come to Shengu to do factory design. Several old photos kept in the History Museum of Shengu Factory also recorded the enthusiasm of the workers under the harsh workshop conditions at that time. On the roof of the small workshop, dozens of wires "support" the already dim light source.
On each simple big table, there is a big teapot filled with water, and male and female workers sit opposite each other. Design drawings larger than the desktop are carefully carved by women workers.
This was the scene when Shengu first introduced technology, and it was also the normal operation of thousands of Tiexi factories in Qian Qian at that time.
Workshop condition change
In the industrial history of China, the key technologies of Shengu exceeded 100, which filled the gap of fan technology in China and saved the country nearly 654.38 billion US dollars in foreign exchange. Seven years ago, on June 8, 65438, the first domestic million-ton ethylene compressor in Shengu was successfully put into trial operation, which was a feat in the history of China's national equipment manufacturing. The development of three sets of units and the installation of core components announced the birth of China "core" of a million-ton ethylene plant.
Su Yongqiang also witnessed this historic moment in the history of China's equipment manufacturing industry. He received a congratulatory letter from Wu Bangguo, then chairman of the National People's Congress Standing Committee (NPCSC): "This marks a major breakthrough in China's large-scale petrochemical equipment, which is of great significance".
Nowadays, revitalizing the equipment manufacturing industry is the top priority for Northeast China to realize positive transformation and revitalization again. Su Yongqiang believes that revitalization cannot be understood as a simple regression, but requires institutional innovation to promote technological innovation and technological innovation to optimize industrial upgrading.
Solve the dilemma in Northeast China and revive the curtain.
Now, after a lapse of 13 years, the national policy has once again rushed to the northeast, and a new round of revitalization in the northeast has once again begun. In the first half of 20 16, the economic growth rate of the three northeastern provinces ranked at the bottom of the country. As the eldest son of the country, Liaoning Province became the only province with negative growth for half a year.
Technological innovation continues to this day.
"We have also encountered great difficulties and the indicators are also declining." In the interview, Su Yongqiang spoke frankly about the current difficulties facing the Northeast economy.
In his view, the heavy burden of heavy industry transformation, brain drain and lack of private enterprises are the "three mountains" on the shoulders of the old industrial base in Northeast China.
"Now many large and super-large enterprises in Northeast China, especially manufacturing industries, such as Zhong Yi, shipbuilding and heavy drums ... it was not built blindly." Su Yongqiang said that the transformation of equipment manufacturing enterprises itself is slow and a process of accumulation. "The equipment manufacturing industry in Northeast China has a technical foundation, a management foundation and a talent base. Its industrial nature itself determines that its transformation will inevitably be' heavy'. " Su Yongqiang repeatedly stressed that the upgrading and optimization of the equipment manufacturing industry will not happen overnight, and it will take some time and need to be encouraged.
"In the late 1990s, Shenyang also experienced a trough. Like most state-owned enterprises, it suffered the biggest recession in China's equipment manufacturing industry. " For Su Yongqiang, how to spend that difficult time has become a difficult problem before him.
Technology and talents are Su Yongqiang's answers to reporters. "We would rather use our own money for R&D and take the road of technological innovation. If we want to do it, we will do it to the end. " The output value of Shengu reached 630 million in 2002, 65.438+0.5 billion in 2004, and exceeded 65.438+0 billion after 2065.438+0 years. "Our killer is technology leadership!" Su Yongqiang said that behind the rising industrial output value of Shengu, scientific and technological innovation has been firmly grasped.
As the saying goes, "investment is not as good as Shanhaiguan". Hearing this, Su Yongqiang also expressed his concern to reporters. "This is an environmental problem." He said frankly: "Improving the investment environment in Northeast China is what the government needs to do, and it is also an urgent task to solve the economic difficulties in Northeast China."
At the same time, Su Yongqiang also emphasized the importance of private enterprises: "The south is dominated by private enterprises, so the transformation is fast and the U-turn is fast. Therefore, Northeast China should pay more attention to the development of private enterprises and make them bigger and stronger. In addition, state-owned enterprises should also achieve transformation as soon as possible and re-finalize their own advantages and disadvantages. "
Not long ago, after leaving office, Su Yongqiang gained another identity-becoming a grandfather. The birth of his granddaughter made him feel unprecedented relaxation and hope. ...