Interview with Mr. Qin Zou—Vice President of Consume Power Tools, Global Manufacturing, Stanley Black & Decker Company

 

 

访问者：《分享园区》记者 田维军

The interviewer: Mr. Weijun Tian ---

 

受访者：史丹利百得家用电动工具全球制造副总裁 邹晴

The interviewee: Mr. Qin Zou --- Vice President of Consume Power Tools, Global Manufacturing, Stanley Black & Decker Company

 

twj119110的新浪博客：http://blog.sina.com.cn/u/1635503021

 

《分享园区》：是什么吸引了百得在苏州工业园区建立生产和研发基地？经过十多年的发展，百得在苏州工业园区的发展状况如何？

: What attracts your company to establish the production, Research & development Base in Suzhou Industrial Park? After ten more years of development, how is your company current situation?

邹晴：苏州工业园区良好的投资环境是最吸引百得的地方。园区政府为企业生产经营者提供了良好贴心的服务，配套设施非常完善，交通运输十分便捷，市场规模不断壮大，这对公司的发展非常有益。

Qin Zou: The good investment environment in Suzhou Industrial Park is attracting us. You have good Government service and support, transportation is very convenient, good local facilities and the growing market, which are very conducive to our development.

百得苏州工厂 1998 年正式生产运营，并于2001年在苏州设立了研发中心。 目前，苏州百得公司已成为了史丹利百得集团在全球最大的制造基地和研发中心，年产值达 6 亿美金。整个史丹利百得68% 的家用电动工具和30%的专业电动工具都生产自这里。

Black & Decker Suzhou began its manufacturing operations in 1998. We set up local R&D center in 2001. At present, Black & Decker Suzhou plant has become the largest manufacturing base and R&D center of Stanley Black & Decker Group. Our annual output is up to US $600 million, we produce 68% of Consume Power Tools and 30% of Professional Power Tools for Stanley Black & Decker group.

《分享园区》：苏州百得为什么能够在短短的十余年时间里，成为百得集团在全球最大的制造基地和研发中心？

: Why Black & Decker Suzhou can become the largest manufacturing base and R&D center in your group within such short period?

邹晴：这其中既有企业自身的努力，也有外部环境的刺激促进。

Qin Zou: Not only our own efforts, but also the stimulation from external environment.

首先是因为苏州的投资环境非常好，政府的服务也非常好，给苏州百得创造了一个良好的发展环境。

First of all, because of the good investment environment in Suzhou and the excellent government service here, our company has been growing rapidly.

 

第二，是因为园区拥有大批高素质的人才。我们的工程程总监、采购总监、甚至总经理等高层管理人员，几乎都是自产的“园区人”。

Secondly, SIP Park provides a large numbers of high-quality personnel. Such as our Engineering Director, Purchasing Director, even General Manager and other senior management staff almost all local grown people.

 

第三，是因为企业自身的努力，我们在重视生产技术革新的同时也采取科学管理的方式。

Thirdly, we force on our technological innovations and scientific management.

《分享园区》：2010 年，史丹利公司与百得合并组建“史丹利百得公司”，这对苏州百得有何影响？

: In 2010, Stanley and Black & Decker have combined to form Stanley Black & Decker. Is there any impact to Black & Decker Suzhou plant?

 

邹晴：这次合并是强强联合，对苏州百得的影响应该是积极的、正面的。在电动工具的制造和研发方面，苏州百得在整个史丹利百得集团都算是比较占优的。

Qin Zou: The merger is a powerful combination. The effects should be positive. In terms of Power Tools manufacturing, researching and development, Black & Decker Suzhou is relatively dominated throughout the Stanley Black & Decker group.

 

 

《分享园区》：百得在苏州工业园区接下来有什么样的发展目标和规划？在苏州的业务，对百得的市场布局有什么战略意义？

: What is the next goal and plan of Black & Decker Suzhou plant? What is strategic significance in Suzhou?

邹晴：今后5 年我们在园区的发展会很有挑战性。目前苏州的劳动力成本已开始逐年上升，这也将影响到整个集团的生产运营成本的上升。因此，我们目前也考虑在中国以外寻找发展。我们还计划将中国深圳工厂和OEM工厂的部分产品部转移到苏州工厂来。苏州的业务还有进一步的发展空间。

Qin Zou: We will face the big challenge in the next five years. Current labor cost in Suzhou has begun to increase, that will also affect the rising costs of production and operation of the entire group. Therefore, we are considering in seeking development outside China. We are supposing to transfer some products from Shenzhen factory and other OEM factory to Suzhou, in the other words, Suzhou business will have further development.

《分享园区》：史丹利百得的电动工具是如何形成品牌的？又是什么东西支撑着这个品牌？

: How was this Stanley Black & Decker brand formed? What is support to it? 

 

邹晴：史丹利百得的电动工具有 “百得”和“得伟” 两个品牌。好质量是品牌的基础，百年的历史沉淀和长久以来的好口碑打造出了这两个好品牌。我们的产品从研发到生产，再到检验，确保了产品的高质量。其次，史丹利百得的服务意识比较好，有利于形成并维护品牌。另外，“百得”和“得伟”在产品销售的基础上，还宣扬了一种工作和生活的方式——经久耐用。

Qin Zou: We have two Power Tools brands------one is Black&Decker” and the other is “DeWalt”. Good quality is the basis for brands. Our excellent brands were built by theirs Centennial history of precipitation and reputation. Be sure our high quality, we force on it from researching to production to testing. Stanley Black & Decker provide not only good service for customers, but also promoting durable work and life style as well. 

 

 

《分享园区》：史丹利百得的产品优势源自哪里？

: What are the advantages of your product?

 

邹晴：是坚持研发新产品，我们每年30%的销售额是来自于新产品。

产品创新永远是百得公司超越客户期望的最主要手段，通过市场调查了解消费者所需，也是保持产品优势的必要条件。

Qin Zou: We have been researching and developing the new products. That takes us 30% sales of each year. Product innovation will be always the main means for us to exceeding customers’ expectation. We are a customer-oriented company, Market researching is necessary for maintaining our product advantages.

 

 

《分享园区》：对博世、牧田MAKITA 这两个电动工具巨头，以及宝时得、泉峰、东成、国强等强势崛起的中国本土电动工具企业，作为史丹利百得人，您是如何看待竞争和竞争者的？

: As one of Stanley Black & Decker people, how do you treat the competition and competitors? Such as Bosch, Makita, both of them are the large Power Tools Manufacturing Groups, or others like Worx, Dongcheng and Guoqiang that growing up in China. 

 

邹晴：只有在激烈的竞争中，才会带来发展。从全球的角度来说，我们真正的竞争对手是博世和牧田，我们百得则在美洲占据优势。相信在不久的将来，像宝时得、东成、国强这些对手，也会是我们真正的竞争对手。

Qin Zou: The fierce competition brings us development. Our globally competition are Makita and Bosch, we have good sales in America. But I believe in the near future, we will meet our real competitors such like Wofx, Dongcheng and Baoqiang.

 

《分享园区》：苏州百得的人才培养管理模式是怎样的？如何在规范化的人才管理中凸显人性化？

: How is the personnel training management model in Black & Decker Suzhou plant? How to highlight the human in standardization of this?

 

邹晴：公司每年都会做培训计划和预算，给予培训足够的资金支持。除此之外，园区政府也给了很多支持与帮助。人才除了培养，管理也很重要。一方面从公司内部发掘和培养高端人才，另一方面营造人性化工作氛围和积极正面的百得企业文化来留住人才。

在制度各方面，我们公司始终讲究从人性的角度进行管理。员工之间是平等的，公司从上到下都以平等的态度去做事情，给优秀员工合适的晋升发展空间。

Qin Zou: We make training plan and budge every year to ensure our training implementing should have enough financial support. In addition, SIP Government also gave us a lot of supports. Both of personnel training and management are very important. We are seeking and training personnel from internal company, on the other hand, we retained personnal with our humanistic and positive Black & Decker Culture.

We work closely with employees of all levels. Our Excellent Staff will have suitable promotion and personal development.

 

 

《分享园区》：苏州百得在发展过程中遇到过什么特别的困难？又是如何成功解决的呢？

: Did Black & Decker Suzhou has any particular difficulties during these years? How did you solve it successfully?

 

邹晴：给我印象最深的是2009年全球金融海啸对我们的影响。当时由于订单的减半造成企业面临需要裁员近半的困境。园区领导给我们的指示是：保就业，促安定。在困难的三四个月的过渡时期，公司通过调整工作时间，耐心与员工进行沟通等措施，终于顺利地渡过这一难关。

Qin Zou: The biggest difficulty we have got is the global financial crisis in 2009. I still remembered we have to decide to layoff almost half staff due to our order reducing. But at the moment, SIP Government required us to preserve jobs and promoting stability. During that difficult period, we adjust weekly work hours and communicate with staff patiently for three or four months. Finally we went through this tough time with our effects.

 

 

《分享园区》：作为外资企业的管理者，你是如何平衡中西方文化，并将它运用在公司的运营管理中的？

: As a leader of Foreign funded enterprises, how do you balance the Eastern and Western culture? How to use it in your management?

 

邹晴：我是在中国出生长大的，1986年去美国访问深造，毕业进入美国百得公司工作。直到1998年，被总部外派到了百得苏州工厂任职。对于我来说，东西方文化的平衡处理是很有优势的。比如国内国外对工资的理念是有区别的，中国员工还大多有工龄工资的概念。为了平衡这一点，我们对操作工中进行年底的SKILL LEVEL TEST来达到皆大欢喜的结果。其实不论是东方文化，还是西方文化，都有好的方面，就看怎么将他们互补，这才是最重要的。最根本的是让员工开心地工作，为自己，公司，社会创造最大的价值。

Qin Zou: I was born and grew up in China. I visited to USA as a visiting scholar in 1986. After graduated from Maryland University, I joined in Black & Decker Corporation in USA. In 1998, I was assigned this new job to serve in China. Therefore, I have the great advantage for handle with the balance of Eastern and Western Culture. Such as the idea of salary, there is really different between two cultures. Our Chinese employees still have the concept of seniority pay. Thus we began to implement Operators’ Skill level test since last year.

Eastern and Western Culture have their own advantages. The most important is how to complement both of them. Staffs work happily to create the maximum value for our company.