How many people know that Nanjing Automobile, which has just passed its 60th birthday, once enjoyed the reputation of China's Sanqi. As described by the three seniors in the automobile, “Automobile Business Review” draws you a long history of dustiness

Li Kegang: The 38th person

I was in Nanchuang in November 1947, except for the middle period of time, I was transported to FAW for supporting the national key construction. Most of my life was spent at Nanqi. I should say it was the old man of Nanqi. one.

After I took part in the underground party in Shanghai in 1945, after the Japanese devil surrendered, I came from Shanghai to Huai'an, where the Huazhong Military Region was then. Later, the Kuomintang launched a civil war and attacked the Liberation Army. When I withdrew from the Central Military Region, I evacuated to Shandong. Then I was 20 Coming to old age.

At the beginning of the war, the enemy was strong and I was weak, and our territory became smaller and smaller. In November 1947, I obeyed the call and I was on the front line when I was on the front line. At that time, I entered the Sanye Special Column logistics and repair shop, which was also the precursor of Nanqi.

Before the Japanese devils surrendered, I worked as a carpenter at the Yangshupu factory of the Shanghai Jiangnan Shipbuilding and then joined the underground party. After the surrender of the devils in 1945, part of the New Fourth Army was preparing to enter Shanghai. Just as Chairman Mao Zedong went to Chongqing to negotiate, during the negotiation process, there was news that Jiangnan could no longer stay and the troops would have to go from south to north. After the arrival of the New Fourth Army, an activity was revealed, and even the common people knew where the new Fourth Army was.

I took a small bag and took my mother to Huai'an. The Military Region General Department of Engineering conducted a study class and was prepared to allow the returnees to study in order to be sent out in the future. The Kuomintang is still on the offensive. After the offense, we can't get out. We can only go north and go to Shandong. From Jinan to Weifang, there are close to 1,000 kilometers of exports, and we focused on mobilizing people to engage in land reform. Less than six months have passed since the Kuomintang attacked, causing the land reform to be frustrated. We are ready to cross the Yellow River.

There are many local cadres in northern Jiangsu. Among them are lesbians. We became acquainted with the land reform. Her lover was then an instructor at the Sanye Special Column. When he came to pick her up, I asked him: “Your troops need not Workers?” He said, “Of course, we need to mechanize.” At that time, the organization called for local work. When I handed in the report, I was successfully approved.

When I went to Sanye Special Forces Repair Factory, the director was Wang Naixin and the instructor was Yuan Dagao. When I arrived at this factory, there were about 37 people with information available. I was the 38th person. At that time, there was a saying that there were technicians in the repair shop "two and a half people." Why is it "two and a half"? Zhao Jiang and Zhang Qi count one and Zhou Shengde counts half, because he did not go to college.

After going to the repair shop, I was assigned to the truck crew. Our factory's mission is mainly to serve the special column. How did the special column come from? In January 1947, the first rapid column of the Kuomintang entered Shandong. They were mechanized troops. All of them were equipped with 1056 artillery. After they reached Lunan, they were trapped inside and couldn't move artillery. We won a great victory in the battle of Lunan. After destroying them, we set up a special column. The 1056 artillery has its own characteristics. At that time, I had not come yet. The Huaizhong Military Ministry had drawn more than a dozen people to set up a repair shop on March 27 of that year. This was the day when Nanjing Automobile was founded. Soon after the troops passed through Zhejiang Province, when they reached Wanjia Village, I joined a repair shop.

The repair shop initially had five or six lathes. At present, only the factory and me have Daiyue. During the war years, factories were located in rural areas and power was dependent on the only diesel generator. After the troops moved to the factory, they installed the diesel engine to generate electricity.

There is no eight-hour working period in the war years, there are no holidays, no set of rules and regulations, what the troops need, what we will do, when the troops need it, and when we will do it. The dozens of people in the repair shop don't have the concept of time. When they wake up, they just dry up. Then they eat something and then do it again. Sometimes they still eat after dinner. Sleepy to find a place to fall to sleep, how to do without a shower? Workers tried their best to open the diesel barrels and burn a bucket of water. They needed to take a bath and climbed into it to wash it. The hard working conditions can be imagined.

We enjoy the same supply system as the troop fighters. All workers made things in accordance with the platooning treatment, but we had one more technical allowance. According to the current version, we can buy about five or six pounds of pork per month. At that time, Shandong Xingxing went to the market and once in ten days, we got the money for the fair. Some buy chickens, and some buy three or five catties of meat to improve their lives. Despite the hardships of life in the war years, they have lived a full life.

In 1948, we moved from Wanjia Village to Houzhanying Village in the northwest corner of Shandong Province. At this time, the factory has grown to more than a hundred people. The factory is also equipped with cultural instructors to allow workers of low cultural level to learn culture. At the end of the year, the factory moved from the Mei Village (interim stay) in the middle of Beijing Pu Road to the pick-up area about 20 miles northwest of Xuzhou.

At that time, East China was playing the Huaihai Campaign. Most of the people in the factory are drawn out. What are they doing? After the Kuomintang was destroyed, there was a large amount of mechanical equipment that we wanted to receive. I remember that when we were ten kilometers away from the battlefield, we watched the Kuomintang wandering and throwing things around. Once the victory was won and many of the enemy's cars were thrown into the battlefield. Although I could not drive a car, I picked a jeep to drive it out. The Kuomintang came to bomb these materials the next day and we watched jokes next to them.

After the Huaihai Campaign, the factory added many more people. At that time, our factory had grown to more than 200 people. At this time the troops are ready to cross the river. As we were busy repairing what was left after the war, we picked up and settled in Xuzhou for quite some time. After crossing the river, we accepted the task of playing Shanghai. On April 23, 1949, some of us crossed the river to Shanghai.

I am a lathe, so I am relatively late. When traveling, the factory equipment was removed and loaded on the train to the south. In fact, what happened when the Kuomintang aircraft broke the Huaihe River Bridge? We first used the train to transport the factory equipment to the north of the Huaihe River, and then used a car to transfer to the south of Huai River through a pontoon, and then loaded the train south.

At the time of loading, I drove a large car next to me. I was too close to me, probably less than 20 centimetres. When the car turned, I fell and my right leg was broken. I was forced to stay in a bed and recuperate.

After the troops finished the Shanghai campaign, they moved to Nanjing and received the original KMT 401 auto repair shop. After I recovered from a leg injury, I came to the Nanjing garrison and was over two months later than the big army.

At that time, I jokingly told us that I was "holding a gun to stand guard" and took the house to a stop. In the four houses in the new village of South China, we “occupied” one building and later spent money to buy another three buildings; Chen Yangdian’s several small houses and the construction of a new village on the 4th of Shanxi Road were also “accounted for”. .

On January 2, 1950, Sanye Special Column Logistic Repairing Plant was established. At this time, the factory has grown to more than 1,000 people. The factory has four sub-factories: garages, gun repairing plants, tanneries, and factories. I was seriously injured in my leg and I am not suitable for returning to the workshop. Just as the factory had to establish a trade union, the organization decided to let me do the work of the trade union. I became the chairman of the first trade union of Nanqi. The main task was to provide benefits to the employees.

We brought two treasures from the army, one is a cooperative and the other is a barber shop. The union took over and put it up. At that time, the employees were very nervous to buy rice. Before liberation, they had to eat rice. After the liberation, it was quite difficult to buy rice. The trade unions tried to buy rice for employees.

During the period of the War to Resist US Aggression and Aid Korea, this factory witnessed a great change: the gun repairing factory was transferred back to the army to enter North Korea; the repair factory was also relocated to Dandong Anjia at the Sino-North Korean border; the tanneries were handed over to local management; and the remaining manufacturing plants and plants The agencies were merged and changed to the Sanye Special Column logistics and distribution factory. The director was Zhang Qingyu and the deputy director was Wang Naixin. Nanchang Automobile evolved in this way.

After the establishment of the system, Zhao Jiang was promoted to deputy director and production manager. I was transferred from the union and I was appointed deputy head of the production department to manage the production.

Around 1953, the compounding plant continued to prepare for the troops. However, the troops could not consume so many parts. The factory chose to engage in auto parts such as pistons, bearings, piston rings, Piston Shaw and other parts. In addition to supply troops, it also provided To the community.

At the same time, we began to produce products such as the Jinggangshan brand motorcycle. At that time we cooperated with the Beijing auto repair factory. We made the engine part, Beijing made the body frame part, and then assembled together.

At that time, the situation in the country changed, and the Ministry of Machinery Industry established the Automobile Industry Administration Bureau to prepare to receive a number of basic repair facilities in the country, such as Jinan, Beijing, Lancang, Wuhan, and Nanjing Auto, etc. The system will gradually shift from troops to places.

Around 1953, the Sanye Special Column Logistics Repairing Plant was placed under the Ministry of Machines and our military workers who passed through the military uniforms were collectively re-employed.

In June and July 1954, FAW had to deploy a batch of management cadres in a certain basic enterprise across the country. Nanqi decided to transport me out. When Nanjing Automobile officially entered the ranks of the car, I was transferred to FAW.

When Nanjing Automobile started to make a car, I was not in Nanqi, but I still contributed to Nanjing Automobile. At that time, the large forgings that Nanjin had been able to make difficult—the former gongs, the horns, the rear tow hooks, etc., could not be solved by themselves. Only the 10 ton forging hammer introduced by FAW from the Soviet Union could be forged once.

I was the deputy director of FAW's production scheduling department, and I was in charge of external collaboration. I told the forging workshop that the collaboration part of Nanjing Auto, you want to open the green light, as long as it does not affect the liberated card on the line, so the Nanqi forgings to FAW can be said to be unimpeded Unimpeded. I joked that I worked indirectly with China Automotive at FAW.

Li Afu: Building a Car in 1958

I was born in 1928. In order to solve the problem of eating, I began my career as an apprentice at Huachang Gangjin Iron and Steel Works in 1942 when I was 14 years old. I helped to clean up and send things to others. After a year, I quit: “There's nothing to do with this? We must go to the workshop.” At the workshop, nominally, it was the lathe work. Actually, the lathes and the milling cutters did everything. A set of molds were all tracked. Down.

After the liberation, the factory was renamed Shanghai Aluminum Products Test Factory. In response to the national call in March 1955, 156 key construction projects required a large number of technicians and skilled workers. Our group of people went to Changchun in March of that year and went to 2,000 people that time. I worked in FAW for 8 years. In June 1966, I was appointed as deputy manager of Nanjing Automobile Co., Ltd., and was the director and chairman of the Nanjing Automobile Manufacturing Plant. She retired in 1992.

Changchun Machinery Factory is the first auxiliary factory. It is called a temporary workshop for molds, machine repairs, and tools. We started from the auxiliary workshop and were responsible for the tool and later called the tool 2 workshop. At the same time, there are forging workshops, mold workshops, and mechanical workshops at the rear.

Adding workshops The Ministry of Motor Industry produces pneumatic tools, with about 100 people. At first I was a lathe in the inside. In 1959 I was promoted to a section chief. Later I went to the second group as a deputy leader. The addition workshop where I was located later became the FAW model workshop.

At this time, I loved sickness and sent her back to Shanghai for medical treatment in 1959. When I went back, I suffered from repeated attacks. Really I couldn’t go on and I gave the above response and said, “You transferred me back.” The factory leader also expressed support. He asked me, “Go to Hangzhou or other places, you pick it up.” At that time, Shanghai account control Very strict, people from Shanghai can no longer come in. Later, I decided to go to Nanqi.

In October 1962 I was transferred to Nanqi, still working in the rear, as deputy director of the tool shop. In 1958, Nanjing Automobile began to engage in autos. It was modeled on the Soviet Muse and was affected by some American jeep. The roof canopy should be iron, but we can't make it out of the equipment and we can make canvas just like the cars we used to fight.

From the very beginning, NAC has been producing cars and producing engines for itself. The engine has two models, a 70-engine and a 50-engine, which can match the car and solve the problem of power generation. NAC is the first Chinese company to produce engines and is modeled on Soviet engines. The condition of the generators was not good at that time, and our engines were booked everywhere throughout the country. Nanjing Automobile has a great reputation in this area. Unfortunately, Nanjing Automobile lost this piece.

At that time, Nanchang had a high level of enthusiasm among the masses from top to bottom, and it was difficult to do so. It required a lot of investment and the national economy was also relatively tight. We are facing difficulties and propose self-reliance and hard work. Nanchang's production capacity is 1500 to 1800 units, and many parts need national cooperation. For example, gear transmissions are geared at Yujiang Gear Factory, I-beam is at Changchun FAW Factory, and the forged 230 front axle is Yangzhou Parts Factory (bus plant).

At the time, there was such a slogan in the factory: “Nanjing Automobile Factory takes a pick.” This means that the factory is small and the tools are few. In the year 1947, when the plant went to where it was picked, it was mainly to find a few carriages. The equipment, tools, and materials that were removed were loaded onto the carriage, and the troops left. "One Taken" is the name of an image added by later generations.

The engine must be mass-produced. The crankshaft is forged and a 10-ton die forging hammer is required. We did not have at the time. What should we do? We would like to find a way to use cast forgings and try out ductile cast iron crankshafts without starting from Nanqi.

The frame, the main key two beams, requires 2,500 tons of presses. Nanqi does not have such a high tonnage press. We used 300 tons of two units, 25 tons of one, three hydraulic press assembly pressure.

At that time, we needed to rebuild 4,000 to 5,000 vehicles each year. Later, the troops could not digest it and 230 would no longer produce. It is worth mentioning that since we started manufacturing cars in 1958, we have named it Yuejin. This brand has been used until now.

The development of Nanjing Automotive Industry Co., Ltd. can be said to be a burden and a challenge. It has undergone a process of development from scratch and from small to large. There is not much investment in the country. I remember the first cost, the production and development of technological transformation mainly for the 230 models invested 8.86 million yuan, the state approved a long time before they were approved.

As a result, the money was not used up. In 1966, the Cultural Revolution began. South China Auto has engaged in an expansion plan for 25,000 production capacity, and the state has invested 80 million yuan. After the country's economic difficulties were not used up, it was used to purchase key equipment, improve product quality, and expand production capacity. For example, it purchased 2,500 tons of hydraulic presses from Taiyuan Heavy Machinery Plant and purchased 3000 and 4,000 tons of hydraulic presses. The establishment of an engine testing center and the expansion of the Heimoying production base and the creation of Iveco created the conditions.

Nanqi has the characteristics of Nanqi. There are 7 rooms at the back of the tool shop, and four sides are leaky. The conditions are very poor. In 1976, a major earthquake occurred in Tangshan, and the trains were unable to pass the train. In July and August of that year, there was no way to produce. The Big One could not be transported by plane only when the car was sold for only 11,000 yuan. The cost of the aircraft was too high.

Nanjing Automobile also has a unique feature. Older workers are more self-reliant, and without such a clause, it is impossible for Nanjing Steam to develop. For example, when I didn't come, I heard people say that the cab basically had to be printed by Zhu Muyin. Where can we do wooden printing? Use cardboard to make a plan.

Also, active gears used in the delivery area are scarce. FAW's initiative to be geared is to transfer the country's Gleason equipment. Gleason is a name, the United States is called spiral production, the equipment is more demanding, can only use its matching tools, others are not enough. In addition, to do this car, you must do two sets of tools. General enterprises do not have this equipment, FAW is also due to inadequate preparation, only the domestic production of Gleason transferred.

I remember very clearly that on June 13, 1966, I had just taken office for three days and the Cultural Revolution began. During this time, we also produce cars. Albania has 600 cars and we haven't worked it out for a month. In addition, we also support Vietnam. All the cars came out, but they didn't know what quality they were in. They were pressing down in Curry and couldn't get on the boat.

Li Kegang: Launch flat car

In May 1978, after I worked in FAW for 24 years, I was transferred back to Nanqi. At that time, Li Afu was the director and I was the deputy director of production.

After more than 20 years of hard development, Nanjing Automobile has reached an annual output of 10,000 light trucks, with assets of nearly RMB 100 million. The entire plant has nearly 10,000 employees and ranks third among Chinese automakers (the first two The name is FAW, Second Automobile).

In the era of planned economy, Nanjing Automobile has become a representative of light truck companies. As long as the country needs, the task will be assigned to Nanjing Automobile, and the materials will be allocated by the state. After the products are made, they will be purchased by the state. They are called “planned unified release, unified distribution of materials, and unified acquisition of products”.

At that time, Nanjing Auto was expanding its factory buildings and equipment by a scale of 25,000 vehicles a year. For this reason, the country agreed that Nanjing Automobile should make plans for investment of 80 million yuan. When 1980 countries encountered temporary economic difficulties, they suspended the implementation of 25,000 projects. No money is the first problem I encountered after I returned to Nanjing Auto.

The second problem was that the national gasoline was tense at the time and Nanqi was required to convert the gasoline engine into a diesel engine. If there was no diesel engine, what should I do? At that time, the relationship between Nanjing Automobile and Yangzhou Diesel Engine Factory was good. We joined Yangchai to improve the gasoline engine and convert it into a 131 diesel engine.

There are many difficulties when starting to match. In the Spring Festival of that year, we did not rest for five days. We tried in the factory, and finally we worked hard. We finally succeeded in our transformation.

After the diesel engine was put on the market, it was basically accepted by users. However, the production of Nanqi slipped from 10,000 in 1981 to over 8,000. It can be imagined that the 25,000-vehicle retrofit plan was suspended, gasoline was tight, and the diesel engine just put in, and the market complained. Some said that Nanjing Automobile had a consistent system for 30 years, and some said that Nanjing Automobile had too much soil, and the front said that it was ugly to see how hard it was.

How to do? Retrofit. No money can only be changed gradually. During this period, we started to deal with Japan to visit Isuzu light truck factory in Japan, and the two began negotiations. Isuzu was willing to sell the replacement cab mold to Nanqi, so we spent $740,000 to buy a full set of molds.

After we bought it, we started to make molds and launch flat cars. In the past, Nanjing Automobile's cars were long headed. This face was a little Japanese. In addition to the front, other engines, bridges, bridges did not change. At the beginning, workers and the masses are not willing to accept it. I remember when the packing box was shipped to the assembly plant site and got up and looked up the next morning, some people also wrote in chalk: "A pile of scrap iron, you guys command." However, after commissioning the market, it was accepted by users.

At this point, NAC has slightly recovered. Our old minister, Rao Bin, was very concerned about Nanjing Automobile and he mentioned Nanqi in several meetings. He once said: "I built a FAW, and later I got a second-hand car to let Steyr introduce Steyr technology. Now it's most worrying about NAC." He also said: "The issue of NAC is not resolved. I can't sleep well."

Rao Bin is the "father of the car." In this case, he began to select the model for Nanqi, and then step by step to the introduction of Italian Iveco on this road. In 1983 he led the team to Europe. Jiang Lao (Jiang Hua) was sent on the premise of establishing a Nanjing associate company.

Jiang Hua: Establishing Nanlian Company

I am a bit different from them (Li Kegang, Li Afu). They are experts and have been working in a car industry for a lifetime. I am a halfway monk. Let me introduce myself first. I was born in 1926 and was the same age as Li Kegang. In 1938, I joined forces 11 years ago and called the third coalition of the Anti-Japanese. Later I called the Fifth Division of the Eighth Route Army Shandong Detachment, which was later the 27th Army. 31 military. I am the armed young pioneer of the army, and served as the captain of the squadron and propaganda chief. Later I was the head of the district children's team and head of the County Children's Youth League; the district youth salvation president and the county youth salvation president. Then he went back to the Sanye Jiuling Team. I had made secretaries to the political commissar and also served as secretary of Xu Shiyou.

When Weifang was liberated, I went down from the army to become a military representative, worked as an associate member of a car repair factory, and served as a secretary of the district party committee and a secretary of the county party committee. Then it was transferred to FAW. When I went to report in 1952, FAW had 200 people. I am the first Personnel Director of FAW.

In addition to studying in the Soviet Union for more than a year, I have served as the director of the carpentry workshop, deputy director of the foundry workshop, director of the engine plant, and secretary. Later I joined the leading group of the plant and served as deputy director of the Political Department, becoming one of the 12 leading members of the leadership team.

During the Cultural Revolution, I was the first person to be knocked down by FAW: the first to criticize, the first to confess, the first to go to the streets, and the first to dismiss. Because the rebels rebelled against me and refused to let them, the rebel factions approved Liu Shaoqi and Deng Xiaoping. After liberation, in 1972 I was transferred to the Second Automobile Company (Dongfeng Company) and served as deputy director, deputy director, deputy secretary of the Political Department, and deputy secretary of the Shiyan Municipal Party Committee.

In November 1980, I was also working at FAW. One time I went to Xiangfan on a business trip, one evening, I suddenly received a phone call from Comrade Rao Bin, an aircraft minister, and asked me to come to Beijing to participate in a delegation led by Zhang Jianfei, director of the Bureau of Automobiles, Hu Xinmin, Li Daisheng, and Li Afu. After visiting Japan Isuzu Motor Co., Ltd., I will continue to work for the second time.

In late March of 1981, Zhang Jianfei’s phone was also received to inform me about the issue of job transfer. After arriving in Beijing, Gu Zhaotian, the secretary of Rao Bin, first showed me a phone call summary. This is an excerpt from the speech of Vice Minister Bo Yibo on March 18 when he inspected Nanjing Automobile. The main decision was to establish a joint venture company for the Nanjing Automobile Industry and jointly reorganize the auto industry in five provinces and one city in Jiangsu, Zhejiang, Anhui, Anhui, Jiangxi, and Wuhan. He pointed out: “The combination of five provinces and one city is a major issue. The previous section has done a lot of work and the conditions are relatively mature. Hui’s governor expressed his agreement. To unite, to liberate thoughts, to act steadily, and to work actively. The governors of Huizhou are in command, and the vice minister of the Ministry of Machines is the deputy commander. For a month, the establishment meeting must be held."

Rabin said on March 19th: “Notice Jiang Hua, come to Beijing for the talks and go to Nanjing.” In fact, when Zhang Chang was inspecting with Bo Lao, he had already transferred me to Nanjing and informed the deputy governor of Wang Bing.

Afterwards, Rabin talked with me several times in his office and at home, and he mobilized me for my doubts. This is a new thing. He must dare to think and dare to work boldly. After introducing some situations, notices were given.

On April 3, Bo Yibo talked to me and talked for two hours and ten minutes. Also present at the meeting were Lu Dong, deputy director of the National Machinery Commission, Feng Ke, member of the National Machinery Commission and Director, Thin Secretary He Guanghui (who became the deputy director of the National Economic Reform Commission), Rao Bin, and Deputy Director of the Automobile Bureau Zhang Xingye. Zhang first reported on several ideas for the establishment of Nanlian Company and made important additions.

Bo Lao said: "We must rely on Jiangsu and organize factories in Zhejiang, Fujian, Anhui, Jiangxi, and Wuhan."

"What should be studied, which is to be shut down, which should be transferred? What can we do if we can not shut down and switch in a certain period of time? We can't turn slowly, we can't join together again, and it's small and all-inclusive. Anyway, not all five provinces and cities can make small things. And it is a revolution. It is a breakthrough."

"There are certainly many contradictions, that is, we must first organize and do not be afraid."

"If you want to choose the best arrangement, if you stop with the next bad command, you must stop and don't call it to exist. Now more than 130 cars are built, and you have to dominate afterwards. It is forbidden for you not to allow you!"

"I'll do it now and eat it in the next step."

“It can also be used for unified production and sales, places where people can stay, and the nine unifications broadcast this morning can be seen and pulled out first. If 500 companies nationwide engage in the form of mechanical committees, they are essentially State Departments. When they are united, there is neither a department nor a committee. In any case, the relationship with the provinces and cities will change."

"Without speaking about the Central Government and not having local ownership, it is the ownership of the People's Republic of China and breaks the boundaries between localities and departments."

“There are difficulties now. It is willing to unite. When it is saved, it is small and full, so I’m talking about the danger of riding people.”

"Begin to persuade and open up. However, what should you do if you don't agree? It's like the people say, "I'll call you!"

Looking back at the time, leaders at that time considered changing the status quo through reforms, and the intention of establishing joint ventures was to reform the structure and layout and to rectify the disparities between industries and enterprises. However, it was still in the period of planned economy, and it was not clear about the establishment of a market economic system. This is doomed to this kind of affiliated company is a certain degree of administrative nature, given it should not have a considerable number of government functions and operating methods, and later practice also proves that there are inherent problems with this joint venture.

I took this guiding ideology and intentions and shouldered the task of superiors' account. I was ordered to come to Nanjing on April 12, 1981.

After I arrived at the new post, I first looked at Nanjing Automobile. Think that as the third automobile factory in the country, Nanjing Auto has the fine tradition of self-reliance and hard work, and has contributed a lot to the country. However, it was difficult to sell at the time and it was not booming. As a leading basic factory, it was not attractive enough to cohere.

Afterwards, I visited other factories in other five provinces and cities, met the provincial and municipal leaders, and discussed the establishment of the preparatory group. Due to historical reasons, the automotive industries in these regions are all producing 130 cars similar to Nanjing Auto. They are self-contained, small and complete, and their plant area is very large. However, their technical strength is weak and their leadership attaches importance, but they are in the Great Leap Forward. The blind development in the cultural revolution and the repeated construction have scattered limited economic forces, and the layout is extremely unreasonable, and products have little vitality and competitiveness. Due to the fact that they were all living at the time, they hoped to be saved, and because the Central Committee had called for it and it was also proposed by Vice Premier Thinner. Therefore, they all expressed support for the establishment of joint venture verbally. Each province and city designated the director of the Ministry of Machinery and Transportation as the team member and confirmed it. The first batch of joint ventures.

On May 19, 1981, more than a month after the old talk, the preparatory group was established on the 13th of Dr. Sun Yat-sen's Mausoleum. Lu Dong, Rao Bin, Hui Yuyu, Wang Bingshi and Zhang Jianfei participated. Feng Ke presided over the meeting. Hui welcomed the governors. The words, Lu Dong and Rao Bin delivered long speeches.

When speaking in various provinces and cities, they all spoke prominently about their advantages and revealed a feeling of mutual disobedience. The meeting announced that the National Machinery Commission appointed Wang Bingshi as the team leader, and Li Daisheng was the deputy leader. Based on the technology and management power of Nanqi, Lu Dong and Hui Yuyu also specially granted the company a batch of leaders from across the country. Under the care of FAW Li Gang, Yan Zhaojie, and Erhui Li Huimin and Wang Zhaoguo, they successively deployed personnel. , to enrich the leadership team and functional agencies.

Then we went to the provincial and municipal joint ventures to investigate and study, select products, plan the division of labor, and discuss the plans for factory renovation. This work was mainly conducted by the Chinese automotive sector veteran and chief engineer Zhang Hao. Everyone agreed that the period of the “6th Five-Year Plan” period was mainly to transform and improve the NJ131. In addition to continuing the joint venture with the Isuzu negotiations to win the engine, the other units were all associated with the division of labor. However, at that time, the Japanese side was only willing to buy and sell Chinese businesses to make money, and it was not willing to give us advanced technology. The negotiations could only end. The Japanese only sold us a cab mold, only the cab could be remodeled. Therefore, the new car was completed during the "6th Five-Year Plan" period, but the engine was still old, leaving behind the so-called "heart attack".

Through another round of contacts, the management committee of the affiliated company was created through consultations. The members are still mostly the heads of departments of provinces and cities, again exposing the company’s administrative nature. This is the only joint venture approved by the State Council. The director, manager, and chief engineer of the management committee are approved by the Party Central Secretariat and appointed by the Central Organization Department. The members and deputy managers of the management committee are appointed by the National Machinery Commission.

On January 29, 1982, a year after the joint initiative of Vice Premier Thin, the founding meeting of the Nanlian Company was held in Nanjing. Li Daisheng, Director of the Management Committee, and Deputy Director Su Hongji, Secretary of the Party Committee of the Nanjing Automobile Industry. I am a manager, deputy managers include Zhang Yizeng, Liu Gang, Li Afu, and Li Longtian. Later, they added Gao Xinjian, Xu Jiakuan, Gu Yutian and others.

After the product is determined, it is the professional division of the factories. This is the most sensitive issue. Due to the drive of their own interests, they have naturally caused heated debates, which have caused redness and hurt feelings. There is indeed a lot of practical problems in the transformation from small to complete professional factories. We set out from a global point of view, worked out a plan, and approved by Beijing. We held a special meeting in Lushan in the summer of 1982. The State Planning Commission, the Economic Commission, and the Machinery Commission sent representatives to the meeting to repeatedly explain the mobilization and finally set a firm deadline. The hearts of many provinces and cities are not satisfied with their conscience. Some people also said that "the heart of Nanlian is difficult to connect with."

In the spring of 1983, the second meeting of the company's management committee was held in Fuzhou to discuss the progress of accelerating technological transformation. At that time, under conditions of very tight funding, the country also granted a special technical modification fee of RMB 90 million to Nanlian Co., Ltd., of which RMB 65 million was used by Nanjing Auto, and other factories were allocated according to their workload. This money is much less than the national construction of FAW and FAW. However, it is the first time that these plants have received state funding. It is not easy to come by, but they are naturally happy, but they are not satisfied. They suspect that they are few and many others.

After the five-year plan was finalized, a long and short-term plan was formulated based on the combination of distance and nearness. In the summer of 1983, a working conference was held in Hefei to specifically study the current production problems, emphasizing two tasks, one for eating, and the other for building. , Live first, live better, arrange co-production and joint sales, rectify the company, and build a learning enterprise.

In the spring of 1986, after the completion of the phased work of Iveco's introduction, the superiors decided that Nanlian Company and the South China Auto Group would set up a team and two brands. Shortly afterwards, I retired according to regulations and the young comrades were responsible for various tasks. Later, after several changes, Nanlian Company ceased to exist.

According to the principle of Comrade Xiaoping’s feelings of crossing the river through stones, in the course of reform and opening up, Nanlian Company has actively explored cross-provincial and cross-sectoral cross-departmental alliances. It is an experiment conducted without precedent and experience. It has played a role, but because it is a union under the principle of three invariants (unchanged affiliation, unchanged ownership, and unchanging financial relations), it is not an economic union with internal economic essence, it is loose and not tight. joint. Under the kind of economic system mechanism at that time, the mission and tasks that the leadership gave to an affiliated company were difficult to achieve.

In the era of planned economy, it is also true in the market economy. Driven by their respective interests, all provincial and municipal factories have the strong desire and determination to establish an auto industry system by themselves. They support it as a pillar industry and firmly oppose becoming a The specialized factory of division of labor does not let it manufacture the whole vehicle.

All provinces, cities, and factories participate in joint ventures and their hearts are in order to continue to develop their own all-round auto industry. Although this kind of highly administrative company had some advantages for each factory at the time, it was difficult to exist under the market economy system. Later, the central leadership also recognized this issue. Bo Lao conveyed the instructions of China National Automobile Co. CNGC evolved into federations and associations. Of the seven associates, Beijing-Tianjin-Hebei, Nanjing Parts and other companies no longer exist, and heavy-duty, liberation, and Dongfeng have all been reorganized. Practice shows that this form of horizontal joint venture is not appropriate. It is necessary to look for a new road of integration to solve the problem of the layout and structure of the auto industry, so that China will move from a large automobile country to a powerful automobile country.

In 2003, the media once reported that Nanhua may cooperate with SAIC. At that time, Nanqi was still a large corporation under the direct management of China National Automobile Industry Corporation. When Xiao Nanping, the director of Nanjing Automobile, organized 13 old veteran comrades in our advisory committee, we all agreed to cooperate with SAIC Motor. At that time, SAIC had more than 900 billion yuan in assets of nearly 100 billion yuan, and Nanjing Automobile had only 10 billion yuan, which is a 10:1 relationship.

SAIC's attitude is very clear. The alliance does not mean that I will take you over, but we are tied together. NAC's light trucks, Nanjing Fiat and Nanjing Iveco are not moving. SAIC's Shanghai General Motors, Shanghai Volkswagen and parts companies are also Do not move, just link the two headquarters.

At that time, Nanqi was affiliated with China National Automobile Corporation. After decoupling, Nanjing Automobile returned to Jiangsu. After these old comrades retired to the second line, they were all very concerned about Nanqi. They all hoped that Nanqi could thrive.

Jiang Hua: Introducing Iveco

When I went to Nanlian, the elders gave me two tasks: one was integration and restructuring; the other was introducing technology and improving products. Now that Bo Lao has passed away, we miss him very much. I also wrote an article to commemorate Bo Lao.

When talking with me, Bo Lao once instructed: “You need to open up a bit of ideology, introduce advanced technologies to digest, and modernize localization. You must first ask the experts to demonstrate.” After I went to Nanlian, 130 had improved and replaced it. The cab broke a consistent 30-year system. However, it is still far from the international level, which requires a fundamental solution to product problems.

Rao Bin is also very concerned about the issue of a strategic issue, called China's auto industry, "the lack of light weight, crane is equal to zero," including the issue of light vehicles in the South.

When Rabin received the Italian delegation in 1983, he discovered that the Italian company Fiat had advanced products, and that Fiat had experience with the socialist countries. The Soviet automobile industry was helped by Fiat.

Rao Bin began to form a delegation. He personally led the team to the inspection and found Iveco. His initial impression is that Fiat is more suitable for China's situation, with advanced technology and economic advantages. Italy promised to give us more than 20 million yuan in grants. At the same time, it trained Chinese technicians, managers and workers. In addition, the Italian government can also Low-interest long-term loans more than 200 million US dollars.

In the winter of 1983, I and Zhang Zeng’s chief engineer led a team to inspect the Iveco company, and later visited GM, Ford, Kleist, Citroen. At that time, the 100 year event commemorating the automobile industry was held in Germany. We used this opportunity to examine the German automobile industry, especially the light vehicle industry. After a general understanding, we report to Rao Bin, and then Rao Bin reports to the country. In the end, the country decided to introduce Iveco technology.

其间，这个项目经过多次多轮的谈判和反复研究，包括胡耀邦、陈慕华、张劲夫都去过菲亚特考察。这是中国跟意大利最大的一个合作项目，也是一汽从苏联引进解放产品后中国的另一个引进大项目，所以国家非常重视。我们光报告就打了25次，党和国家领导签字批示35次，国家24个部门参与，如银行、财政部、机械部、计委、经委，每个部门都是从科员、科长、处长、局长，然后到部长，层层报批。

那一年，我有半年时间在北京，最长时达到72天。那时的计划经济体制，还不适应改革开放形势。饶斌同志亲自参与，亲自写文字报告，亲自向陈慕华、张劲夫等领导人推荐，到他们家里去谈，最后谈成了，所以说饶斌不但是桑塔纳之父，也是依维柯之父。

应该说，“六五”期间我们的技术改造，还属于小改小革性质，新车和先进国家的轻型车有差距甚大，仍挡不住外国车进口，也满足不了国内市场的需求。怎么办？上海大众和济南重型的做法启发了我们，视野更加开阔，思想上进一步解放。我们加强了外事活动。

在饶斌提出“依维柯的轻型车可能将是我们优选的对象，但还要货比多家再定”之后，我和张老组织了一个技术考察小组去依维柯做了进一步考察。并对引进其技术进行了初步商谈。由于这将是中国和意大利两国最大的经济合作项目，故我驻意使馆高度重视，商务参赞亲自介入实际工作过程，对促成此事发挥了重要作用。

菲亚特集团高层则以高规格接待，与依维柯一起，派权威人士全程陪同考察了其所属单位，并表示了转让技术可能提供的优惠条件，使人们也有了一定倾向性。

我们认为依维柯这个车是80年代先进产品，工艺水平也是比较高的，而经济上，意大利政府可以提供高额的低息贷款及相当数量的赠款。可无偿培训我方若干技术和管理人员等。而这正是我方所迫切需要的。是当时其他国家和企业不能也不愿提供的优惠条件。于是，我们邀请菲亚特组团来华进行商务谈判，并以此优惠条件作为筹码，同其他国家厂商谈判讨价还价。

为了比较，我们又同法国雪铁龙公司进行了接触商谈。1985年，应美国工程师学会之邀，中汽要我率中国汽车工业代表团参加了当年的学会活动，并考察了美国几家汽车厂，重点接触了福特公司，还会见了台湾汽车工业界代表。我又奉命率中国代表团参加了德国举行的汽车工业诞生百年活动，考察了德国汽车工业。

到1985年，通过上述工作，经多轮艰难的谈判，最终决定并请求国家批准，以菲亚特集团的依维柯公司为合作伙伴，引进其制造技术。3月20日，我和中汽公司代表赵晟同意方在罗马举行草签仪式。3月27日，南联公司与依维柯公司《关于生产轻型车许可证转让和技术合作项目协议书》签字仪式在南京举行。中方由我和赵晟签字，意方由菲亚特集团总裁彼得拉纳和依维柯总裁格鲁佐签字。

中方参加仪式的还有饶斌，外经部代表、江苏省吴锡军副省长，南京王荣炳市长等。意方有经贸部长卡普利亚，驻华大使马拉斯。中外多家传媒与会，我和格鲁佐讲话后香槟祝贺，然后饶斌和卡普利亚致词，中午省政府宴请招待，中央电视台当晚即予报导。

至此，南联公司和南汽的改革开放走上一个新阶段。外部是合同执行问题，内部是吸收消化国产化生产问题。对南汽和联营厂，从此扭转了若干年的一贯制，生产出当时在世界上亦属一流的轻型车，使中国的轻型车工业走上了一个新台阶，南汽这个轻型车基地更加牢固。

对南汽来说，引进依维柯是个历史性事件，标志南汽从商务车向乘用车过渡。孟老曾经说过，做轿车是大学生，做卡车是小学生，有了依维柯后，我们开始当中学生。不仅如此，你知道现在给南汽创造效益的就只有依维柯，跃进赔钱，轿车赔钱。依维柯不但扭转了南汽的经济效益，而且也使中国轻型车企业走向新阶段。

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