Most recently, a new trunk tractor KAMAZ 54901 was shown. The features of the next generation machine became known long before its official release.
Two years ago, the tractor was shown at the Comrtian exhibition. At the same time, manufacturers stated that the truck would become a premium machine for the domestic market. Now it became possible to take a look at Kamaz closer, "touch your hands" and identify all available flaws. About them and will be discussed.
1. High price
About the car was known for a long time.
The novelty has an unusual high price for KAMAZ creations. The last car cost about 5 million rubles. The new manufacturers are released for 6,430,000 rubles. The price, as it is supposed to include a contract of 3-year service servic. It covers the entire warranty period. With a set of additional options, the price tag flies up to 7 million rubles, which puts tractor in one row with the popular Scania and Mercedes Actros. There is some disappointment in this because many have been waiting for a cheaper (relatively foreign cars) truck.
2. You can not buy
While you can not buy.
Sales of the machine start only after all tests are completed. This will not accurately happen even until December 2019. However, this "disadvantage" is exceptionally temporary. It remains to wait "a little bit" and the domestic novelty will be ready to go on the road.
3. The death of predecessors
Still in the test stage.
According to some data, the novelty in the face of the model 54901 will bury the model 5490, and the most "barbar" way. The progenitor's production is simply minimized. Manufacturers have already stated when it is sending a retirement machine. It will happen somewhere at the end of 2021. Thus, to produce really inexpensive tractors will be two more years, but no more.
4. Strange equipment
Strange model.
A number of experts noted a very strange configuration of the novelty. So, for example, a motor brake is not included in the basic set. For machines of this format, it is frank oddity. Recall that the "Motornik" is needed to reduce the speed of the road train, without the use of the brake system. Without it, "happy owners" of a new tractor in the most modest configuration will have to burn brake pads. At the same time, the cost of the best configuration of the tractor was still not named.
5. Common dampness
It will appear very soon.
Finally, the specialists have complained that the novelty is still raw. For this reason, it is not entirely clear, why Kamaz showed the car now. For this reason, evaluate the quality of the assembly and the quality of the execution of the cabin at the moment does not make any sense. However, the 54901th will be actually shown only in the fall of the current year. Therefore, the manufacturer still has a little time to eliminate some shortcomings.
Note: A new KAMAZ received a cabin from the current generation Mercedes-Benz actros and a row 6-cylinder turbodiesel with a volume of 12 liters and a capacity of 550 hp Russian production.
The main cause of serious vehicle breakdowns KAMAZ
Alexander Mikhalev is the owner of the car.
The main reason for damage KAMAZ 6520 is its overload.
I will start from far away. I came to the conclusion that people operating the car are not completely familiar with the concept - limiting the maximum mass. Everyone who works on the machines has a card - a certificate of registration of the vehicle. On the reverse side of the card, the penultimate clause indicates the allowed maximum mass of the car in kg, where the number 33100 kg is indicated. Below in the last paragraph indicate a mass without load. On my car it is approximately 13 tons. By unacceptable mathematical actions, you can calculate that the carrying capacity of my car is 20 tons. It is KAMAZ 6520 that is called a 20-koy.
But for some reason, most drivers who work on such cars believe that 20 is not a lifting capacity in tons, but the volume of the cargo platform. I agree that there are a body of 20 cubic meters at Kamaz. This is the situation, as from the old children's riddle - what is heavier than 20 tons of fluff or 20 tons of metal? For a car, I paraphrase it that is heavier 20 cube millet or 20 cube granite? It is clear that granite will be harder.
From this and leak all the problems that occur with cars and are found in the comments and complaints about these cars. The most frequent, found in the comments - with the crankshaft of the engine and with the head of the engine - burst, crack. The second complaint is what stockings bridges burst.
But these machines are not designed for the loads that we take. An understandable thing is to blame the car overload. Further, on complaints, there are problems with clutch and very often there is a problem with brakes.
I want to bring an example about overloading your car. Now we just booted and I carry the crushedbon almost 20.5 cubic meters. By the mass of the car I got 27360 kg. No need to forget that the load capacity of this car is 20 tons, and I am now more than 27 tons with nuts. What are the complaints of the plant, if I am now visiting 7360 tons more than the norm. I almost 50% exceeded the maximum mass of the car. For me, this is an exceptional case. I always follow the allowed mass of a loaded car, and if I overload it, then no more than 3-5 tons. How did it happen to me with overload? Perhaps a very raw crushedbon came across, possibly scales gave such a mass. With this fact, I can't do anything.
Many drivers say that the Iveco car is more reliable and breaks. If I am not mistaken - the loading capacity of Iveco is 23 tons, and, as it seems to me 3 tons play a big role.
Colleagues, you yourself are to blame that Kamaz breaks very early. You overload them yourself. We ourselves are responsible for the breakdown of the car and also before the law for great overlaps. For this, let's treat the car downloading with the mind. I understand perfectly well that demand gives rise to a sentence. Today, the clientele requires all large volumes, competition in the market of transport is huge, everyone tries, as can. Kamazov residents are not to blame that their cars break ahead of time.
I try to carry in my car cubes to 18, as the car has a low board. KAMAZ 6520 with a high board takes exactly 20 cubic meters.
From: MDR, & NBSP
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The former chief of the chief of auto giant on the economic realities and the consequences caused by PE at the motor factory, which is marked tomorrow 25 years. Part 4th
Evaluating the damage caused by the destruction of the KAMAZ engine plant on fire 25 years ago, Eugene Goldfain, at that time an accountant of the Foundry Plant, and later, and the entire Kamaz, he considers the PE springboard for the establishment of the company in the market. Goldfine's real catastrophes in an interview with "Business Online" calls the executive errors that followed the fire, which led to the loss of the service network and the spare parts market. The 1998 default and an adventurous contract with Saddam Hussein were rescued.
"Analysts already then it was clear that Kamaz on the threshold of the crisis ..."
- Evgeny Lvovich, the history of Kamaz is divided into two periods: before the fire at the motor factory and after. How do you evaluate the role of this event with a 25-year-old distance?
- Until 1993, KAMAZ was a powerful and rich. If I am not mistaken, along with its own auto centers throughout the USSR, more than 120 thousand people worked on KAMAZ. The leadership had the status of the federal level, Beh ( Nikolay Bech - CEO CAMA in 1987-1997 - approx.ed.) was considered by the post of prime minister. The football club consisted in the highest league and even traveled to the third place. There was his plane, which after a fire sold to employees on a salary. But what to say - almost the entire new city was on the balance of KamAZ, plus the objects of Zainsk, Neftekamsk, Stavropol ... At the same time, KAMAZ became the first in the country of JSC, and part of income from incorporation The leadership managed to not convey to the state. All this wealth greatly prevented actually to assess the situation in the domestic market. An analysts were already clear that Kamaz on the threshold of the crisis, because so many cars do not need a country, the market is potentially treated. Economic entities still bought trucks in habit, as plush, and construction projects or other prospects for their operation in such volumes were not. Of the losers, the country has already been made raw appendages, gas station. It's time to save, rebuild from the social in a commercial enterprise - without theaters, football club and other things. But there were money, loans gave - it means you can spend, not to refuse to seeks and build Napoleonic plans.
- Big was the turn before the fire?
- insufficient for such an empire, and expenses exceeded income. There was just a fat, there was a fit of incorporation, while KamAZ began to satisfy on loans. But the analysis of the demand showed that 50 thousand trucks in the year there is enough country - instead of the calculated 150 thousand. For exports, it lacked the level of necessity. Nobody wanted the Suorcilius to conquer foreign markets.
- Export was not in principle?
- Was, but passive. KAMAZ and so remained the leader in exports, especially when the CIS appeared - it was possible to close the reports of Kazakhstan and Ukraine. We have a record output - 128 thousand cars, and this is together with the army, Eastern Europe and the developed economy of the USSR. In addition, it was originally wrong. Calculation: All 1980s, KAMAZ produced large volumes, 100 thousand cars rounded. Trucks are designed for 10-15, a maximum of 20 years. All professors and analysts said that after 10 years, KAMAZ would not have to do not be engaged in advertising, no marketing, consumers who need to change the car themselves will resort and stand in line for new "Kamazami". The secondary market was to be formed by the end of the 1990s, a good demand was expected. The fact that expectations are not justified, it has become clear in the mid-1990s. Even a new landmark for the release of 50 thousand cars with the holding of high prices was not justified. The Soviet army began selling giant reserves of "KAMAZ", which stood 10 years on the pads, and this is among other things ruined the market. In the CIS, freight volumes have sharply decreased and in general investment. The fire, oddly enough, began to think about savings, about what to do with the market, how to feed huge infrastructure facilities, designed for 150 thousand cars and 250 thousand engines per year, plus the city and adjustments.
"We have a record issue - 128 thousand cars, and this is together with the army, Eastern Europe and the developed economy of the USSR" Vladimir Vyatkin, RIA "News"
"No one perceived disaster scales. Once burns, it means that they will hang ... "
- Is it possible to evaluate the cost of the engine plant?
- It is impossible. I tried to do it when I was the head of Kamaz. Very complex recalculation of foreign currency rubles. KAMAZ purchased for petrodollara - in America, Europe, then decided to switch to Japan, but did not have time because of the sharp drop in the market. In addition to the lack of internal demand to Russia, thanks to good customs conditions, worn foreign cars were imported. Europe was supposed to spend money on their disposal - and it was easier for various schemes to sell them either in Africa or to us. The real market forecast did not give the KAMAZ assessment, adequate even the cost of scrap metal. Shares were quoted cheaper than 5 cents, debts resell sometimes for 10 percent of the cost.
- What forforeign cars We were needed if the market was treated with trucks?
- After the fire, Kamaz has become not the quality of cars. Used "Europeans" for the price and quality were comparable to new "Kamazami", and even superior to them. They are now competing, but now KAMAZ fights with them, clogging the disposal program. Used Mercedes now do not bring until you pay for its future utilization.
- And in these circumstances, it came on April 14, 1993. First of all, your opinion is arson or chance?
- I had a friend, at school sat at one desk. He worked then at the motor factory. A few hours before the fire, he lookedd up at work, he brought him to the territory for the territory. According to him, he cursed them, and after a few hours the plant caught fire. Since then, it is experiencing ... seriously, the versions were different, including sabotage, but there is no actual data. Personally, I do not exclude arson - everything happened too "on time." There was a struggle between the "raw materials" and "industrialists" in the country. It seemed, "raw materials" made their premiere of Chernomyrdin instead of Kadannikov with a vase, but the struggle for the choice of the country's development strategy was still flawed. Bech also was considered to the position, with him it was possible to hope for the industrial path, and on Kamaz, at that time, Americans from the KKR investment fund appeared, which still part of the KamaZ shares own, and any international consultants who fell in Moscow had a huge interest in KAMAZ facilities. The engine factory supplied a lot to other regions for trucks, tractors, tanks, BTRs, buses ... I would think of how to get rid of such a point of growth as Kamaz. But the examination showed that the fire was developing naturally ...
- How was the news about the fire by the leadership of KamAZ?
- Fires on Kamaze happened often, they were easily related to them - well, they will remove someone, well. When the first level of the first level was the news about the fact that the engine factory burns, no one perceived the scales of disaster. Once burns, it means to hang. Just before this, a fire safety teachings were held at the motor factory. Apparently, they coped to the evaluation perfectly, and the fire brethren on the tradition began to celebrate it. Then there were a lot of complaints to their actions. Eyewitnesses told me that many firefighters had a kind of drunk. But even if they were sober, they still could not achieve anything with their methods. They dumped as a result of Kosygin ( Alexey Kosygin - Chairman of the Council of Ministers of the USSR until 1980 - approx. ed.), which allowed the use of the roof insulation that is not resistant to fire. Rather, they are actually to blame - managers who have permitted this insulation. Before the decision on its use, this roof was tested on the same plant, they tried to prove with the bosses that it was not lit. She flashed so that it was impossible to put out. Nevertheless, the highest permission was received, and be firefighters in full readiness, they would still not extinguish her. We needed someone who decided to give the team to the explosion of the roof around the perimeter of fire foci to localize the fire, but no one took responsibility. If the leadership did it, part of the plant could be saved. When it came to the morning, Kamazovs reached down to work, here they had shock - they still did not understand that the plant burned almost completely and continues to burn. In addition to Mata, no one could say anything. Universal confusion.
"Before the decision on the use of the insulation that is not resistant to fire on the same factory, this roof was tested - they tried to prove with the bosses that it was not lit. She flashed so much that it was impossible to extinguish. " Photo from the archive of Viktor Volkova
"Polyakov said:" Restore. " Economically, this decision was extremely wrong. "
- How much did the damage assessed in the end?
- You see, just over the USSR, the 1990s came. Official estimates were underestimated because they were given in rubles, and it was necessary to consider in dollars. There was no professional assessment, I can only call a very approximate figure - something about half a billion dollars. Now there would be hundreds and two million dollars, but then everything was different. The engine factory was the largest from Kamaz, and in Europe. At that time I worked as the chief accountant on the foundry, we had 15 thousand people, 18-19 thousand people worked on the "engines". The plant was considered advanced, the advanced management technologies were introduced on it, business games were conducted, there was a separate structure for the development strategy. Again, inadequate and non-core expenses, such a Social Soviet Plant sitting on a shortage and unaccounted resources ...
- Where did the recovery start?
"We were looking for a decision, then Bech turned to Viktor Polyakov - this is the former Minister of the automotive industry, the creator of the VAZ. He was then completely old and barely walked, but he was angry instantly and led me from the prostration of a leg and his whole team. Polyakov said: "Restore" - and this decision was extremely wrong from an economic point of view. The scale was such that no one could appreciate the required resources, and most importantly - the market situation. Now, many years later, I understand that it was necessary to either build a new plant in a clean field, or take some VDD ( Engine repair plant— approx. ed.) or other available power and put the equipment there. It was possible to rebound and not throw out huge resources for recovery. In fact, the engines and so in a few weeks have already calmly produced on a small sight, albeit in a small volume. He could have released them today, but when they still restored the "engines", the VID lost its repair volumes. It was necessary to discard ambitions and reengineering at the rate of 50-60 thousand cars and no more than 70 thousand engines.
- Does the word Polyakova decided everything? It was time to drag, calculate the economy ...
"This is now the rear mind that it was necessary to simply move to the VI and not spend money on recovery in such volumes, but at that moment it was most important to withdraw people from the stupor, and the Bech with Polyakov did it. Here you can spend parallels with the attack of Japanese aviation on Pearl Harbor. Sailors did not know what to do - they had no weapons against the aircraft. Then, by order of the captain, they began to throw in potato planes, and it was important to give people a field of activity. In the same way, 18 thousand people had to download, which in the morning came to work and did not find the workplace. Therefore, it was necessary to restore, but took up for it from the same end - with the calculation of not 250 thousand engines per year, smaller, but still excluding the realities of the market, with imperial scope. Thousands of organizations participated in this work, all of them had to coordinate. It could be a brigade from the neighboring plant, a cooperative, a contractor, some ministerial commander. A coordination mechanism was created - everything is under paper, in each structure the responsible coordinator, everything comes down on the computer. Once a day, everyone gathered on a glider, everyone was reported to events. Such computer-manual management made it possible to make this feat - restoring the engine plant. The main organizers of Bech and the director of the plant Viktor Konopkin. The development structure was led by Igor Creditzer, to create a coordination mechanism he instructed Vladimir Kosolapov and Nikolay Zolotukhin. Everyone was interdependent - some deliveries, others draw diagrams ... if there are no resources, they are tapping in manual mode, the next day the report. It would be impossible to make ordinary methods.
- Whose account was restored?
- First of all shook your own fat. Most likely, it gave more than half of the resources. When the state issued shares, money from their implementation, as I said, somehow stayed on Kamaja. Descended them. Then Kamaz had an excellent system of working capital of repair engines - it would allow the corporation to survive in the upcoming crisis of the auto industry only on its service network. But the foundation, and the entire network was put to the knife, and then we could not restore it. Conditionally, Kamaz had about 250 autocentres and representative offices in every major city of the USSR. The centers had warehouses, they worked for KAMAZ employees, there was a guarantee repair, each "KAMAZ" was assigned to auto center. KAMAZ could live after a fire much better if he had retained this network. In the warehouses were kept hundreds of thousands of revolving engines - they were put on the replacement to be replaced, so that the car was returned to the client for several hours. The market of spare parts and engines remained completely behind KamAZ, but after the fire, the entire revolving fund was put on the conveyor. The automotive factory and everyone else should have been working, so they gave the service engines to the assembly. It was a huge minister of slow motion. And then KAMAZ began to produce "gliders" - cars without an engine.
Polyakov said: "Restore" - and this decision was extremely incorrect from an economic point of view. Photo: minpromtorg.gov.ru.
First, KAMAZ lost the service network, then - a monopoly on spare parts
- It is not very clear where the service network itself is. Didn't she work without a revolving fond of engines? It's not warehouses ...
- 250 auto centerrs could sell spare parts, to repair - it was an invaluable asset of KamAZ. No one even represents what an advantage is to have in every big city by autocentru. But we could not make a network market. The Soviet bosses were sitting on the ground, who either decided to quickly privatize assets on themselves, or could not compete in the market. Nekamazovsky dealers, merchants who were lies to our specialists and superiors began to appear on KamAZ. With the help of certain resources, they received the same discounts, deficit, the terms of delivery, as the autocentrats.
- Do you think the use of a working capital was the critical error of the plant recovery period?
- In addition to its elimination, another decision was made, perhaps wrong, - after the fire KAMAZ distributed the engine drawings to everyone who asked. There was an illusion that the films will begin to produce details, supply them to us, and we will collect them. They started to produce details, but mostly for the market. Details began to produce in every garage, in addition, there were powerful manufacturers (in particular, former defenders), which legally produced the details with good quality, sold them cheaper than KamAZ. VDD, by the way, lost the volume of repair thanks to them, and KAMAZ generally lost his monopoly on spare parts. According to my personal expert assessment, we lost about 70 percent of the spare parts and service market.
- So the factory was the production of a full cycle, did not buy components on the side?
- Mizere was supplied according to cooperation, and so it was a production focused on the principles of civil defense and the demands of the Cold War. There was a huge state of raw materials, spare parts, tools, lubricants in the second department, which allowed the year to produce "KAMAZ" under the anti-nuclear umbrella, without any adjustments. The entire KAMAZ project is a survival project in a nuclear catastrophe. Natural economy, several alternative sources of power supply, railway, federal highways, waterways ... Otherwise, the fire problem would be insoluble.
- If aspare parts Burned in the same prices, then not all of them, who acts as a dealer?
- The profit of auto centerrs was also like KAMAZ. We needed to keep our price policy, help our specialists in autocentrators, learning them to earn money on the market, to create a sales network of cars on the basis of centers, followed by all of the Chelny Naberezhnye. The richness of KAMAZ was not so much in the Chelinsky gland, as in its service network - its loss and led to the bus stop at the end of 1997. Just before that, more and large plants received legal entities, managers were not to the conveyor - they were all year after the chairs of the general directories of the former units, was a solid human camp. In January it turned out that there is no money for metal, for components, suppliers stopped believing in debt. Financial flows and liquid assets were under the special attention of bailiffs.
Photo: "Business Online"
"The cost of" KAMAZ "is ten times higher than its market price!"
- If KAMAZ has found half the funds to restore the plant, then who else participated in financing?
- Many partners sincerely offered their help - some free, and most of them, unfortunately, did not pay on time. Deliveries walked without prepayments. Cummins Just then offered his engines, but KamAZ was not ready for them. From the federal budget, certain amounts were allocated. Consultants actively worked. There was, for example, Hungarian, the owner of a solid firm who tried to instruct KAMAZ to market relations. The international consulting company McKinsey worked. In 1994-1995, young KAMAZ leaders were collected, promised that after a few years they will replace the old guard, and the whole year fed them with black caviar, demanding instead of reorganization plans instead. In the first months, the shaft of proposals for help, and then, when there were questions of calculations, possible embezzles, this desire was dull. Six months later, the era of savings began to reduce the number, social burden. During the recovery period of the plant, the staff of the corporation was littered. We have a very powerful infrastructure of adolescent productions on the foundry plant before the fire. Dozens of sites carried a social role - they were allegedly studied, and in fact it was a "reservation" for school graduates who lacked either work or places in universities. Six months after the fire, these structures were cooled.
- Salaries have kamazov fell?
- Not. It was also a mistake. Then the Council of Labor Collectives was still preserved - in STK delegated the legislators of opinions, they tried to choose directors of enterprises ... Patriotic bosses came, they came to them: they say, we will restore everything, everything will be fine. In addition, the salaries were small, and inflation was gaining momentum. I then became a white crow, an astounded in my colleagues, because I said that it was perhaps not for a year or two, but ten. No one understood that Kamaz would still fall into a crisis and without a fire. The fire ate the resources, worsened relationships with partners, but thereby only accelerated the launched process.
- For what period of KAMAZ approached exhaustion?
"We found themselves on the verge of bankruptcy in 1998 - the elimination option was then seriously considered, but by him, thank God, did not go. It would be a "kidalovo" partners, but the plant decided to pay with them. KAMAZ stopped at the end of 1997. We went to the New Year holidays, and there was nowhere to come out. For half a year, KAMAZ stood, until those violent were found, who again launched the conveyor.
- Before that, for the period of recovery of "engines", the conveyor never stopped?
"No, he just worked with underwear and huge losses." The cost of "KAMAZ" is ten times more than its market price! No one believes in these numbers, but I, as the heads, answer for them.
"You want to say that" KAMAZ "was sold, for example, for 2 million, and was going for 20?!
- Maybe for 30, and for 40. There was a huge infrastructure that it was necessary to feed, plus crazy liabilities on loans with huge fines - all this was written off on a pitiful several thousand release. Even if KAMAZ stands, there are still some compressor, lighting, and machines that are allegedly stopped. The foundry was whole productions that need to be maintained around the clock. Kamaz did not know how to stop, cringed, save, and not be fire, and would not have learned. Uralaz did not learn to stop - almost died; AZLK, the pride of the Soviet Auto industry, did not learn - ended; Kraz - there. The market sharply sat down, the national economy had no money for the purchase of cars, it was necessary to simply lead the costs in line with income. And the cost of Pearl. Over time, it has come to the fact that the main energy of Vasily Titov regulated even the workers shifts so that people go to those hours when the tariff for electricity is minimal. No one did this at that time. KAMAZ did not go bankrupt and restarted only due to the fact that he learned to save in the 1990s, after a fire on the "engines".
Photo: "Business Online"
"And here, on our happiness, a default happened ..."
- Due to what was restartedin 1998- m.?
- Then 100 million gave Shaimiev, KamAZ in Soussekam scored the glands on the first batch of trucks. We released 100 cars, the next month - 500, then - 800, 1200. And here, on our happiness, the default happened, the collapse of the GKO.
- How did the default help KAMAZ?
- The currency has trembled sharply, people could no longer buy foreign cars, just for rubles. The import of everything has decreased, the enterprises earned, increased cargo turnover, the sane government came. This is called "fools lucky." Without the 1998 crisis, KAMAZ could not trade at reasonable prices. By the time the industry woke up, we have already learned how to work cheaper. For example, I cut the accounting three times. With auto centers we had 1200 accountants somewhere. These were living people, very well-deserved, but if we did not cut them, the cost of "KamAZ" would have exceeded its price tag in tens of times.
- When did the production of "Kamaz" become cost-effective? And in what year did you occupied the post of chief accountant?
- In January 1996, I became the chief, and the costs were leveled if I am not mistaken, in 2004.
"It turns out that for more than 10 years the cost of tens of times the price tag is ... It sounds just incredible. What stocks could withstand such a mode?
- I am surprised himself. In Kamaz believed. Take 1998 - I remember this period better. In costs, huge interest and penalties on loans and taxes were laid. Kamaz did nothing, and the energy was charged. Part of the objects was frozen, but they needed to fuck. For the obligations of KamAZ, if a person went to work, the salary is already accrued to him, therefore they were not allowed many to work, but were charged two thirds of salaries. To survive, much was sold out.
- When paid off with debts?
- They were restructured. Debts recorded, released several issues of shares, they distributed. "Kidalovo", perhaps, was, but on trifles, not on such a scale, as in bankruptcy. I, as the chief accountant, can subscribe that there was no intentional concealment of payables. The main debts were closed by 2000, for about 2004 they were finally calculated, already when bogging ( Sergey Kogogin — CEO of PJSC "KAMAZ" — approx.ed.). Before this, another lucky case was helped by the Iraqi contract. There was a delivery for Saddam Hussein on, it seems 500 "KAMAZ" at a good price. The program was such - oil in exchange for food: on "Kamaz" allegedly, the products, and the Americans, relatively speaking, allowed the supply of non-military equipment. We put the KAMAZ-6520 raw car a few weeks before these cars were bombed. It was a pure female adventure. Cogogin thought for a long time, get involved or not, but decided to get involved, took loans for production under his honest word. Trucks broke at every step, but we did not have time to wait for the advertising from Iraqis - the bombing destroyed them. This delivery brought 500 million rubles net profit, at the expense of which we managed to overcome the crisis of 2002. Then the kogogin worked the control levers, the losses began to decline. It was the end of the crisis series. Until 2004 KAMAZ, for several years, it suffered net losses by 50 billion rubles. Very large were bank interest.
- What banks financed?
- All major Russian. Even the European Bank for Reconstruction and Development.
- Why did they take debts with shares if KAMAZ was unprofitable?
- They did not lose. Most lenders received in the end very well. In the 2000s, the capitalization of KAMAZ was good, the promotions could be sold for a high price, recouping their expenses.
"If these funds went into development, KAMAZ would have been a global brand today ..."
- When did you turn to the savings, how to get rid of social burden?
- a terrible epic was the delivery of the city of Altynbayev ( Rafgat Altynbaev - Head of the Naberezhnye Chelny Administration in 1991-1999 - approx. ed.). From the conveyor to contain the city we could not, there was not enough salary. There was a lot of shortcoming in the city, the municipality did not want him. Bech signed the "oath of blood" that the lowest will eliminate, but, of course, no one did anything. Altynbayev had to delay the problems of repair, urban infrastructure, housing, for which KAMAOZ people could no longer pay the rent.
- You said that the salary was not reduced. Why then the city was depressed?
- Officially, it was also forbidden to reduce the staff, but they simply stopped paying salary - they were postponed for a month, two, six months, a year and a half ... at the same time, it was stopped indexed, the salary was lagging behind real prices. Calculate for work began already closer to 2000. People were fought by checks on the working supply system, he had been serving in special stores. I just introduced them - on checks it was possible to go to the dining room, buy some goods. Then we did so that they could be calculated for the rent, and Nekamazovsky wipers were obtained.
- If we summarize, the fire on the "engines" became a black page in the history of Kamaz or rather still incentive for recovery?
- In general, the fire became a reason to lead himself into a market state, but it is a pity, of course, those gigantic resources that went to restore. If these funds went into development, KAMAZ would have been a global brand with its service network throughout the CIS. The huge prospects were in China, where we opened there were several enterprises, but the fire adjusted this priority. The project eventually took place, but we could no longer conquer the Chinese market. The Chinese then did not release anything and loved KamAZ very much for the low side - it is convenient to ship in shovels. In foreign cars, the board is high, the Chinese did not reach. If the lost resources were moved by the plan to assembly in China, to the service network, to train managers with an understanding of the Chinese market, now these fruits would be reached. We were there before the global car industry.
Once in the accounting policy of KAMAZ there was a "missed benefit" offline account. If you summarize the consequences of the Little Spark of 1993, then on this account would have to reflect tens of billions of dollars. Consumers began to share the products of KamAZ to "Speaker" and "afternoon", and it affected both engines and cars, and even spare parts - our products began to be considered a third-rate. KAMAZ himself turned into an extremely unreliable supplier, almost a fraudster. These terrible consequences of the offense on unfair partnerships are still not completely overcome.
