New year, new starting point, new goal. 2011 is the first year of the Twelfth Five-Year Plan. In order to thoroughly implement the new requirements for the company's product quality to catch up with the Asian level, CNHTC Jinan Commercial Vehicle Company has proposed a new goal of “CVQ product quality improvementâ€. Requires all employees to insist on improving quality and improving efficiency in the first place, "zero tolerance" on quality issues, and achieving "zero defects" in product quality.
In order to achieve the new goal, Sinotruk Jinan Commercial Vehicle Company decided to fully strengthen the quality and environment construction, production and implementation of 12-second project, stable production beats, the entire vehicle assembly line efficiency loss control in 12 seconds / vehicle, single-class efficiency loss control in 20 minutes Within. The KPI target management is fully implemented, and the principles for the definition of quality work objectives are clearly defined. The company's quality objectives are layered and implemented, and the quality objectives of each unit such as departments, workshops, and sections are refined, and product quality is continuously improved. Quality work focuses on implementing six measures:
First, establish a quality assurance system with a section chief at the core to improve the ability to find problems and solve problems at the work section. Pay attention to the selection and training of the section chief, clarify the quality responsibility of the section chief, strengthen the role of the chemical section chief in the quality assurance supervision system, and give full play to his enthusiasm and initiative.
Second, establish an internal quality assessment mechanism to enhance frontline employees' quality awareness and achieve quality management throughout the entire staff. Taking the final assembly as a pilot, internal quality evaluation was conducted to evaluate the product quality level, quality improvement and solidification, and UEP self-improvement in each section. Through evaluation activities, the section leaders and front-line staff were improved in their quality awareness, so that “no manufacturing, no Outflow, not accepting defective products, and strive to create a skilled, responsible, dedicated and dedicated workforce, to provide guarantees for the manufacture of quality products.
Third, to strengthen the construction of a flat management system with the goal of solving quality problems. Focusing on the spot, present, and current people, it will promptly respond to various departments and solve problems effectively. The problems found in the monitoring process of the management department room and the production department management department were promptly fed back to the responsible team for rectification. Each section chief has the right to stop the line during the production process and find it impossible to solve the quality problems. He has the right to stop the line and timely respond to the technical, quality, and procurement departments to assist in solving the problems, and realize the timeliness of information communication and problem disposal.
Fourth, establish an effectiveness evaluation system and reward and punishment system. According to the KPI targets of each department, the measurement methods and evaluation methods are clearly defined, and quality management and monitoring are carried out in a targeted manner, and the completion of the indicators is used as the basis for the effectiveness evaluation. Implement the reform of the wage distribution system, increase the proportion of quality wages, and link wage income with quality performance.
Fifth, strengthen supplier management and improve supplier quality assurance capabilities. By perfecting the work flow and management methods for the system of supporting product quality responsibility engineers, we will ensure the effective use of the system, and ensure the quality of product quality after test installation and mass delivery. Continue to strengthen the rectification work of the top-ranking accessory products after the sale, and sign the quality improvement task book one by one to determine the deposit and transfer the pressure to improve the quality. Establish strategic reserves for new suppliers, increase access thresholds for new suppliers, and strictly follow the TS16949 standard for supplier selection, evaluation, and production approval (PPAP). The zero kilometers and after-sales PPM, user feedback and other content are taken as daily evaluation contents. While measures such as assessment, suspension, adjustment of share, etc. are taken, the suppliers are evaluated in accordance with the requirements of the supplier management procedures, and the suppliers are routinely evaluated. And introduce suppliers.
Sixth, strengthen production preparation and plan new product quality control in advance. Refine and strengthen production preparation work, combine APQP concepts, conduct on-site monitoring of sample parts, trial production, production preparation, and small-scale test assembly verification, and strengthen the quality assessment of new product preparation work, including first-piece and small-lot production Process, production cycle, and process operability are evaluated to ensure quality improvement and rapid and effective implementation of production preparation.
Through the above measures, the quality work objectives of CNHTC Jinan Commercial Vehicle Co., Ltd. in 2011 are striving to achieve: ensuring that the main unit's evaluation of the physical quality and quality awareness of the manufacturing units ranks in the top three of the group; TGA cab white skin assembly Quality basically meets MAN's standards; TGA's interior assembly and chassis assembly quality reach the best level in the country, with the ultimate goal of achieving a 90% or more pass rate on the next line; ensuring that the current product’s single vehicle claim falls by 12%; The number of times dropped by 10%; the batch quality accidents were zero throughout the year.
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