China National Heavy Duty Truck Jinan Commercial Vehicles Establishes New Targets for Quality Improvement on the First Day after the Festival
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On the first day of work after the holiday, Yan Wenjun, Chairman of the Board of Directors and General Manager of CNHTC Jinan Commercial Vehicle Company, organized a working conference for the relevant departments and offices to convey the spirit of the second working meeting of the Group Corporation and carefully studied the tasks of deployment quality and proposed The goal of the "commercial vehicle company product quality to achieve leapfrog upgrade" objectives.
Jinan Commercial Vehicle Co., Ltd. Annual quality work objectives: First, to ensure that the company's quality awareness and product quality evaluation have entered the top three companies; second, the quality of the TGA cab body basically meet the requirements of MAN; third is the TGA interior and chassis assembly quality To achieve the best level in the country, and finally achieve a qualified rate of 90% for a complete offline trip; Fourth, to ensure that the current product claims for bicycles decreased by 12%; Fifth, the number of bicycle failures decreased by 10%; 6 is to achieve zero batch quality throughout the year Accident; Seventh, AUDIT assessment score is less than 400.
To do a good job of quality, we must adhere to the work style of seeking truth from facts and do two things well: First, we must strengthen the construction of quality and environment, and implement a 12-second project for production. Second, the entire company implements KPI target management, refines the quality objectives of each work unit, implements responsibilities at various levels, and transmits pressure.
In 2011, the quality work of Jinan Commercial Vehicle Company will focus on implementing six work measures:
The first is to establish a quality assurance system with the section chief as the core, and improve the ability to find problems and solve problems in the work section.
The second is based on the assembly department as a pilot to carry out internal quality assessment activities, establish a quality evaluation system that combines self-examination, next process evaluation, and quality department inspection to evaluate product quality, improvement of curing, and improvement of UEP in each section. Turn manufacturing quality into employee's conscious behavior.
The third is to strengthen the flat management system with the goal of solving quality problems. With the on-site, current, and current personnel as the center, the rapid response of various departments is required to effectively solve quality problems.
The fourth is to establish an effect evaluation system and a rewards and punishments system, aiming at the KPI target of each department, clarify the measurement method and evaluation method, and use the completion of the indicators as the basis for the effect evaluation.
Fifth, increase the management of suppliers and comprehensively improve the supplier's quality assurance ability.
The sixth is to refine and strengthen production preparation work, plan new product quality control in advance, strengthen the quality assessment of new product preparation work, and ensure quality improvement and rapid and effective implementation of production preparation work.