In order to achieve the new goal, China National Heavy Duty Truck Jinan Commercial Vehicle Company decided to fully strengthen the quality environment construction, implement the 12 second project in production, stabilize the production rhythm, control the efficiency loss of the whole vehicle assembly line at 12 second per vehicle, and control the efficiency loss of a single shift within 20 minutes. Implement KPI target management in an all-round way, clarify the setting principles of quality work objectives, decompose and implement the company's quality objectives layer by layer, refine the quality objectives of various departments, workshops, sections and other work units, and continuously improve product quality. Quality work focuses on six measures:
First, establish a quality assurance system with the section chief as the core to improve the ability of departments to find and solve problems. Attach importance to the selection and training of section chief, clarify the quality responsibility of section chief, strengthen the role of section chief in quality assurance supervision system, and give full play to its enthusiasm and initiative.
Second, establish an internal quality evaluation mechanism to enhance the quality awareness of front-line employees and realize the whole process quality management of all employees. Taking assembly as a pilot, internal quality evaluation is carried out to evaluate the product quality level, quality improvement and solidification and UEP self-improvement in each section. Through appraisal activities, improve the quality awareness of section chiefs and front-line employees, achieve "no manufacturing, no outflow, no acceptance of defective products", and strive to build an excellent team of skilled, serious and responsible employees who love their jobs and provide guarantee for the manufacture of fine products.
Third, strengthen the construction of a flat management system aimed at solving quality problems. Focusing on the scene, the current events and the current people, we will stimulate all departments to respond quickly and solve problems effectively. Problems found by the management department and the production department in the monitoring process should be promptly fed back to the responsible team for rectification. Every section chief has the right to stop the production line and give timely feedback to the technical, quality, procurement and other departments to help solve the quality problems that cannot be solved in the production process and realize timely information communication and problem handling.
Fourth, establish an effect evaluation system and a reward and punishment system. According to the KPI objectives of each department, the measurement method and evaluation method are defined, and the quality management and monitoring are carried out in a targeted manner, with the completion of indicators as the basis for effect 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 ability. By improving the workflow and management methods of supporting product quality responsibility engineer system, we can ensure the effective play of the system and ensure the quality stability of products after trial installation and batch supply. Continue to strengthen the rectification of supporting products with the highest after-sales failures, sign quality improvement task books one by one to determine the deposit, and transfer pressure to improve quality. Establish a strategic reserve for new suppliers, improve the entry threshold for new suppliers, and conduct supplier selection, evaluation and PPAP in strict accordance with TS 16949 standards. Take zero kilometer, after-sale PPM, user feedback and other contents as daily assessment contents, and take measures such as assessment, deactivation and share adjustment, and conduct daily assessment of suppliers in strict accordance with the requirements of supplier management procedures, and eliminate and introduce suppliers in a planned way.
Sixth, strengthen production preparation and plan the quality control of new products in advance. Refine and strengthen production preparation, combine APQP concept, conduct on-site monitoring on trial production, production preparation, small batch trial assembly verification and other links, strengthen the quality evaluation of new product production preparation, including the evaluation of the first piece and small batch trial production process, production rhythm and process operability, and ensure the rapid and effective implementation of quality improvement and production preparation.
Through the above measures, China National Heavy Duty Truck Jinan Commercial Vehicle Co., Ltd. strives to achieve the quality work goal of 20 1 1: to ensure that the main unit ranks in the top three in terms of physical quality and quality awareness of manufacturing units; The quality of TGA cab white leather assembly basically meets the standards of MAN company; The quality of TGA interior assembly and chassis assembly has reached the best level in China, and the ultimate goal is to reach more than 90% once off the assembly line; Ensure that the claim amount of existing bicycle products decreases12%; Ensure that the number of single vehicle failures of the product is reduced by10%; The annual batch quality accident is zero.