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First half performance:
The main business sales revenue was 650 million yuan, and 112% of the cumulative budget was completed, an increase of 6.6% year-on-year in 2010, which was the best in the same period in history; it showed a strong development momentum; all indicators reached the best level in history.
As of the end of June 2011, the Dongfeng Diechong Die Branch Company had completed a total output value of RMB 111.88 million and completed 141.46% of the half-year budget target. Dongfeng Diechong Welding Factory produced 26.52 million products, an increase of 3.23% over the previous year; realized an output value of 555 million yuan, a year-on-year increase of 28.19%, and completed 51.31% of the annual plan.
2011 was the first year that Dongfeng Mochong implemented the D211 business plan, and it was also the first year since Dongfeng Mochong was established in 2007, and the period from career adjustment to career development has shifted. To this end, Dongfeng Mochong proposed the "331" working idea, namely: three optimizations, three improvements, and one guarantee. The contents include: optimizing staff structure, optimizing product structure, optimizing supplier resources; increasing production efficiency, improving product quality, and reducing cost; and ensuring that the business goal in 2011 will reach 1.28 billion yuan. At the same time, the theme activities of “Catch Management, Cost Reduction, and Protection of Targets†were launched in Wuhan and Shiyan to promote the implementation of the management improvement project in 2011 and ensure the full realization of the annual business objectives.
Dongfeng Mochong also established a CFT cross-functional team team to tackle key problems and directly reflect the results of the activities as a result of the company's production, operation, and reform and development. At the same time, the role of party branches in combat bastions was enhanced, and the ability and level of party members' service production and operation were enhanced. To stimulate the enthusiasm and creativity of all staff in participating in practical activities. According to statistics, in the first half of 2011, Dongfeng Mochong QCD improved the cost reduction by 1.54 million yuan, the technology reduced the cost by 3.67 million yuan, and the cost of procurement from January to May reduced the cost by 1.39 million yuan. In the just-concluded thirtieth session of the National Machinery Industry Quality Trustworthy Team and Quality Management Team Representative Assembly, the topic of Dongfeng Diechong Mold Subsidiary Co., Ltd. reduced the right/left of the problem of "Reduce the defective rate of insert pin hole" and the factory of red welding. The rear seat base support plate reinforcement plate defect rate both won the first prize of the National Machinery Industry Outstanding Quality Management Group activities.
Improve efficiency, mold products advance to the high end
In 2011, Dongfeng Diechong Die Branch Co., Ltd. undertook the R&D and production of key molds for high-end cars such as Dongfeng Passenger Vehicle Co., Ltd. and Shenlong Automobile Co., Ltd., and designated 2011 as an “efficiency-enhanced year,†implementing four major measures. The ability to export steadily increased, the proportion of high-end products increased significantly, and the competitiveness gradually increased.
Optimize performance distribution and increase labor productivity. Based on the standard working hours quota, the manpower appraisal is used as the basis for appraisal of the production unit's performance appraisal wages, and it is complemented with the completion rate of the production plan to form a benign incentive assessment system.
Adjust and improve the business process of inspection equipment, and the scale of inspection equipment has initially appeared. In the production and operation mechanism of the inspection tool, according to the needs of scientific development, the business process of the inspection product manufacturing is separated from the major production cycle of the mold, the internal management of the workshop is strengthened, the inspection tool design, the inspection tool manufacturing cycle are shortened, and the product production route is shortened. Productivity. In the first half of the year, the branch designed a total of more than 70 sets of inspection tools, achieving a year-on-year increase of 46.07% in the value of commodity products for inspection.
Refined process operations, production efficiency steadily increased. According to the process steps and process flow of the mold, the production units are re-divided and combined, according to the key processes, the staff members are assigned, the responsibilities are specified, the process is adjusted, and the various types of mold assembly standards are perfected. In the course of implementation, there are plans and steps to further promote Refinement. The implementation of process-oriented operations has enabled the company to achieve breakthroughs in capacity bottlenecks in the transition of production methods. In the drawing mold debugging of the Dongfeng independent brand S15 project, the mold branch will follow the process operation and will carry out the mold assembly and sub-distribution sub-processes. Under the premise of guaranteeing the quality of assembly and debugging, the responsibility of the team members will be clearly divided and used only. In 45 days, 9 qualified drawing parts with large drawing depth and difficult molding were successfully debugged, which provided guarantee for the following process of mold reference production and the overall progress of the project.
Fully run project management, improve equipment product quality and delivery rate. Through summing up and improving the experience, the company organically combines the production factors, and has expanded the scope of project management implementation, providing strong support for improving project quality, reducing costs, and shortening delivery time. In the Dongfeng A08 project, the company carefully controlled the entire process of project design, processing, assembly, commissioning, and dynamic and static inspection, ensuring that each node's phased goals were successfully achieved, and the user's frequency of acceptance was also determined by conventional T001- In the five stages of T04, the two stages of T01 and T04 (delivery to acceptance) are reduced.
At the closing ceremony of the 1.8 million light commercial vehicles of Dongfeng Motor Co., Ltd. held on July 16, 2011, Dongfeng Moldchong received the DFAC Capacity Building Project Outstanding Partner Award. This award is to make outstanding contributions to the development of Dongfeng Shares. The highest honor of the unit. With the rapid development of Dongfeng Co., Ltd. for 12 years, Dongfeng Mould Subsidiary has always lived up to the task of developing and manufacturing molds for new models, and has made its due contribution by realizing its commitment to end users.
In the first half of the year, the Dongfeng Diechong Welding and Welding Plant continued to improve its production efficiency throughout its work, and initially established a production management model framework with the "Sequential Plan of Days" as the leader.
Starting from the beginning of 2011, the welding and welding plant will continue to increase the completion rate of daily sequential plans. Each week, it organizes debugging and maintenance balance meetings to strengthen the pre-repair work of equipment and equipment, reduce work stoppages, and promote the completion of the plan. As of June, the factory order The planned completion rate reached 80.55%, and its production kanban management method was also well received by Meifeng, the head of Dongfeng Limited QCD headquarter. The project “Implementing Day Sequential Plan and Creating Lean Production Model of Soldering Welding Products†won the provincial-level enterprise management modernization and innovation achievements. Rating second prize.
To realize lean production, people are the most important factor. To this end, the red-hot welding factory further implements the basic cadre contact point system for leading cadres. The members of the team combined with the actual conditions of the factory, each person contacted a relatively weak grass-roots workshop (department), through QRQC, night shifts. It will study and resolve new situations and problems that appear in grassroots work, continue to promote the management level and performance of grassroots departments, mobilize the creativity and enthusiasm of employees, lead organizations in various departments to use V-up tools, and hold Workshop workshops for many times. The meeting will investigate and break through the bottleneck of factory capacity.
Each party branch of the punching and soldering factory takes efficiency improvement, on-site improvement, completion of emergency, difficult, dangerous, and heavy tasks as the focus of the best party day activities, and gives full play to the main role of party members in “promoting service, grasping management, and maintaining stabilityâ€. Each branch carried out the “Support for On-site Maintenance of Production†activity, which on the one hand eased the pressure on production in all workshops, on the other hand ensured the stability of the staff team in the high-yield month, realized the management sinking, and the center of gravity moved downwards, truly enabling the Party members and cadres to do so. “The situation is understood in the frontline, the problem is solved in the frontline, emotions are integrated in the frontline, and the image is established in the frontline.â€
In addition, the welding and welding plant also carried out equipment planning and maintenance, tooling plan maintenance, and workshops to autonomously maintain the “trinity†equipment maintenance work, comprehensively improve product quality and increase production efficiency. Through the factory's self-diagnosis activities, QRQC and major shutdown analysis meetings were regularly conducted. In the first half of the year, the completion rate of the planned maintenance of the factory reached 99%.
On July 2nd, 2011, Dongfeng Diechong Mold Branch held the first batch of employees sent to the new factory in Wuhan to send a farewell party. Nine employees went to the new mold factory in Wuhan from the Shiyan departure process. This also means another leap in Dongfeng Mochong. Entrepreneurship started in full swing and stood at a new starting point for a new journey.
According to the development plan of Dongfeng Mochong, by 2015, the stamping capacity will be increased from the current 31.72 million pieces to 4.361 million pieces; the welding assembly manufacturing capacity will be increased from the current 15.5 million pieces to 35.46 million pieces; the mold manufacturing capacity will be from the current The 484 standard kit was upgraded to the 915 standard kit. In the new round of development strategy, Dongfeng Mochong will actively respond to market changes, keep pace with the development of Dongfeng, steadily increase the production capacity of Shiyan Mould Base, and build high-standard Wuhan model exterior parts and die manufacturing bases, insisting on serving Dongfeng Group's various commercial vehicles and models. The independent research and development of passenger vehicles; taking care of the society and internationalization in the service of Dadongfeng, realizing the business vision of becoming the leader of China's automotive mold and punching welding industry.
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