From the "fresh force" to the "main force" Dongfeng commercial vehicle company has grown "road"

Li Jiangang, deputy general manager of Dongfeng Commercial Vehicles Company, commented at the third party congress of Dongfeng Commercial Vehicle Heavy Vehicle Factory: “In the past four years, the two-level party organizations of heavy-duty automakers seized joint venture opportunities, led employees to forge ahead, and successfully realized the main business from logistics and transportation. The shift to automotive manufacturing, the improvement of management level and manufacturing capacity, has grown into the main force of Dongfeng Commercial Vehicle Corporation."

From the "fresh force" to the "main force", how does a heavy-duty depot do it? This reporter recently conducted an interview.

Integrate advanced concepts

Accumulation of "main force" energy

Ma Derong, secretary of the Party Committee of the heavy-duty depot, believes that whether or not the factory can do something is not based on which legion it is, but it requires long-term planning and career pursuit. In the past four years, heavy-duty depots have mainly improved their internal skills in five areas:

The introduction of advanced management concepts, the implementation of advanced management systems, the level of factory management to a new level. In accordance with the institutionalized, streamlined, and informationized management philosophy, the factory gradually introduced management methods and tools such as policy management, QCD improvement, V-FAST activities, GK diagnosis, CS-VES review, KYT activities, SES evaluation, and TPM. SAP, MES, WMS and other advanced management systems have enabled the management of the factory's production management, financial management, procurement management and human resources management to reach a new level. Among them, policy management, GK diagnosis and KYT activities are at the forefront of the company. The management of the factory is gradually becoming internationalized, and the professionalization of employees has been significantly improved.

With the full advancement of DCPW, the manufacturing capacity of the factory has reached a new level. The management structure and workflow centered on the market and customers were basically established. The new mixed-flow assembly line of “management informatization, logistics rationalization, equipment automation, and process flexibility” was put into use. Through the establishment of the company’s benchmark assembly line activities, DCPW was fully implemented. Widely used QCD improvement methods to refine the control of all aspects of the assembly business, endless pursuit of the same period with the customer, to achieve a new leap in assembly capacity, installation quality, unit cost. The highest monthly production of 2,628 units, the highest daily production of 122 vehicles, compared with 2004, respectively, increased by 35% and 67%, CS-VES adjustment assessment points from the 5.5 points down to 3.51 points.

Adaptable product development is incorporated into the main business of the plant, and the R&D and trial production capabilities have reached a new level. Commercial vehicle companies have clearly positioned heavy-duty vehicle manufacturers to undertake part of the development of adaptive commodities and to assume the production and maintenance of products transferred by subsidiaries. To this end, the factory set up a trial workshop, optimized the internal management processes for R&D, trial production, review, and mass production, assisted the company in rationalizing and formulating the operational procedures for adaptive commodity development, and strengthened the communication with related companies. . In the past four years, accumulatively completed the development of adaptive models and the transfer of 73 models of subsidiaries by subsidiaries, and achieved production of 16,854 vehicles, which has become a new benefit growth point for commercial vehicle companies.

The establishment of a corporate culture has formed a system and the core competitiveness of the factory has reached a new level. The company's corporate culture construction plan from 2004 to 2007 has been successfully implemented. The second three-year plan for corporate culture construction is in full swing. The company's philosophy, corporate philosophy, and enterprise spirit have been actively recognized and practiced by employees; learning organization construction As a result, the construction of learning class groups has been affirmed by the All-China Federation of Trade Unions, and their learning, execution, and cohesion have been significantly enhanced.

The implementation of three project constructions has brought the four civilizations to a new level. Focusing on the central task of “Strengthening heavy-duty depots and enhancing the contribution of factories to the company”, the theme of the event is to promote reform and innovation, nurture outstanding employees, and promote factory development to implement management innovation projects, human-oriented projects, and corporate culture construction. The project is the main line and comprehensively initiates the establishment of civilized units, which promotes the coordinated development of the plant material civilization, spiritual civilization, political civilization, and ecological civilization. The employees' satisfaction with the factory is increasing year by year.
Strengthen three main businesses
Enhance "main force" competitiveness

Ma Derong told reporters that the goal of the development of heavy-duty vehicle manufacturers in the next four years is to comprehensively strengthen the “three main business operations”, achieve leap-forward development of the factory, continuously increase the contribution of the factory, and continue to create value for the company, employees and society. That is, with the goal of optimizing production efficiency, installation quality, and cost control, the company will establish the company's benchmark assembly line; take the market and customer as the center, respond quickly and build the company's main position for adaptive product development; The goal is to build company KD packaging positions.

To this end, they proposed to realize the scientific development of the three main businesses of auto assembly, adaptive product development and KD packaging.

To strengthen the assembly business, it is necessary to create a benchmark assembly line as the driving force, establish a wide range of benchmarking awareness throughout the entire plant, improve the production capacity and assembly quality of the assembly business, further improve the market- and customer-centric workflow, and continuously pursue the same period with customers. Efforts will be made to realize a new leap in assembly, assembly and unit costs.

To strengthen the adaptive product development business and increase the contribution of the factory to the company, we must take the power of the entire plant, shorten the production cycle of new products, reduce product costs, and ensure physical quality, and strive to achieve new varieties, development cycles, and sales volume. Span.

To strengthen the KD packaging business, we must fully comply with the international and domestic requirements for various packaging quality standards, and constantly optimize the KD packaging program, so that the KD packaging position technology has a high starting point, diversification of businesses, specialization of services, and strive to achieve packaging costs, packaging cycle New type of packaging business.

For some time to come, the plant will use innovation as its theme to enhance the company's ability to independently innovate and comprehensively compete.

The first is to innovate quality management, fully implement all quality assurance, conduct in-depth quality improvement and improvement activities, regard customer satisfaction as our never-ending pursuit, strengthen design, manufacturing process control, continuously improve quality, reduce quality costs, and increase brand competition. force.

The second is to innovate technology and technology management, take the lead in applying new technologies, new processes, new materials, and new methods to improve plant efficiency and efficiency, achieve safety and environmental protection, continuously optimize processes, and fully implement management drawings, project worksheets, and DST/DSTR. Waiting for new methods of work to give full play to the guiding role of the process and create more wealth for the entire value chain of the factory.

The third is to innovate production management, to promote DCPW as the main line, in order to improve the rate of order compliance and time compliance rate as the main goal, to refine the management and control of all aspects of the production process, improve the on-site management level, the endless pursuit of problems and the customer's In the same period.

The fourth is to innovate safety management, continuously introduce new ideas and new methods, deepen the application of KYT and SES evaluations in factories, improve safety pre-control capabilities, and make post-event treatment a precautionary measure.

The fifth is to innovate equipment management, deepen TPM management, carry out comprehensive efficiency improvement of OEE equipment, actively explore and apply new equipment, new tooling, and new technology, strive to improve equipment automation, increase production efficiency, enhance product quality assurance ability, and reduce workers Labor intensity; strict management of kinetic energy, promote energy conservation and emission reduction, and improve equipment efficiency.

In the party’s own construction, it will focus on strengthening ideals and convictions, integrating production and management practices, and making innovations and breakthroughs in the content of ideological and political work; in deepening the construction of corporate culture, efforts will be made to increase factory cohesion and centripetal force, and promote culture. Integrate organically with management to cultivate factory culture soft power and enhance factory affinity. In the construction of high-quality talent team, we firmly establish a scientific view of talents, strive to improve the environment conducive to all kinds of outstanding talents, and strive to create an international perspective. The professional management middle-level management team, technical management team, and operational skills team create a good environment that encourages talented people to do their jobs, supports talented people to develop their careers, and helps talents to do a good job, ensuring that people do their best.

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