In 2013, under the guidance of the operating principle of “serving the market, realizing quality, strengthening products, accelerating development, safe production, strictly controlling costs, improving management, and building a teamâ€, FAW Liberation Gearbox Branch implemented “quality for survivalâ€. The "winning strategy" put forward the core measure of "relying on quality and profit". The company up and down with the desire to build a " quality of the Great Wall ", rely on the solidification and innovation of various quality activities, improve quality awareness, improve quality ability, improve market quality, improve quality of suppliers, so that the quality of transmission products Steady increase in control.
The improvement of manufacturing process quality is an important part of ensuring the quality of gearbox assembly products. In order to correctly evaluate the quality of the manufacturing process and improve the quality management system, the branch company has strengthened the process auditing, combined the problems and risks, and improved and supplemented the quality management system procedures. A new product design change implementation guide was added. The management documents such as the "Book" and "Quality Door Evaluation Work Instructions" effectively controlled the risk of product changes and clarified the requirements for the phased quality approval of new products. The branch company has formulated the 2013 annual process audit plan, and has formulated a plan to improve the process compliance rate. This year's process audit will focus on the development of a 10-file, 12-speed product platform for leading products, and strives to meet the requirements of the liberation company for the key process compliance rate. In terms of specific practices, we pay more attention to details, conduct regular monthly audits of the process, combine Audite review, market feedback, and parts inspections, find risk points through the process, and implement improved control measures. At present, the completion rate of non-conformance rectification for process audits is over 90%.
The general manager of the branch, Liu Yanchang, proposed that the audit is to find problems and find wealth; improvement is to solve problems and create wealth. Through the introduction of Volkswagen Audite review, the weekly commentary was conducted to strengthen the quality monitoring of parts and assemblies, and a large number of detailed and solid work initiatives, significantly improved the parts scratch damage, timely detection of hidden issues, so that product quality is effectively guaranteed.
The company also set up a special improvement team to quickly respond to market feedback problems and solved quality issues such as cleanliness. While strengthening self-manufactured parts manufacturing, it also strengthened supplier "process auditing" through on-site assessment, assistance and cooperation. Improvements, etc., enhanced supplier quality awareness and improved the quality of collaborative parts.
The company starts from cultivating employees' sense of quality, focuses on quality, adheres to the improvement and improvement of the masses, and creates an atmosphere of full-time, full-time, full-process, and whole-system involvement in fine manufacturing, fine assembly, and fine management. At the joint meeting of the Party Corps, Yu Hongjun’s secretary conducted a monthly education on the market situation and education on quality awareness. Through interviews with fresh quality examples obtained from the market, everyone analyzed and introspected, stimulating everyone’s attention to quality and doing a good job of quality. . All employees were motivated to improve and solve problems existing in this position and solve practical problems in production, quality, safety, and management. Employees' proposals were solicited and the QC team was established to solve the company's problems. The employees' awareness of quality was significantly enhanced, and the concept of "quality is made out" was gradually formed among the employees.
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