Recently, FAW Jiefang Automobile Co., Ltd. Wuxi Diesel Engine Factory (referred to as Xie Chai) successfully passed the ISO/TS16949 quality management system supervision and review. The TÃœV SÃœD Certification Company's audit team fully affirmed Xichai's excellent performance in the quality management system operation and regarded Xixi as the "best state-owned enterprise among all audited companies in the audit group." This is also the first time that Xichai has passed the certification since 2004.
2012 was the second year of Xichai’s four ventures and was also the year of Xichai’s “paying for qualityâ€. Director Qian Hengrong clearly pointed out that in 2012, Xichai shall “take quality, quality-oriented enterprises as the center, and realize the comprehensive improvement of products, quality and brand through the joint action of all employees, all positions, the whole process, and the entire systemâ€. In the first half of the year, Xichai focused on the “zero-kilometer failure†as the breakthrough point, the “four-all activities†as the starting point, and the quality-focused project promotion as the focus of effort to enhance work quality, product quality, and system capability.
With the "zero-kilometer-fault reduction" as a breakthrough point, customer satisfaction is improved. As early as in 2009, Xichai proposed to reduce the failure of on-line zero kilometers, and jointly formed a project team consisting of quality assurance, sales, procurement, research and development, and production lines to carry out research on key issues such as management improvement, control checks, and quality improvement. In 2011, Xichai proposed that the zero-kilometer line failure on the line should be reduced by 5% per year on the basis of the previous year, and the failure rate should be reduced by 25% in the next five years. With zero-kilometer failures, efforts should be made to enhance the quality of the whole plant and improve customer satisfaction.
In 2012, Xichai planned on-line zero-kilometer work in terms of service, support, procurement, assembly, management and control, and started zero-kilometre troubleshooting to continuously improve vehicle manufacturers' satisfaction with Xichai products. In the factory, through the enhancement of product design, quality control of purchased parts, and quality of assembly, a zero-kilometer FMA database was established to improve the quality of products from the source; in OEMs, quality problems were excluded before they went online by improving on-line service quality. The quality problem is solved before the entire vehicle is put into storage, and “zero complaints from users†is realized; in the industry, the quality of the main engine plant in the entire vehicle factory is continuously benchmarked and complemented by continuous improvement.
In the past three years, Xichai has combed and perfected 17 management processes and completed 82 zero-kilometer failure research projects (a total of 289 items), of which 46 have been completed in 135 items this year. According to statistics, the average failure rate in the first half of 2012 was 58% lower than the average failure rate in 2008, and the satisfaction of OEMs with Xichai products has steadily increased.
Taking the “full-scale activities†as a starting point, the quality of work will be improved. Xichai believes that the key to the quality of products lies in the quality of work, and the improvement of quality consciousness is the top priority. In 2012, Xichai took the “Quanquan†activity as the starting point, fully implemented the quality work, and comprehensively improved the quality consciousness. In addition to convening a quality promotion conference for the whole plant and carrying out a series of routine actions such as QC team, quality grading for third-grade teams, quality zero-defective activities and other routine actions, we also made innovative efforts to create a “quality assured positionâ€. Activities, production of quality warnings, VCRs, and implementation of quality inspections and other optional actions enabled all employees to fully recognize the importance of quality work, clarify the quality responsibilities of each job, and further enhance employees' quality awareness.
At the same time, all the green lines of Xichai have also taken actions to ensure that the “Quanquan†series of activities have achieved substantial results. The management line used the “Quanquan†requirement as a general idea to organize and carry out the 2012 major discussion activities. Through the form of big discussions, all staff improved the quality of work; the production line held “strict standards, strived for excellence, and quality went up to a new levelâ€. The launch ceremony of the “Quanquan†activity and the “Quality Improvement Implementation Conference†systematically arranged quality work and detailed implementation of quality requirements; the procurement line organized the “Special Meeting on Enhancing the Capacity of the Peripheral Supplier System†to carry out work around the upgrading of the procurement system's capabilities.
"Systems for protection, ironclad quality" is one of Xichai's quality and cultural connotations. In the second half of 2011, Xichai focused on the quality issues of “zero kilometers†and current production exposures, and launched a two-month special campaign to “strike hardâ€. During the activity period, Xichai issued a total of 9 notifications. According to the quality problems of exposure, responsible persons, responsible suppliers, and service stations carried out the responsibility retroactive treatment according to the management regulations. This event formed a “proud of honoring quality and ignoring quality as shame†in Xichai. “No matter what the quality issue is, we cannot overdo it. No matter how we catch it, it is not too hot. In quality management, how can we be strict? The strong atmosphere and rewards for employees who contribute to quality at the same time rewarded 178 individuals with advanced quality from January to April 2012.
Focus on quality projects to improve product quality. At the Xichai annual quality work promotion conference held on January 30th, Xichai identified a number of factory-level quality research projects. Although it was a routine move, compared with previous years, half of the projects and key machines were compared. The type and key markets are closer together, and other projects are also closely related to quality costs and new product quality.
After the project was finalized, in accordance with the principle of “two levels, three grasps, and one implementationâ€, Xichai was led personally by the factory leaders and set up various project research teams to ensure that “projects are clear, practical, staffing and time are strict.†The feedback evaluates the progress of the investigation and regularly holds a coordination meeting for the offense. So far, all project-level quality projects have progressed smoothly. Some of the project improvement measures have been implemented and they have shown results in improving product quality.
While carrying out the quality research project, Xichai also carried out the “Quanquan†quality work benchmarking and large-scale investigation activities. External benchmarking, establishment of quality indicators in the same industry, benchmarking, setting of quality indicators for internationally advanced engine plants, benchmarking against the quality of major components and competitors, internal inspections, and internal control of the factory , standards, procedures, etc., check the gaps in implementation, summarize problems that have been identified, organize workshops, study and identify priority improvement project plans, and formulate improvement plans.
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