"Quality is the life of the company." For most Chinese companies, this slogan is already familiar. However, for many companies, what is difficult is not to establish a sense of quality, but how to consistently launch quality and reliable products and services in the production and operation of enterprises. In September, Dongfeng Cummins Engine Co., Ltd. launched a series of quality improvement activities. Close observation may help us to answer: Where does the reliable quality come from?

The pursuit of quality should be guided by the needs of users

When it comes to the Dongfeng Cummins engine, the first reaction of most drivers is a big brand and good quality. Especially in the eyes of truck drivers, it is almost synonymous with stability and reliability. In the Qinghai-Tibet Plateau, where weather conditions are harsh, long-distance transport vehicles equipped with Dongfeng Cummins engines are often the first choice for tourists to take a ride. These good user reputations are inextricably linked to the strict quality requirements of Dongfeng Cummins.

Usually people think that the product goes from the assembly line to the quality inspection station. As long as the quality inspection is qualified, it means that the quality has passed. With the increasingly fierce competition in the industry, only the pursuit of the quality of the product "factory pass rate" can not fully meet the needs of users. In particular, in the engine industry, after the product quality inspection, it is necessary to assemble the product at the vehicle manufacturer. The adaptability and matching around the vehicle assembly is also an important indicator of product quality inspection. Dongfeng Cummins believes that it is necessary to ensure that products do not cause problems for vehicle manufacturers and end-users and that the objects of quality concern should move forward.

Reflected in the products, it is the engine's requirements for quality, and it should go from the pursuit of the qualified rate of products leaving the factory and go further to focus on the user's OEM RPM. OEM RPM refers to the defect value of the product at the vehicle (main plant) user, such as the nut is not tightened, the air cushion is not tightly sealed, and so on. Pay attention to the performance of the engine at the user's office and improve the defects that do not meet the needs of users - this is the weight of Dongfeng Cummins' product quality assurance over the years. It is understood that the average OEM RPM for Dongfeng Cummins has reached 2813, that is, only 0.2813% of the defect rate is not recognized by customers, which is far below the industry average.

The system must be developed around customer issues

Liu Xiaoxing, general manager of Dongfeng Cummins Engine Co., Ltd. believes that the quality of work lies behind the quality of work, and is a scientific methodology and execution. Only with advanced management methods, scientific management processes and tools, and strong implementation can we have better quality assurance.

In Dongfeng Cummins, there are two committees, namely PIC (Product Improvement Executive Committee) and PQC (Product Quality Decision Committee). Their role is to standardize management of Dongfeng Cummins's quality improvement activities and use the power of processes to quickly remove barriers to improvement. This kind of reference from Cummins's management model not only provided organizational guarantee for Dongfeng Cummins' quality management, but also gained top-down resources support for quality management projects.

In contrast to other companies that put quality improvement in the manufacturing process first, the Dongfeng Cummins PQC process focuses on the improvement of quality issues that occur on the client side. It directly focuses on client issues and solves problems before shift. This also means that the quality control of Dongfeng Cummins manufacturing process has been perfected.

In addition, Dongfeng Cummins has also introduced Cummins advanced seven-step work method. The seven-step work method is based on the logic of problem solving and summarizes the seven steps to solve the problem, such as: identify the problem, identify the possible causes, take measures to temporarily protect the user, collect data for experiment, and find the best solution through experiments. , implement implementation, evaluate the effectiveness of the improvement, etc. The benefit of the seven-step work method is that it simplifies the process of problem solving and at the same time, it more accurately hits the point of the problem, saving time and improving customer satisfaction.

Execution is the cornerstone of quality assurance

They all said that "the system is well established, but the implementation is troublesome." If a company only has systems, systems, and methodologies, and implementation is not effective, the effect will inevitably be compromised.

In order to implement these methodologies into each department related to production, management, and management, and to better perform the landing, Dongfeng Cummins has also formed its own regular meeting system, such as the product improvement implementation meeting every Thursday and the monthly product quality. Decision-making meeting, quality of production every afternoon, etc. Managers only need to enter unqualified information into the system, and the system will automatically analyze these information data. According to the results of the analysis, everyone will have an open discussion. The purpose of doing so is: in the process of information rolling, we can scientifically and quickly find quality issues and promote problem solving.

In addition, Dongfeng Cummins has further strengthened its implementation from four aspects: First, it improved the quality management system and ensured the effective operation of the quality system from the process. The second is to use error prevention technology and statistical process control in the manufacturing process to carry out error prevention activities, rapidly improve the problems in the manufacturing process, and improve processing capabilities. The third is to make full use of the quality information management system, to shorten the process and time for people to exchange information through the system, and to track down issues to solve. The fourth is to ensure the quality of products by improving employee awareness of quality, conducting quality tool training, and promoting full participation in quality activities.

In the words of Han Yudi, manager of Dongfeng Cummins Quality Department, good quality was created, not checked. No matter how good the inspection work is, there are still unqualified products. Only by strengthening the monitoring of the manufacturing process and forming a quality management industry chain that aims at customer satisfaction and improves quality, can the product quality level be upgraded as a whole.

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