In 2011, in order to enhance the market competitiveness of cab assembly products, the body department of China Sinotruck Truck Co., Ltd. proposed that quality control must be improved from elite management to mass management.

To improve the quality of cabs, we must establish two major work standards systems. One is the quality management system; the other is the physical quality manufacturing process control system. The body department has established a quality assurance system and a quality inspection system. It has also focused its efforts on organizing and implementing the five major aspects of organization, ideology, technology, resources and environment, and control system in accordance with the requirements of “5MIN”.

Organizations, the implementation of process owner management, the establishment of segment-level quality responsible person, the establishment of quality management system for each workshop, innovative design process quality control card, step by step implementation of quality control.

The ideological awareness is based on the pursuit of top quality management, Six Sigma management and modern product quality management methods in the entire quality system. Each class team issues about 200 quality system knowledge and should be handbooks. It is planned to select excellent team leaders to perform examinations and award winning. By. Promote and promote standardization management, product consistency assurance management, and product quality feature management.

Resources and environment, through the transformation of the second coating equipment, the transformation of the old coating line, and the transformation of the HOWO temporary line project, effectively improved the physical quality level. The internal control AUDIT evaluation values ​​HOWO-A7, HOWO, and STR were respectively From the original 150 points, 150 points, and 185 points, they dropped to 125 points, 136 points, and 165 points respectively.

The control system, for the first time, conducted a two-party review on suppliers with many types of products, large quantities, many problems and relatively large scales, and helped to establish an effective and practical quality control system, so that the entire control chain of the product was completed. control.

The employees’ quality awareness and skills are in line with the quality requirements of the products. After identifying the key and important processes, the on-site divisions of the body department took the lead to select the people with job capabilities to control the manufacturing processes of these processes, such as: Processes formed by critical dimensions and technical requirements of important parts; processes that have a major influence on the quality of the next process; difficult processes and long processing cycles; precious raw materials; Production processes, unstable quality processes that affect the appearance of the cab, safety, and use of functions.

In particular, it mainly includes quality control points, quality gates, assembly final inspections, assembly and appearance cover production and transshipment, assembly welding processes (hole size control), quality improvement focus, high quality issues, The key processes such as centralized feedback of quality information feedback items and weights of after-sales claims ensure the quality of human resources. Field divisions such as welding one, welding two, and one coating provide a corner to conduct operational training and develop mentorship. The Signing Ceremony took out qualified employees as soon as possible; using the lunch break, the workshop quality engineer focused on the quality of the training process, and the newly established Tusan Field Division also compiled internal quality information briefings.

Carefully understand the true feelings of users and focus on improving actual results. For the pre-sale problem, the vehicle body department sent personnel to monitor the service of the marketing department one after another. For after-sales problems, after careful examination of the quality problem pictures, telephone inquiries were made, physical quality improvement was achieved based on first-hand information, and typical parts and components were collected for subsequent orders and assembly feedback. The issue of a special incoming inspection, find the root cause. In 2011, external quality information feedback fell by about 30%.

The improvement of innovation is endless, and the level of equipment tooling and technical process management is effectively improved. The body department has designed and used internal quality information systems and spare parts information management systems to improve the efficiency of information processing so that equipment spare parts can be shared and scientifically kept.

The technical room organized the three major processes, organized the process operation training, the key process quality audit, the process reorganization and optimization, and the upgrading of the unsatisfactory process standards. The truck deployment was implemented synchronously, and the special process reconfirmation table was reorganized to ensure the special process. Process control and product quality.

HOWO-A7 Daqin Line's "Optimization of Automated Press Line Oiling Point"; Coating First-line "Pre-treatment electrophoresis line energy-saving renovation project", "Pre-treatment electrophoresis linear fluid tank optimization", "Export Thai tricolor cab “Optical Coating Optimization” and “Process Optimization of Phosphating Dregs Removal of the Pre-treatment”; Welding Quality Improvement of the Cab Mounting of Welding 2 improves the technical level and quality of the cab and saves costs.

The first organization, technology, quality, equipment, and logistics department of the production room conducted a comprehensive review of the supplier's on-site “5S”, mold status, and warehousing, etc., and comprehensively understood the actual production site of the supplier, and controlled the subsequent production plans. Provides the scientific basis. The equipment tools have established their own special production equipment daily report system to keep abreast of the equipment dynamics.

Systematic review was performed on the tooling and equipment with quality problems in product parts, and a rectification plan was formulated. The combined technology was dispatched to the outside tool factory for commissioning service personnel to perform timely maintenance services.

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