Since the fourth quarter, Jinan Commercial Vehicle Manufacturing Company earnestly implement the spirit of Shandong Heavy Industry Group's meeting on “Strive for the fourth quarter and unswervingly complete the annual target tasks”, and comprehensively carry out the Group's various work deployments, and all the staff carry forward the spirit of “never slacken off”, “always stand in the forefront of the tide”, and “always compete for the first”, and excel in the fourth quarter to resolutely win the “Finale Battle”. “Finale”.
Lean production to start the capacity “acceleration”.
From sloppy to lean, from traditional to innovative, Jinan Commercial Vehicle Manufacturing Company insists on looking inward, finding the key, grasping the key, firmly grasping the two main lines of safety and production, and continuing to accelerate gears. In order to ensure the efficient connection of double-shift production, the Manufacturing Department, according to the order model, delivery time, material resources, etc., through production planning, identify bottlenecks in advance, scientific scheduling, flexible scheduling, to ensure that at least 3 days in advance of the locking production. At present, the timely delivery rate of orders is 2.69% higher than the previous year, and the order delivery cycle is 2.4 days less than the previous year.
Focus on process control and drive quality improvement
In order to create more competitive products, Jinan Commercial Vehicle Manufacturing Company focuses on strengthening control and digging into quality improvement points. The company has established a three-level quality indicator system for the company, departments and sub-lines, and monthly notification and analysis of the completion of the situation, with clear responsibility; formulated 7 work plans and 26 action plans, and set up 10 groups to tackle typical quality failures such as “pipeline”, “electrical”, “three leaks”, etc.; established a 24-hour response mechanism for problems on the exposure desk, and monthly notification of problems on the exposure desk. “The company has set up 7 major work plans and 26 action plans, and established 10 quality typical fault attack groups; established a 24-hour response mechanism for the problems of the exposure desk, and tracked the trend of after-sales failure rate on a monthly basis, so as to find out the anomalies in a timely manner and take precautionary measures. Drawing personnel from various departments to set up a mobile squad, ready to go to the scene to implement the rectification of the problem of visits, and improve the rapid response mechanism; strengthen the assembly process control, carry out process discipline checks to ensure that the off-heavy process conformity is controllable, the implementation in place.
Empowering cultural cohesion and releasing team energy
Jinan Commercial Vehicle Manufacturing Company (JCVM) has identified the entry point of corporate culture and production and operation, and has taken “branding, team-building and team-strengthening” as the goal to play the role of corporate culture as a force multiplier. The main welding line team of the body department implemented the “ten-one” culture to realize the exchange and mutual promotion between workers and enterprises. At the same time, to carry out the “five forces” excellent team creation activities, stimulate the front line “quality, efficiency, bright site” benign competitive atmosphere. In order to build a “small position” for the team, the company actively carries out the “six X” team building activities, guides the front-line team to form a unique team culture, and stimulates the employees' self-motivation.
In the fourth quarter, all the cadres and workers of Jinan Commercial Vehicle Manufacturing Company, with the belief of “one family, one heart, do it together, and make it happen”, will anchor their goals, work hard, seize the opportunities, and rise to the challenge to accelerate the speed, and hand over a satisfactory answer sheet for 2024.
