XCMG's "three-way simultaneous development" of core parts set off a "quality revolution"

"Lifting!" With the roar of the engine and the command command command of on-site dispatching, the 400 ton excavator cylinder independently developed by XCMG hydraulic parts company, the largest tonnage in China, was successfully loaded and sent to Australia, realizing the first breakthrough of the independent super large tonnage excavator cylinder in the international market. As a high-end host market attracting worldwide attention, Australia has always deterred many independent brands with harsh performance indicators and strict quality requirements. What does XCMG rely on to successfully win export orders for its core parts? There is no doubt that "quality" is the biggest charm label of products.

Tom Peters, a famous American management expert, once took "quality management revolution" as a diagnostic prescription for the improvement of enterprise quality management in his famous book "winning in chaos". For the current construction machinery parts market, "fine", "reliable" and "advanced" have become the new requirements of users for core parts products. Under the "close hand" competition, if enterprises want to achieve "breaking the ice" in the market, a great change in quality management is also imperative. Focusing on the business philosophy of "focusing on quality and service", XCMG Hydraulic Parts Co., Ltd. is working in three ways according to the working idea of "clear standards, accurate methods and strong control". Starting from the dimensions of technical optimization and upgrading, special projects and the improvement of staff awareness, XCMG hydraulic parts Co., Ltd. is making every effort to build a "quality upgraded version" of core parts, and a vigorous quality revolution is sweeping through.

Trace the source to optimize the calibration and do a good job in source prevention and control

Professor Ishikawa Xin, a quality management expert, once said: "without the progress of standardization, there will be no success in quality." For accessory enterprises, the clarity of technical standards is very important to clarify the direction of quality improvement and improve the market competitiveness of products, and hydraulic parts companies have always regarded this management experience as a navigation mark for quality improvement.

"The implementation of standards is not a day's work. We must continuously systematize and deepen standards based on data and fact management in order to achieve practical results." With the advocacy and promotion of the company's leaders and adhering to the working policy of "clear standards", the company has gradually realized the normalization of technical improvement through the improvement of standards and the solidification of experience, and ensured the breakthrough of product quality with the implementation of the completion rate of quality improvement. In order to improve the cleanliness of hydraulic cylinders, the company has formulated the Standard Specification for hydraulic cylinder protection, which makes process changes from three aspects: hydraulic oil port protection, pressure test cleanliness control and process cleanliness control, and continues to promote it according to the trial results and results, so as to reduce the feedback of product cleanliness by 76.6%. In order to solve the feedback problem of oil cylinder rebound, the company's technicians went to the main engine site, investigated the problems through the disassembly and inspection of the feedback products, compared the improvement scheme, and clarified the design standards, so that the quality feedback of this type was reduced from 70% to 6%, and will completely solve the feedback problem in the near future, so as to truly eliminate the problem at the design source.

Good prescriptions and laws, and tackling stubborn quality problems with special projects

"The quality improvement of products must not 'cure the head for headache and cure the foot for foot pain'. We must find the root cause of the disease, apply the medicine to the case and control the problem at the front end!" In the monthly quality analysis meeting of the company, the working principle of "accurate method" is always mentioned many times. For a long time, hydraulic parts companies have taken the special research on quality as an important starting point to strengthen quality management. In the current market environment, it is more necessary to strengthen the problem-solving, concentrate advantageous resources, focus on targeted research projects, and further improve the physical quality of products.

In order to maximize customer satisfaction, the company launched the "K6" quality special project, focusing on six key factors: strong control of delivery link, standardization of finished product protection, high quality of coating process, strict control of test link, dust-free assembly process and high standard of welding process, focusing on solving six main problems affecting quality in production and practically strengthening the control of key processes. At the same time, in combination with the key product quality concerns of customers in 2015, the company has formulated eight special projects to systematically analyze the reliability of foundation pressurization and the ringing and shaking of oil cylinder from the aspects of human, machine, material, method and environment, determine the key influencing factors and formulate special improvement plans, covering multiple dimensions such as appearance, performance and details. After a series of improvement and implementation, the on-site feedback rate of excavator oil cylinder has been reduced from 4% at the end of 2014 to 0.12%, and the quality feedback is as low as 861ppm. The reliability problems such as oil cylinder shaking, seal burn and thread locking have been upgraded and improved for many times, and the feedback rate has decreased by more than 50% compared with the same period, and remarkable results have been achieved.

Seiko strong knowledge, with full participation to build a strong quality embankment

"Product quality is produced, not tested." In every quality training organized by the company, this sentence always appears most frequently. "Huang Di Nei Jing" once said: "do not treat the disease, treat the disease, do not treat the disorder, treat the disorder." This idea of "preventing disease" is also applicable to quality management. In order to achieve world-class quality, we must create a comprehensive quality system of the whole system, the whole process and the whole staff, so that all staff can consciously and spontaneously follow the principles and value propositions of quality management.

It plays an extremely important role in restricting the quality and behavior of employees. Taking the "quality · life" series of activities as an opportunity, the company has created a quality cultural atmosphere of "zero defects and high-quality products" by carrying out mass quality activities such as the collection of "quality creed in my heart", "debating and sharpening tools, focusing on quality improvement", the debate competition of "quality hidden dangers, micro competition of quality knowledge, and discussion of quality creed". Focusing on the working idea of "strong control", the company implements the quality salary system, strengthens the management assessment, and truly implements the quality control with rigid requirements, which is effectively implemented in all departments; Implement the regional quality management responsibility system, authorize the grass-roots managers responsible for quality indicators in each production area to be the first person in charge of regional quality management, clarify the responsibility assessment dimension, implement positive incentives, give full play to their advantages in the production line, and help employees really pay attention to product quality; Refine and sort out the internal control system of inspectors, clarify the post work standards, requirements and evaluation basis, increase the post up and down mechanism, standardize the assessment management process of quality inspectors, and further improve the quality responsibility system, so that every employee of the company can say "no" to unqualified products!