Recently, China National Heavy Duty Truck Group Jinan Commercial Vehicle Company held a meeting for personnel at the section chief and above, and made arrangements for the problems that occurred during the work and the overall work in 2011. Efforts have been made to improve the on-site management level and achieve a leapfrog improvement in the assembly quality of the entire vehicle.

The workshop section chief did an in-depth image and text analysis of the site issues, and the new product was trial-produced and the problems found were solved. Trial production trials, through the form of trial production daily newspapers, fully exposed all problems encountered in the trial production process. After loading verification, the team must conduct meticulous and effective training.

The Technical Quality Room makes full use of the technical quality regular meeting platform to solve the problem that the new product is not in place. Pay close attention and determine the playing time according to the test report and manufacturing department of the technical department, and try out the test equipment. Timely delivery of test assembly details to the relevant department. The entire vehicle assembly line was arranged on-line to arrange special testers to watch the scene. Improve the construction of quality gates, implement the "first-car evaluation system" and "first-car responsibility system", require the workshop section chief to test the first workpiece and confirm the signature.

Strict discipline, where the line is stopped, the section chief must carefully analyze the reasons for stopping the line. It is a problem within the assembly department that immediately studies and formulates measures to solve the problem. Belong to external technical and quality issues, make good records, and upload positive information. For areas that do not have the ability to do, including changes in the state of design or to help control the quality, etc., to correct and prevent active coordination of superior units to help solve.

Mark the problem of the unqualified parts in the work area with red, hang it on the visual board, and publicize the warning. Strict assembly process discipline. For the low-level assembly errors, the workshop director intensified inspection efforts and resolutely prevented such low-level assembly errors as loosening of bolts, missed cotter pins, and the like. Require operators to strictly follow the first operation, and then check, and finally confirmed 1,2,3, work steps, and careful operation.

Strengthen and improve the function and function of section chiefs. It pays high attention to all quality indicators that have been issued, and grasps the specific implementation requirements of each index for the work of this section. Between the section leaders, a regular section will be used to analyze the difficult problems encountered on the site, actively search for the reasons, and obtain a thorough and effective solution from the source.

In the production room, large assemblies such as engines, transmissions, and bridges are completed daily, ensuring that the settlement accounts at the end of the month correspond. For the current installation of quality control points in the assembly shop (quality doors), technical quality room to prepare inspection instructions, and training for inspectors. The inspectors carefully analyze the inspections every day and prepare daily inspection reports. Further refinement of the quality indicators, to ensure that the vehicle AUDIT review, a passing inspection pass rate, bar code scanning rate of more than 95% and other special targets completed.

In 2011, the goal and focus of the overall implementation and completion of the heavy-duty truck assembly department was the “12-second project” of the assembly line; the quality of the entire vehicle was improved by leaps and bounds, and the quality and technology risks were prevented; the on-site management system with the section chief as the core was established. Before the end of March, the section chief completed the unified reading of the book “On-Site Management of Outstanding Teams”, thoroughly understood the content, and learned to compile relevant forms. The site management system with the core of the section length is the key to doing a good job, doing a solid job, and doing a bit.

The production units in the workshop are based on the principle of not manufacturing, receiving, or rejecting unqualified products, ensuring that the physical quality is continuously improved. On-site safety, lean production, equipment, UEP improvement, internal quality assessment and other work ensure a solid place. Establish a flat rapid response management model with quality as its core – KPI target management. Continuously strengthen and strengthen the awareness of conservation and ensure that the various expenses of the department are controlled within the scope of the index.

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