As of the end of November 2009, Dongfeng Dana Axle Co., Ltd. completed its main business income of 3.514 billion, exceeding the annual sales challenge goal by one month in advance. This achievement has been closely related to the company's conscientious implementation of the scientific concept of development, the active expansion of external markets, the vigorous promotion of product market competitiveness, the increase in cost reduction, and the effort to cultivate new growth points.
Since the beginning of this year, in order to further increase the market share of products, Dongfeng Dana has actively expanded the market on the basis of ensuring the loading of Dongfeng commercial vehicles, and put forward the “stable development of the existing scale market, constantly seeking new potential markets, and striving to expand overseas. Market, vigorously develop new products market" ideas. By digging deeper into the potential market and consolidating the strategic cooperation relationship with domestic major passenger car manufacturers, it actively contacts with target customers to find out more opportunities for product cooperation, and through product promotion and promotion, with end users in the product In-depth exchanges of knowledge, use and maintenance have made the product endorsed by end customers. In 2009, the company’s large passenger vehicle bridge had a market share of 51.38% in the bus market, among which the bus market share of Beijing, Tianjin, Shanghai, Jinan, and Guangzhou reached more than 80%, achieving a total sales of 150 million yuan; 2009 By November, the company had driven more than 100 million yuan in sales through terminal orders.
In order to strengthen R&D and improve the market competitiveness of its products, Dongfeng Dana takes three major measures to strengthen product development efforts. The first is to speed up the localization of Dana's products S130 and S/D190, broaden the product platform to meet the needs of market development, among which the S130 project is expected to achieve mass production in 2010, and the S/D190 project has completed prototype production and related road tests. The second round of bench verification is currently underway. The second is to accelerate the advancement of South Korea's Hyundai Bridge, Hino Bridge, S170 and other projects. Among them, South Korea's Hyundai Bridge project and Hino Bridge project have been in volume production, and the S170 hybrid bridge project has passed trial production. The third is to develop adaptive products around key customers. At present, more than 70 customers have signed more than 900 technical agreements, involving 1,500 matching products, of which 900 are newly developed.
Lowering costs is an important means for companies to improve the quality of their operations. In 2009, Dongfeng Dana further improved the standard cost management system and established a standard cost accounting system based on the standard process BOM. The difference between the standard cost actual cost and the actual physical cost in 2009 was reduced to 1.5%, and the manufacturing cost difference was reduced to 2 %. The company also set up market-oriented KPI indicators, established a cost analysis standard template, systematically analyzed the matrix by product platform, product family and cost reduction opportunities, analyzed the direction and opportunities for cost reduction quickly and effectively, and strengthened quality control. , lower quality claims. In 2009, the company's party and government jointly launched the “Building Quality Consciousness, Pursuit of Excellent Quality†campaign and the “Improve cost reduction and compete for me first†party-building theme contest, which effectively improved the quality awareness of all employees, and improved the entire company's establishment of 418 items. , Actually completed 467 items, creating more than 90 million yuan.
Dongfeng Dana Axle Xiangfan Factory: Establishing Quality Consciousness to Improve Operating Performance
From January to November of 2009, Dongfeng Dana Axle Xiangfan Factory produced a total of 94,491 front axle assemblies, 70,884 rear axle assemblies and 111,236 axle housing assemblies. The main business income was 1.208 billion yuan, and operating results were steadily stable. Promote.
In order to ensure that the production plan is reached on schedule, the plant insists on the smooth continuation of the production plan in the afternoon of each working day, strengthens the balance of orders, locks in the 3-day rolling plan, and changes the assembly line laying method to advance the assembly on the next day to the end of the previous shift. The line was laid to ensure the smooth completion of the storage plan.
In production, the Xiangfan factory attaches great importance to product quality, and has implemented a series of effective improvements through the promotion of factory-level quality improvement projects. In 2009, the plant focused on strengthening the management of edge processes, process audits, and process discipline. Through monthly inspections and improvements, the company increased its process assurance capabilities. As of November 2009, the fund claim rate was 0.098%, which was lower than the target value of 0.112%. , 9% lower than the same period in 2008.
In a situation where the market is gradually warming up, the factory's human resources are insufficient, and the cost pressures are increasing, the Xiangfan factory has started a new employment and training plan in a timely manner. The unit labor cost output man-hour is used as the main indicator to measure labor productivity. Unit per capita working hours, labor cost indicators for assessment. According to statistics, during the period from April to October 2009, the factory staff supported 88 people on the frontline. From November to November, the number of cross-site support was 446. From January to November, the manufacturing cost saved 2.927 million yuan, and the labor cost saved 1.008 million yuan.
In the “Four Hao Team†five-star creation work, the party committee of Xiangfan Factory further enhanced the contribution of the Party building work to the improvement of performance. Focusing on production and management, it focused on four tasks: First, to carry out education on the situation and objectives; second, to actively create high yields for war. Atmosphere; third is to carry out learning and practice of scientific development concept as an opportunity to actively promote the transformation of the production line, improve the staff operating environment, improve production capacity; fourth is to strengthen service and management, and promote the continuous improvement of business performance.
Since 2009, the party's Party committee has completed five projects to improve its projects and achieved 5.36 million yuan of effectiveness; the Party Committee has completed 32 projects for improvement projects and achieved a profit of 27,270,000 yuan; the Party members have completed 180 service commitments and achieved 1.62 million yuan in effectiveness. .
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Dongfeng Dana Axle Shiyan Plant: Optimizing Employment Improves Efficiency
Through the transformation of the vertical multi-knife and semi-automatic lathe electrical system of the parts shop, the engineers and technicians of the equipment division of the Dongfeng Dana Axle plant not only improved the machining efficiency of this congenitally deficient equipment by more than 30%, but also satisfied the adoption of multiple types of production lines. The requirements for flexible production of parts; through the adjustment of the process layout of 6 cross-axis production lines, the old production line of Toi Plant has not only changed its appearance, but also greatly enhanced its processing capacity, and has also led employees to learn the craze of CNC technology. ... As of mid-November 2009, the Shiyan plant of the Dongfeng Dana Axle had accumulated 1,415 improvements in efficiency, accounting for 122.7% of the annual improvement projects, which provided strong support for the successful completion of the 2009 business goal of the Shiyan plant.
In March and April of this year, under the country’s policy of expanding domestic demand, the once depressed automotive market began to pick up. The Shiyan plant bridge assembly production soared from 12,000 in February to more than 24,000 in March, while the factory employed more than 500 people and the production capacity of heavy bridges was severely insufficient. Production organizations faced great challenges. In the face of challenges, Shiyan Factory did not withdraw, but seized this rare opportunity for development. On the one hand, it quickly activated the “active employment†mechanism and mobilized male employees aged 41 or below in management and support positions to first-line support. 147 management and auxiliary employees took the initiative to enroll, and substantiated to the production line, which greatly eased the situation of labor shortage at that time; on the other hand, in response to low efficiency and high operating cost of some production lines, heavy-duty assembly lines and 460 Bearings were implemented. The eight key production lines such as the lid production line have been focused on efficiency improvement, which has effectively increased the labor productivity of the factory. Through the refinement of management indicators and strengthening of improvement efforts, the OEE of Shiyan Factory has been upgraded from 60% last year to 72%, achieving considerable management performance. By introducing the JPMH (Per Capita per Unit of Time) Indicator Evaluation and Evaluation System, not only is labor reduced drastically. The cost also achieved a 14% increase in per capita income, creating a win-win situation for factory development and employee income increase. As of November 2009, the factory's output value exceeded 1.94 billion yuan, and the output value for the year was directly at 2.2 billion yuan, a record high.
In 2009, Shiyan Factory Party Committee focused on the establishment of a “Four Good Team†five-star upgrade to continuously improve the leadership of the two-level management team in the scientific development of the factory, and focused on improving the guiding force of party building work in the production and business activities of the company. The core role of politics is fully realized. The party committee of the factory led the grass-roots party branch to closely follow the themes of "double-penetration" and "dual-creation", and steadily promoted the "improved cost reduction and competition for me first" intra-party competition activities and achieved remarkable results. --- 2009, the party committee of the plant project In 4 projects, the party branch established 261 projects, completed 502 projects, and achieved more than 5 million yuan of profit; the party members promised 498 projects, and currently completed 492 projects, with an effect of 4.752 million yuan.
Dongfeng Dana Axle Shiyan Parts Factory: Management Innovation Boosts Efficiency
From January to November this year, the output value of the Dongfeng Dana Axle Shiyan Component Factory increased by 11.95% over the same period of last year, a record high and accounted for 134% of the annual plan. The reason why this kind of success can be achieved is that it has benefited from the management innovations implemented by the plant and has injected vitality into the development of the plant.
--- implement project management. In early 2009, Shiyan Parts Factory established a factory-level project management committee to incorporate project management into the important agenda of the plant's operation and management, and established adjustment arm failure improvement, product internalization, the second floor rear floor of the third workshop, and the reduction of equipment inventory. We focused on the construction of the Welded Weapons capacity and improved the benefit of the through shaft, and identified six project managers. Through the implementation of project management, it has effectively supported the operating performance of the factory. Only the internal product-in-product projects have completed 25 varieties so far, achieving an output value of 26.9 million yuan and a production value contribution rate of 6.83%.
— Use new methods and new tools.
In terms of quality management, Q-UP activities were introduced, in which the third floor back floor line has entered the silver level (the production line does not flow out of the bad) recovery improvement stage, and the 8D method and full quality assurance activities were introduced to make the front floor line machine of the three workshops. Processing from poor engineering from the 1821PPM down to 400PPM.
In equipment management, through the use of TPM, we have continuously improved the equipment management level. We have maintained the top three achievements in the diagnostics of the Components Business Unit. Through the implementation of equipment self-protection activities, we have effectively improved the integrity of the workshop equipment and passed the introduction of OEE. (Comprehensive equipment efficiency) Management and implementation of CPU cost realism activities provide scientific basis for realizing product cost and finding countermeasures.
In terms of safety management, KYT management was further deepened to significantly reduce on-site violations. Pre-operation safety confirmation has become a normal safety behavior of employees; effective measures have been adopted to promote SES evaluation, and 2,100 items of hidden dangers have been excavated, and 1920 items have been rectified, effectively reducing On-site risk.
--- Launch a party-themed competition. Since the beginning of this year, the plant has been focusing on the “improve cost reduction and increase efficiency for me first†campaign. The party committee members took the lead in undertaking four key improvement projects, and cumulatively created economic benefits of 597,500 yuan. Through strengthening supervision and process monitoring, the party branch improvement project was Effectively promoted, as of November, the party branch improvement project completion rate was 74%, creating economic benefits 1.6062 million yuan.
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