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In recent years, in the transformation and upgrading of China National Heavy Duty Truck Corporation, it has promoted the transformation by management, benefited management, and promoted the development of the company to a new level. According to reports, China National Heavy Duty Truck produced more than 190,000 vehicles from the 44,000 vehicles in 2005 to 2010, an increase of 330%; sales revenue exceeded 80 billion yuan, an increase of 450% over 2005; Increased by more than 45%, much higher than the industry average.
The achievement of such a splendid achievement by Sinotruk not only benefits from the independent innovation as an important starting point for transformation and upgrading, but also more importantly, it also vigorously promotes lean management. For the automotive industry, core technology is certainly important, but the lack of core management is also one of the reasons why China's auto industry is big and not strong. As a major highlight of the Group's lean management, the experience of Sinotruk Hangzhou Engine Co., Ltd. may be worth the attention of the automotive industry. 
From the management to find a breakthrough
Hangzhou Engine Co., Ltd. is a wholly-owned subsidiary of China National Heavy Duty Truck Group. The company's main products are the Steyr WD615 series diesel engines that meet the requirements of the National III. The products are widely used in heavy-duty vehicles, large passenger vehicles, construction machinery, truck cranes and power generation. Units, ships, etc., with a power range of 160 hp and 420 hp.
However, before the relocation of the Hang Fat Company is another scene. For decades, the Hangfa Company's early factory buildings located in the old city area along the canal have obviously lag behind the requirements of rapid development of enterprises, and also restricted the technological transformation of enterprises and the introduction of new equipment. Enterprises must further expand their production scale and give themselves To seek more space for development, we must upgrade the level of technology and product quality through relocation, and ultimately achieve greater development of the company. In May 2006, under the great encouragement and support of the Hangzhou Municipal Government, Hangfa Corporation formally launched the overall relocation and transformation project in Xiaoshan National Economic and Technological Development Zone. In May 2008, it completed the relocation of the plant on schedule. After the relocation of enterprises, the increase in output, the increase of logistics, the increase of workshops, advanced equipment, and the incompatibility of management have become a major bottleneck restricting the scientific development of enterprises.
Hang Fat Company and China National Heavy Duty Truck Group agreed to take the courage to choose the path of lean management. Adhering to China National Heavy Duty Truck Co., Ltd. to create high-quality products, using quality products to contribute to the community and do a good job, strive to compete for the first corporate values, Hang Fa companies in management first do a good job of people's lean articles. After the relocation of the enterprise, the production line added a large number of newcomers. Facing the gap between the operation level of the operator's equipment and the company's building of a domestic first-class engine manufacturing base, the company focused on strengthening the skills training of operators, and organized production line leaders and managers to professionally The Management Technology Training School conducts management and executive ability studies, visits Hangzhou City and group companies’ fraternal units to learn about visual management and Six Sigma project management experience.
At the same time as going out, China National Heavy Duty Trucks Corporation also specially invited experts from related units to visit the factory to teach and train the company’s new equipment operation skills; the company also innovated employee training mechanisms and established on-site training workstations in each branch. Effectively improve the operator's theoretical level and practical skills of this post; from the production of the first-line appraisal with the replacement of the basic production personnel to replace the two or more post operating skills for the company's multi-energy staff measures, more companies to create a production line of core staff Active and effective exploration.
Lean management has greatly benefited Hangfa. From the production and sales of 45,000 engines in 2006 to 110,000 in 2010, it has completed 139.36% of the annual plan of 80,000 units. In 2010, it achieved sales revenue of 4.475 billion yuan and profit of 366 million yuan. In the past five years, the income of employees has also increased substantially. In 2006, the per capita income of employees was 33,000 yuan. In 2010, the per capita income of employees reached 56,000 yuan. 
Work hard on product quality
Product quality is the root of business survival, and lean management is the root of quality assurance. Hang Fat Company pays close attention to quality and does not relax. The so-called lean is the meticulous attitude, the fine degree, the excellent effect, and the pursuit of excellence. After implementing the lean management system, the quality supervision has become more and more sophisticated.
In order to improve the effectiveness and timeliness of quality control and assessment, the quality department of Hangfa Corporation has established a long-term mechanism for tracking down and interlocking quality responsibility assessments. It has established a superior and negative order for the quality responsibility problems discovered during the production process. Internal user accountability and incentive assessment mechanism. At the same time, on the basis of the inspection of the physical quality of products, an inspection system for process auditing and quality management was established. Process inspectors take the process of on-site forensics, immediate punishment, rapid improvement, and institutional reflections as the main content; quality management audits are mainly implemented through quality management systems, quality plans, quality improvement measures, quality meeting resolutions, quality assessments, and long-term mechanisms. Content, establish tracking table implementation. The Quality Department mobilized relevant quality and measurement technology management personnel to participate in the quality supervision work, and issued evaluation indicators for each management personnel, aiming at ensuring that all quality problems occurred must ensure that 100% quality accountability is in place and quality responsibility is in place. And inform the company. For the procurement of supporting parts, the inspection of the incoming plant is more stringent. At the same time, the assessment of the unqualified products for the inspection of the incoming plant is implemented. The company claims more than 6 million yuan from the supplier for the whole year; for the zero-kilometre component of the supporting part, the quality department uses the statistical data of the quality information and the matching parts. The zero-kilometer failures were subject to recovery of man-hours and fuel consumption. The annual recovery amounted to more than 600,000 yuan, which made up for the blank of claims for zero-kilometer failures in previous parts.
With the improvement of industry level, Hangfa's equipment is becoming more and more advanced. Advanced equipment requires more lean use and maintenance. Only in this way can product quality be guaranteed. The lean management promotion of Hangfa Company has identified three project implementation model areas, which are the machining machine body A, C line and the middle part of the cam axis. In the six-month period, through the guidance and assistance of the consulting team, with the joint efforts of all employees, the production equipment can achieve a 30% reduction in the rate of downtime, a 10% increase in production efficiency, and a 30% reduction in the rate of inconsistent inspections. 3 months to stop due to improper equipment management, inspection and maintenance are not in place caused by the phenomenon of shutdown, to prevent leakage of equipment leakage, establish and standardize the site of visual equipment management, effectively improve the ability of middle and grassroots management cadres.
Maximize savings and efficiency
Into the Hangfa company's production workshop, a single orange-red compressed air delivery pipe hangs regularly from a height, such as a rainbow; a Taiwan's advanced online testing equipment is embedded in the pipeline, such as the same pair of bright Eyes, always monitor the quality of assembly; rows of parts are fixed and arranged on the shelves, placed neatly, patchworks, and bright lights; a group of visual billboards throughout the production site, sublimate the management concept, more people feel It was a bright, mirror-like floor that was spotless and people couldn't bear to stamp on it. This orderly cleanliness is not only a guarantee of quality but also a need for conservation. The person in charge of the Hangfa company said that even bigger companies are afraid of wasting, reducing unnecessary consumption, and reducing unnecessary costs are always pursued by the company. Lean management is the ultimate goal of saving and tapping potential.
The implementation of lean activities has brought about tangible results for the company's economy and efficiency. In 2010, the foundry technicians performed iron chip test pressure and smelting batching process tests on the machined metal chips, recycled the iron filings as recycled materials, and generated an annual profit of more than RMB 1.6 million; the operator cleaned the castings. During the process, the body tappet cores were picked out and replaced with new ones. During the first seven months of 2010, the new iron wire procurement cost was reduced by more than RMB 66,000. In order to reduce the consumption of auxiliary materials, the medium-sized branch factory shall control the frequency of adding steel shots in the operation standard book, and repeat the use of steel shots that have been spilled during the use of the equipment. The use of quench oil, the branch also uses The method of replenishing fresh oil into the oil tanks on a monthly basis replaces the replacement of new oils in the past. In order to reduce the tooling costs in the machining of parts, the equipment division systematically manages the tool repairs in the part processing, and implements batch repairs in phases according to the plan. In the first 7 months of 2010, the factory subcontracted 3629 drill bits The repair fee is 377,000 yuan. If all new purchases are made, it will cost 4.0109 million yuan. In September 2010, the equipment branch made energy-saving retrofits to 1,362 lamps on the roads in the plant. The electricity savings per hour were 0.16 kilowatt-hours per hour and the energy savings were 217.92 kilowatt-hours. If you turn on the lights every day for 12 hours, you can save electricity. 2615.04 kWh.
Lean management is economical or not, and the supervision and examination department has the right to speak. The biggest change is that the use of money is even more clunky. This can be reflected in the financial accounts. For example, the annual consumption of knives and gauges in 2008 was 89.34 million yuan, which fell to 37.25 million yuan in 2009, a year-on-year decrease of 52.09 million yuan. The figures also do not include casting.
Lean has no end and management has no deadline. Successful management does not necessarily result in successful transplantation. It must be continuously summarized, accumulated, and sublimated through the practice of the company itself. For this reason, Shenzhen Heavy Industry has been working hard, and Sinotruk has been working hard.