Cultural Construction is the Key to Quality Control of Local Parts Enterprises

This year, with the exposure of the quality problems of Kumho tires, the quality of auto parts has been widely concerned. Recently, the automotive fastener industry fell into a whirlpool of quality: a certain Shanghai automotive fastener company had a quality problem in the delivery of its products that caused customers to lose their jobs and customers claimed more than 10 million yuan. In addition, news came from a certain automotive fastener company in Shandong that the company suffered huge losses due to problems with bolt quality. The quality problems of the Kumho tires and fasteners industry are only a microcosm of local parts companies. The general issues in the industry are thought-provoking.

The Awards Ceremony for the 2011 “Selection” event of the automotive industry hosted by Gasgoo.com was held at the Shanghai International Convention Center. The competition for the “Best Product Quality Award” was particularly fierce. In the end, local companies such as Tianrun Crankshaft, Shandong Golden Kylin, Ningbo Ruitai, and Changsha Ximai all ranked on the list, which also reflected a small number of Chinese auto parts industry. The product quality of an enterprise can be comparable to foreign capital. For example, with Tianrun crankshaft, which is mainly engaged in the heavy-duty engine business, the PPM value (the number of defective products per million in the products delivered to the customer) in the participating materials can be seen as the product quality control is ahead of the industry. For other companies, the data shows that Tianrun crankshaft achieved zero PPM for 18 consecutive months. In an interview with his deputy manager Zhang Yang, the reporter learned that the instillation of corporate culture and effective process control are the key to Tianrun's quality control of the crankshaft.

In the survey of foreign-funded enterprises that obtained the “Best Product Quality Award”, it can be found that the degree of emphasis that foreign-funded enterprises attach to their own cultural construction is obviously higher than that of local parts and components companies. For example, Honeywell's own spirit of innovation and organizational principles fully conveyed the Six Sigma strategy to employees, helping them to think ideologically about quality issues and reduce product flaws, thereby contributing to continuous improvement in work processes and product quality. Faurecia is also worth learning for local companies. Last year, the average global PPM reached 15 and in China, it achieved a single-digit PPM value. Strong cultural support made every employee always put quality first. This is not possible with any control.

China's domestic parts and components companies often do not pay attention to the cultural construction of their employees, and only proceed from the process control, and more emphasis on equipment factors, ignoring the important role of people as a factor of production, so the quality of an endless stream. In recent years, China’s speed has been repeatedly criticized. This is also an important factor for local companies to ignore cultural development. Therefore, the "Best Product Quality Award" for this "selection" campaign hopes to help local companies shorten the gap from a ideological and cultural point of view and strictly control the quality, so that Chinese manufacturing is not synonymous with cheap and poor quality.