On February 17, Dongfeng Xiangfan Instrument Co., Ltd. held its 2008 Technical Quality and QCD/SCM Improvement Work Meeting. The gathering aimed to review the achievements of 2007 and outline the strategic direction for the upcoming year. During the event, several outstanding technical teams were recognized for their contributions in 2007, and battle plans were issued to relevant departments to drive performance improvements.
In 2007, the company focused heavily on "independent innovation" in R&D and technical development. It launched a new generation of products, enhanced its information network infrastructure, and worked to elevate assembly process technologies. The team also conducted competitive analysis to support long-term sustainable growth. A total of five national patents were filed during the year. Notably, the "DETC-001 Digital Stepper Motor Instrumentation System for Automotives" and "Automotive MEMS Pressure Microsensor" won first place in the Xiangfan Science and Technology Progress Award, while "D310 Automotive Electronic Instrument Development" received recognition from Dongfeng Motor Company’s Scientific and Technological Progress Award.
Quality management was a top priority in 2007. The company successfully met all quality targets set by Dongfeng Commercial Vehicles, including PDI, CE-VES, capital claims, and delivery performance. It also completed the TS16949 audit and recovered RMB 2.22 million from suppliers through quality compensation initiatives. Additional efforts were made in data analysis and basic quality control management.
Employee engagement led to a 27.2% reduction in physical loss rates at production sites. The company also achieved better results in technology and procurement cost reductions, as well as improved delivery performance. The CFT team, under leadership, focused on improving inventory turnover days, achieving a 33.43% improvement over seven months.
For 2008, the company will prioritize 17 new product development goals, introduce competitive mechanisms, enhance R&D training, accelerate lab and trial production setup, and strengthen advanced product quality planning. New product quality will be improved, and quality control indicators will be shared with key suppliers to ensure better outsourcing parts quality. Key equipment companies are encouraged to establish emergency protocols or identify backup suppliers to reduce dependency risks.
The company will also reinforce quality information management and process discipline audits to ensure timely quality corrections. It will improve feedback systems, complete acceptance rates, and address quality issues more effectively. The quality department will lead special meetings to analyze major market issues and ensure customer satisfaction.
Continued cost-reduction initiatives in procurement and technology will help lower physical costs and increase material contribution margins. All departments are urged to cut down on unnecessary expenses and streamline operations.
Wang Taibin, the company's general manager, emphasized that employees in the science and technology and quality sectors must embrace an innovative mindset in 2008, striving for continuous improvement and not settling for the status quo. He encouraged the adoption of the Nissan policy management model to tackle higher challenges and support the company’s mid-term business plan. Additionally, he called for the implementation of the scientific development concept, ensuring realistic and effective manufacturing, product, and market strategies.
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