From January to November 2010, Dongfeng Dana Axle Co., Ltd. produced 661,000 axle assemblies of various types, a year-on-year increase of 63.24%; it achieved main business income of 6.057 billion yuan, a year-on-year increase of 72.4% , achieving 137.38% of the full-year budget target; the fund claim rate dropped by 27.4% compared with the target... Behind this set of ordinary and extraordinary data is the crystallization of the wisdom, hard work and sweat of Dongfeng Dana Axle people.
Ordinary ideas and actions cannot create miracles of development. Faced with the unprecedented high-yield situation since the beginning of the year, Dongfeng Dana Axle actively responded and organized scientifically. The company played a game of chess and worked together to start a battle of wisdom and management.
Focusing on key issues such as how to further increase production capacity and improve material assurance capabilities, Dongfeng Dana Axle has successively organized production capacity balancing meetings. Effectively balance the internal production capacity of the five production sectors in Xiangfan, Shiyan and Xiamen, integrate and optimize the allocation of various resources, give full play to the effectiveness of the overall operation, and strive to maximize production capacity.
To calmly cope with high production, scientific planning of production capacity is the prerequisite, and effective improvement of production capacity is the key. To this end, Dongfeng Dana Axle actively introduces and applies the "N+3+3" management model. On the basis of strengthening market forecasts, it proactively scientifically plans and optimizes the allocation of manufacturing resources, and changes fire-fighting management to preventive management. At the same time, parts are divided into three categories: A, B, and C based on technical content categories and profitability. For core A-type parts such as axle assemblies, gears, stamping and welding axle housings, we plan and build production capacity according to the maximum demand, and for category B core parts, we plan and build production capacity according to the maximum demand. The existing production capacity of parts will be maintained, and C-type parts will be phased out gradually. Since 2010, 17 major production lines have been renovated and added, increasing the annual production capacity of 462/508 axles from 66,000 to 109,000 axles, achieving mixed line production of three heavy-duty axle products, 462/485/508; The annual production capacity of side bridges has been increased from 40,000 to 59,000, which has enhanced market guarantee capabilities. While sales revenue has increased significantly year-on-year, the market satisfaction rate has increased by 1.54% year-on-year.
To win the battle of high productivity, all-out efforts are the guarantee. In order to gather the joint efforts to strive for high production, the Party Committee of Dongfeng Dena Axle Company launched a labor competition to achieve high production, ensure goals, and strive for efficiency. Through the four-to-four competition, that is, comparing production, the production tasks of the competition were fully completed; comparing quality, the product quality was stable A series of activities such as improvement; cost comparison, all costs and expenses are under control; safety comparison, safety accidents continue to be zero, etc., to further stimulate the passion and fighting spirit of employees to achieve high productivity and maintain goals.
Focusing on the promotion of the series of activities of fighting for high production, ensuring goals and striving for benefits, Dongfeng Dana Axle's publicity department has made every effort to strengthen publicity and planning, and has successively launched "United to Fight for High Production" on the corporate LAN and internal publications, working together to provide customers with Two columns, "Stars Shining on the Frontline", seriesly report on the new measures taken by each unit to deal with high productivity, timely report on advanced figures and typical deeds that have emerged in high productivity, encourage employees to think about talents, and guide employees to actively participate in high-yield activities.
Scientific production capacity planning, coupled with the strength of a united team, have combined to promote the great development of Dongfeng Dana Axle. Precision marketing, technological innovation - dual engines start to accelerate. Some people compare precision marketing to missile launches, which means concentrating advantageous resources to the most effective places and then targeting the target. The key to implementing precision marketing is to segment the target market well.
As a newly joined subsidiary of Dongfeng Commercial Vehicle Company, it is the mission of Dongfeng Dana Axle to ensure the demand of Dongfeng Commercial Vehicle Company and promote the market competitiveness of Dongfeng Commercial Vehicle Company. To this end, Dongfeng Dana Axle focuses on three aspects: prioritizing the preparation of production plans, fully ensuring resources, and fully satisfying demand adjustments, and wholeheartedly ensures the loading needs of Dongfeng commercial vehicles. In the first 11 months of 2010, the total sales of Dongfeng Dana Axles in Dongfeng Commercial Vehicle Division reached 3.876 billion yuan, accounting for 64% of the total sales, and the market share remained above 96%. While ensuring demand for Dongfeng commercial vehicles, Dongfeng Dana Axle actively promotes the development of external markets. First, strengthen close cooperation with key strategic customers such as Yutong and King Long in terms of vehicle model development and matching, technology research and development and exchange, product supply and services, etc., and at the same time improve product quality and work quality through continuous improvement, so as to grow the vehicle business of strategic customers Provided strong support to stabilize and enhance the market share of strategic customers. The second is to establish a multi-channel marketing model, flexibly adopt agency systems, factory construction or direct sales models according to the categories of major customers, and strive to create an agile supply chain.
The third is to focus on emotional communication with users, implement year-round station services and year-round mobile inspection services in areas where users are concentrated, feedback market information and quality information as soon as possible, provide required spare parts as soon as possible, and eliminate user faults as soon as possible. Solve user demands at once. The fourth is to target large and medium-sized city bus group companies, passenger transport companies, and tourism groups to guide customers to order Dongfeng Dana axles. In 2010, the market share of Dongfeng Dana axles for large and medium-sized buses reached 40%, an increase of 8 percentage points from 2009; the market share of medium- and heavy-duty truck axles reached 18%, an increase of 3 percentage points from 2009.
The good sales performance is also due to the product technology that is ahead of competitors. Many users said that the reason why we chose Dongfeng Dana axles is because of its advanced technology and good quality.
Since 2010, Dongfeng Dana Axle has moved its product R&D center and process R&D center from Shiyan to Xiangfan in order to stabilize the R&D team, shorten the R&D cycle, and improve R&D efficiency. In terms of product research and development, we will continue to implement the strategy of following and leading. On the one hand, we will closely follow the market rhythm and carry out differentiated designs for the three major systems of driving, load-bearing and braking that constitute the axle according to different market needs, and then provide products according to user needs. Differentiated products, the number of newly designed matching bridge assemblies was 1,248, and 743 new technical agreements were signed, achieving a year-on-year growth of new product sales of %. On the other hand, relying on the advantages of joint ventures, we will accelerate the development of products with high technological content, high added value and high cost performance. The new generation heavy-duty axle TD485 has been trial-installed on commercial vehicle-related models and is undergoing road tests. The project is expected to be completed in April 2011. The high-end lightweight axle with broad market prospects has completed prototype trial production, road testing and production preparation, and has entered mass production. The high-end medium-sized bus axle S130, which embodies the technologies of Dongfeng and Dana, has completed matching and vehicle road tests on Suzhou Jinlong, Yutong and other models. These platform products will bring continuous benefits to Dongfeng Dana axles, thereby accelerating Dongfeng's German The development of axles.
According to statistics, from January to October 2010, Dongfeng Dana Axle achieved cumulative new product sales of 2.17 billion yuan, and the contribution of new products to its main business income was as high as 35.8%. In addition, its products have won various awards many times. Among them, the heavy-duty wheel-side reduction through-type dual drive axle won the "Second Prize of China Automotive Industry Science and Technology Award", which is currently the highest honor for independently developed products in the domestic axle industry.
Due to the unwillingness to lower product quality, compared with competitors, cost has always been a shortcoming of Dongfeng Dana Axle in market competition. In order to make up for this shortcoming, Dongfeng Dana Axle has, on the one hand, implemented value chain management, strengthened cost control, and reduced corporate production costs since 2010; on the other hand, it has continued to carry out quality improvement activities to further improve product quality and reduce quality claims. .
The so-called value chain management refers to relying on advanced technology and scientific management to improve the utilization rate of raw materials and production capacity and reduce production costs without reducing product quality.
First, focus on six aspects, including product design improvement, manufacturing process/tooling improvement, rational use of materials and optimization of material quotas, and replacement of process materials and auxiliary materials, to carry out competitive product analysis and actively promote material utilization. Through the improvement and application of new materials and new molding technologies, technology costs were reduced by 34.6 million yuan from January to October. Second, by establishing a cost accounting model, implementing supplier level management, supplier survival of the fittest system, quality and price comparison bidding and procurement, and providing cost reduction technical support to suppliers, the physical cost ratio is controlled at 69.2%. The third is to use group technology to improve the flexibility level and capacity utilization of production lines. The capacity utilization rate of main production lines increased from 69% to 86%.
While implementing value chain management, Dongfeng Dana Axle has carried out all-round quality improvement activities with the goal of improving quality and increasing user satisfaction. 23 quality improvement topics were assigned to find breakthroughs in differentiated product design and process design, differentiated supplier selection and management, and implement leapfrog improvements. And increase the intensity of quality management incentives, internally through the strict implementation of quality traceability compensation, increase quality responsibility investigation, accountability and assessment, and promote the internal continuous improvement of the emphasis on quality work; externally, strictly in accordance with the "Dongfeng Dana Axle Company" "Supplier Quality Incentive Measures" adopts quality rectification, capability improvement, assessment incentives, supply ratio adjustment, survival of the fittest and other measures for suppliers to encourage suppliers to find ways to improve quality.
At present, 23 quality research projects are progressing smoothly, product quality improvement has been obvious, the fund claim rate has dropped by 27.4% compared with the budget, the failure rate has dropped by 15.8% year-on-year, and the post-project defective rate has dropped by 15.2% year-on-year.