Recently, the transmission department of China National Heavy Duty Truck Group successfully passed the ISO/TS16949 quality management system certification.
In the early stage of development, the transmission department resolutely implemented TS16949 certification to realize the strategic plan of the Group Corporation for the high starting point of the transmission department as early as possible.
They divided the entire consistent standard forensic process into: the establishment of core work organizations, training and preparation, preparation and release of system documentation, training of system documentation, operation of system documentation, review of system documentation operations, review of third-party system documentation, and third-party on-site audits. The compliance work was included in the annual task book signed by the general manager and the department manager, and management assessment was performed as a key task, and the quality system process performance indicators were combined with the business management indicators. The establishment of a review team led by the Integrated Management Department, including quality manuals, program documents, and management systems, has a clear process, clear responsibilities, hierarchical auditing, and review and signing in order to obtain full understanding and recognition from various departments. A total of 28 processes were identified, 38 program files completed, and the initial formulation of 106 management systems.
Through the process method training, ISO/TS16949 quality management system standard training, five tool training, internal auditor training, 8D quality improvement method training, quality manual and self-study of program files, etc., to make employees aware of TS16949 and process methods The use of the system has gradually improved, and it has learned to form and use the standard to guide and inspect its own work habits and culture. In less than 18 months, the organization conducted three internal audits, cumulatively found 107 problem points, 20 internal non-conformities, and monitored the closure. Through step-by-step advancing activities, the organization has implemented systematic corrective and preventive measures that have been fully valued, and the eight principles of quality management have been fully applied. The mechanism for self-improvement and innovation has been initially established, and the company’s risk prediction and prevention capabilities have also been synchronized. strengthen.
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