In order to further implement the strategic plan of FAW Liberation Company's “Three-Year Improvement Planâ€, implement the guiding ideology of FAW's liberation of 2011 quality work, use supplier cultivation as a means to improve the quality assurance ability of suppliers, and drive the overall level of supply chain of FAW Jiefang Co., Ltd. Promote. Recently, FAW Jiefang Company held a 2011 quality management training course for suppliers.
This training is carried out by suppliers with relatively weak quality assurance capabilities. Based on practicality and theory, this training helps suppliers to improve their quality management.
The FAW Liberation Quality Control Department briefed the trainees on the overall situation of the liberation trucks in 2011 and their achievements in quality work. They evaluated the quality of procurement work in the first half of 2011 and affirmed the supplier's quality management in 2011. Give liberation companies support and cooperation. At the same time, it pointed out that there are still some problems in the quality of the purchased parts, which affects the straight-through storage of the whole vehicle.
In order to improve the quality of the entire vehicle, the Liberation Company at this stage carried out work to verify the conformity of the purchased products for the J6 model. Mobilize the vast number of suppliers to closely cooperate with this work, and communicate with customers in the process of the work on the problems existing in the previous product changes, and jointly explore effective solutions to improve the overall vehicle quality and enhance market competitiveness. Contribute your own strength.
At the training meeting, the task of submitting two new models to PPAP was arranged in the near future. It is hoped that suppliers will improve their quality management quality and improve the quality of processes related to the production parts approval process. At the same time, it is important to remind suppliers to carefully interpret the quality assurance agreements and technical agreements signed between the liberation company and suppliers, understand the requirements of customers, and strictly follow the liberation company's management requirements for suppliers.
During the two-day training, the auditor gave a detailed explanation, took a theoretical and practical approach, and focused on how to implement process control with suppliers. There were 72 suppliers and 100 trainees participated in the training. The training was a complete success.
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