Challenges Are Opportunities - Zhou Jianguo, Director of Commercial Vehicle Frame Factory, Talks about the Working Thinking in 2008
In 2008, the Dongfeng Limited Post 23 Business Plan was officially launched, marking a new chapter for the frame factory’s development. As the year began, it became crucial for the factory to clearly understand its current situation and the challenges ahead, in order to strengthen the sense of mission and responsibility among all employees. During an interview with this reporter, Zhou Jianguo, director of the frame plant at the commercial vehicle company, emphasized that 2008 would be a year filled with both opportunities and challenges. He encouraged the entire team to seize these opportunities, embrace change, and drive innovation to ensure the factory's continued growth and success.
Zhou highlighted that while the frame factory had successfully navigated various difficulties in 2007, 2008 would bring even greater pressure. The factory was tasked with completing high-quality production of 113,000 units, while also adapting to new regulations such as the revised "Labor Contract Law." Additionally, the implementation of a new compensation system required careful planning and fair execution. Managing the newly commissioned rolling shop also presented new operational challenges. In response, the factory set clear work themes for the year: “improvement, innovation, evaluation, and promotion.†These goals aimed to enhance management standards, boost team vitality, improve product quality, and achieve overall progress.
The main tasks for the frame factory in 2008 were summarized into “two major issues and two key areas.†The first major issue involved actively promoting the Dongfeng Commercial Vehicle Production Model (DCPW) to elevate manufacturing efficiency and flexible production capabilities. The second focused on building a conservation culture, creating energy-efficient facilities, and enhancing the factory's soft power. The two key areas included launching a 100-day initiative targeting processing quality of stringer holes to eliminate defects, and improving assembly efficiency to increase production capacity and management effectiveness.
In implementing DCPW, Zhou stressed the importance of strengthening foundational practices, leading by example, and paying attention to details. He also emphasized using the three pillars of DCPW along with QCD improvement and QCTS pre-control systems to identify and address issues promptly. Capturing and documenting practical experiences would help build organizational memory and reinforce the PDCA cycle.
Regarding capacity building, the introduction of the roll press plant offered an opportunity to establish a trial production mechanism that supports normal operations. This would help increase production flexibility and better adapt to rapid changes in product structure. The goal is to complete another significant project in the new factory and transform the frame factory into a competitive manufacturing site in China.
On the topic of building a conservation-oriented factory, Zhou viewed it as a process of self-improvement and cultural transformation. The factory will continue to promote a conservation culture centered on sustainability, reinforcing shared values among employees and encouraging a more efficient working lifestyle. Through seminars and other activities, the concept of a conservation culture will be further developed, forming a sustainable economic culture that guides daily practices and enhances factory management through cultural innovation.
Finally, Zhou emphasized that the key to enterprise development lies in people. Over the years, the introduction of advanced management methods has led to impressive results, largely due to the rapid improvement in the team’s overall quality. This year, the factory will continue to promote a learning culture that combines work and learning, aiming to build a high-quality, professional, and adaptable team. Training strategies will shift from simple plan completion to focusing on employee growth and long-term factory development. Practical skills training will replace theoretical instruction, creating an environment where employees can thrive. By deepening job competitions and optimizing salaries, the factory aims to unlock the full potential of its workforce, fostering a competitive and collaborative atmosphere that drives continuous and rapid growth.
Armed Police Shield,Polycarbonate Riot Shield,Transparent Security Shield,Guard Control Shield
skyshields(suzhou)thermoforming tech.co.ltd , https://www.skyshields.com