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【SINOTRUK GROUP】Sinotruks factories have achieved a "new speed" in development
Data：2025-08-29 Source：SINOTRUK Pv：
Jinan Truck Manufacturing Company has initiated a series of operational skill enhancement initiatives, starting with critical quality positions. These include implementing standard operating procedures for key processes, establishing protocols for addressing anomalies, and strengthening quality self-inspection and prevention measures. The company rigorously standardises process-level self-inspection and mutual inspection, maintains stringent quality supervision and inspection controls, and focuses on resolving challenging quality control issues. Concurrently, the company has intensified lean improvement initiatives, emphasising the practicality and effectiveness of projects. This approach effectively transforms identified issues into actionable projects and translates conceptual improvements into tangible measures, driving steady enhancements in quality control through concrete innovations.
To advance the implementation of the ‘Zero-Kilometre Defect Elimination’ initiative, Jinan Axle Company rigorously enforced a zero-defect, zero-tolerance quality policy. Through comprehensive quality reviews, it systematically addressed all first-quarter quality issues, tackling each individually to achieve breakthroughs. Concurrently, it fully advanced 21 challenge-based projects, concentrating efforts on resolving ‘zero-kilometre’ defects to significantly enhance process quality.
Jinan Commercial Vehicle Manufacturing Company innovated its order organisation methods, establishing a multi-party coordination mechanism to rationally plan balanced production of specialised vehicles, all-wheel-drive vehicles, new energy vehicles, and component cab assemblies, thereby maximising production efficiency. By strengthening control over production scheduling completeness rates and delivery completeness rates, and implementing advance material resource alerts, it achieved an on-line completeness rate exceeding 98%. Regular coordination with relevant group departments ensured sustained order fulfilment rates, maintaining stable single-shift daily output at 165 vehicle units, achieving the goal of reduced shifts without reduced production.
Jinan Truck Manufacturing Company implemented precise measures in task assignment, production organisation, and on-site execution. It transitioned from top-down management to on-site control, establishing efficient communication mechanisms to enhance frontline management capabilities. Through measures such as top-level executives conducting on-site operations, full staff participation in quality supervision, and standardised quality control processes, the company continuously optimised quality management standards. This approach motivated employees to pursue excellence and craft premium products.
To fully achieve the targets of a 15% increase in budgeted output and a further near-10% reduction in comprehensive costs, Jinan Axle Company implemented top-down coordination and full staff engagement. It deepened end-to-end control over all expenses, identified cost-control vulnerabilities, and vigorously advanced 87 cost-reduction measures for the year. Through equipment retrofits, process improvements, tooling and machinery upgrades, it reduced overall energy consumption and enhanced production efficiency.
Jinan Engine Plant implemented improvements to the front cover plate oil seal pressing equipment, enabling real-time pressure-displacement monitoring and abnormal data alerts. By modifying the press head structure and adding limit steps, the impact of front cover plate blank dimensional variations on pressing depth was eliminated. Through specialised efforts targeting 18 cost-reduction initiatives—including tooling, fuel costs, utilities, repairs, and auxiliary materials—the plant achieved savings of ¥1.5049 million.
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