From the "fresh force" to the "main force" Dongfeng commercial vehicle company has grown "road"

Li Jiangang, Deputy General Manager of Dongfeng Commercial Vehicles Company, made a notable comment at the third party congress of the Heavy Vehicle Factory: “Over the past four years, the two-level party organizations of the heavy-duty vehicle manufacturers seized joint venture opportunities, led employees to forge ahead, and successfully transformed the main business from logistics and transportation to automotive manufacturing. The improvement in management levels and production capacity has enabled the factory to become a key force within the Dongfeng Commercial Vehicle Corporation.” From being a “new force” to becoming the “main force,” how did a heavy-duty depot achieve this transformation? This reporter recently conducted an in-depth interview with key personnel to uncover the story behind the success. **Integrating Advanced Concepts** The accumulation of strength that has propelled the factory to its current status is rooted in a strategic shift toward advanced management practices. Ma Derong, Secretary of the Party Committee at the heavy-duty depot, emphasized that the factory’s success is not about the size of the team but about long-term vision and dedication. Over the past four years, the factory has focused on five key areas to enhance internal capabilities. First, it introduced advanced management concepts and systems, raising the standard of factory operations. By adopting institutionalized, streamlined, and informationized management, the factory implemented tools such as policy management, QCD improvement, V-FAST activities, GK diagnosis, CS-VES review, KYT, SES evaluation, and TPM. Advanced systems like SAP, MES, and WMS have elevated the level of production, finance, procurement, and HR management. Among these, policy management, GK diagnosis, and KYT activities are now leading within the company. As a result, the factory's management has gradually become more international, and employee professionalism has significantly improved. **Advancing Manufacturing Capacity** With the full implementation of DCPW, the factory’s manufacturing capacity has reached new heights. A market- and customer-centered management structure has been established, and a new mixed-flow assembly line—featuring informatization, logistics rationalization, equipment automation, and process flexibility—has been put into use. Through benchmark assembly line initiatives, DCPW was fully implemented. QCD improvement methods were widely used to refine every aspect of the assembly process, aiming to match customer expectations and achieve a leap in assembly capacity, quality, and cost efficiency. The factory achieved a monthly high of 2,628 units and a daily high of 122 vehicles, representing a 35% and 67% increase compared to 2004, respectively. The CS-VES adjustment assessment points dropped from 5.5 to 3.51, reflecting significant improvements in quality and efficiency. **Adaptable Product Development** Product development has also become a core part of the factory’s operations. The factory has enhanced its R&D and trial production capabilities, taking on the development of adaptive models and supporting subsidiaries in transferring products. A dedicated trial workshop was set up, and internal processes for R&D, trial production, review, and mass production were optimized. This helped the company streamline procedures for adaptive commodity development and improve communication with related departments. In the past four years, the factory completed the development and transfer of 73 models from subsidiaries, producing a total of 16,854 vehicles. This has become a new growth point for the commercial vehicle company. **Building Corporate Culture** Corporate culture has played a vital role in shaping the factory’s identity. From 2004 to 2007, the company’s corporate culture plan was successfully implemented. The second three-year plan is now in full swing. Employees have embraced the company’s philosophy, values, and spirit, and the construction of learning organizations has been recognized by the All-China Federation of Trade Unions. Learning, execution, and cohesion have all seen significant improvements. **Enhancing Civilizations** Through the implementation of three key projects—management innovation, human-oriented initiatives, and corporate culture—the factory has elevated the four civilizations (material, spiritual, political, and ecological). These efforts have contributed to the coordinated development of the plant, and employee satisfaction continues to grow. **Strengthening Core Businesses** Looking ahead, the factory aims to strengthen its three core businesses: auto assembly, adaptive product development, and KD packaging. The goal is to achieve leapfrog development, increase contributions, and create value for the company, employees, and society. To strengthen the assembly business, the factory will focus on creating a benchmark assembly line, improving production efficiency, and enhancing customer-centric workflows. For adaptive product development, the emphasis will be on shortening production cycles, reducing costs, and ensuring quality. In the KD packaging business, the focus will be on meeting global standards, optimizing packaging programs, and expanding service diversification. **Innovation as the Key** Innovation will remain central to the factory’s future. It plans to innovate in quality management, technology application, production control, safety, and equipment management. Each area will see new approaches aimed at improving efficiency, reducing costs, and enhancing competitiveness. In addition, the party will focus on ideological work, cultural integration, and talent development. Efforts will be made to build a strong, cohesive team and foster a culture that supports professional growth and innovation. This transformation highlights the factory’s journey from a “fresh force” to a “main force” through strategic planning, continuous improvement, and a commitment to excellence.

Transportation Fittings

Transportation Fittings for vehicles

1. Brake fittings: These fittings are used to connect the brake lines to the brake calipers, master cylinder, and other brake components.

2. Fuel line fittings: These fittings are used to connect the fuel lines to the fuel injectors, fuel pump, and other fuel system components.

3. Transmission fittings: These fittings are used to connect the transmission lines to the transmission cooler, transmission fluid pump, and other transmission components.

4. Power steering fittings: These fittings are used to connect the power steering lines to the power steering pump, steering rack, and other power steering components.

5. Engine oil fittings: These fittings are used to connect the oil lines to the oil filter, oil cooler, and other engine oil components.

6. Hydraulic fittings: These fittings are used in hydraulic systems for connecting hoses, pipes, and other components to control the flow of hydraulic fluid.

7. Exhaust fittings: These fittings are used to connect the exhaust pipes to the exhaust manifold, catalytic converter, and other exhaust system components.

8. Suspension fittings: These fittings are used to connect the suspension components such as shocks, struts, and control arms to the vehicle frame and body.

Features:

Meets D.O.T. FMVSS571.106

Meets SAE J2494-3

Plug-in configurations

Applications:

Air Brakes

Air Tanks

Air Ride

Sliders

Tire Inflation

Primary & Secondary Air Lines

Cab Controls

For vehicle: Heavy Duty Truck, Trailer, Mobile etc.

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