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 heavy-duty automakers have seized joint venture opportunities, led employees to move forward, and successfully transitioned the main business from logistics and transportation to automotive manufacturing. The improvement in management level and production capacity has transformed them into 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 such a transformation? This reporter recently conducted an interview to uncover the story behind this remarkable growth. **Integrating Advanced Concepts** Ma Derong, Secretary of the Party Committee of the Heavy Vehicle Depot, emphasized that success is not determined by the size of the team, but by long-term planning and commitment. Over the past four years, the factory has focused on improving internal capabilities in five key areas. The introduction of advanced management concepts and systems has elevated the factory's overall management standards. Adopting a philosophy of institutionalization, streamlining, and informatization, the factory has implemented tools like policy management, QCD improvement, V-FAST activities, GK diagnosis, CS-VES reviews, KYT activities, SES evaluation, and TPM. Advanced systems such as SAP, MES, and WMS have brought production, finance, procurement, and human resources management to a new level. Among these, policy management, GK diagnosis, and KYT activities stand out as leading practices. The factory’s management has become increasingly international, with a significant improvement in employee professionalism. 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 informationization, rationalized logistics, automated equipment, and flexible processes was launched. Through benchmark assembly line initiatives, DCPW was fully implemented. QCD improvement methods were widely used to refine control over all aspects of the assembly process, continuously striving for the same performance as customers. As a result, monthly production reached 2,628 units, daily production hit 122 vehicles, and the CS-VES adjustment score dropped from 5.5 to 3.51 points. **Adaptable Product Development** Product development has become a core business for the factory, with R&D and trial production capabilities reaching a new level. The company positioned the heavy-duty vehicle manufacturer to handle part of the development of adaptive products and take on production and maintenance of transferred models. To support this, a 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 product development and strengthen communication with related departments. In the past four years, the factory completed the development of 73 subsidiary models and produced 16,854 vehicles, becoming a new revenue driver for the commercial vehicle company. **Corporate Culture Development** The establishment of a strong corporate culture has significantly enhanced the factory's core competitiveness. From 2004 to 2007, the company’s corporate culture plan was successfully implemented. The second three-year plan is now in full swing. Employees actively recognize and practice the company’s values, vision, and spirit. The construction of learning organizations has been recognized by the All-China Federation of Trade Unions, with improved learning, execution, and cohesion among teams. **Three Project Constructions** The implementation of three major projects has raised the level of the four civilizations. Focused on strengthening the heavy-duty depot and increasing its contribution to the company, the theme of the initiative is to promote reform, nurture talent, and drive development through management innovation, human-oriented projects, and corporate culture. These efforts have led to the creation of civilized units, promoting coordinated development in material, spiritual, political, and ecological civilization. Employee satisfaction continues to rise year by year. **Strengthening the Three Main Businesses** Ma Derong told reporters that the goal for the next four years is to comprehensively strengthen the "three main businesses" — auto assembly, adaptive product development, and KD packaging — to achieve leapfrog development and increase the factory's contribution to the company, employees, and society. To enhance the assembly business, the factory aims to establish a benchmark assembly line, foster a culture of continuous improvement, and improve production efficiency and quality. The focus remains on a customer-centric workflow, aiming for better performance compared to previous periods. For adaptive product development, the factory will leverage its collective strength to shorten development cycles, reduce costs, and ensure quality, aiming for more product varieties, faster development, and higher sales volumes. In the KD packaging business, the factory will meet both domestic and international standards, optimize packaging programs, and aim for cost reduction, shorter cycles, and diversified services. Looking ahead, the factory will prioritize innovation across multiple areas, including quality, technology, production, safety, and equipment management. It will also focus on ideological work, corporate culture, and talent development to build a stronger, more competitive organization.

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